As I was watching the EASL game last Wednesday, seeing Lassiter miss all four of his three-point attempts against Hiroshima, it struck me how even professional athletes experience unexpected slumps. This got me thinking about the people who actually own these teams - the billionaires whose financial decisions and personal wealth create the foundation upon which entire franchises either thrive or struggle. The influence of NBA team owners extends far beyond just writing checks; they shape team cultures, make critical hiring decisions, and ultimately determine the long-term trajectory of their organizations.
When we talk about NBA ownership, we're discussing some of the wealthiest individuals in the world. Take Steve Ballmer, for instance - the former Microsoft CEO owns the LA Clippers and has a net worth hovering around $80 billion, making him not just the richest NBA owner but one of the wealthiest people globally. What's fascinating is how these owners approach team management differently. Some, like Ballmer, are incredibly hands-on, attending nearly every game and becoming almost as recognizable as the players themselves. Others prefer to remain in the background, trusting their basketball operations staff to handle day-to-day decisions. I've always been particularly impressed by owners who balance business acumen with genuine basketball passion - it's a rare combination that often leads to sustained success.
The financial landscape of NBA ownership has transformed dramatically over the past decade. Back in 2010, you could purchase an NBA franchise for around $300-400 million. Today, even the least valuable teams are worth over $1.5 billion, with flagship franchises like the New York Knicks valued at nearly $6 billion. This explosion in value has attracted a different caliber of owner - not just traditional sports enthusiasts but hedge fund managers, private equity titans, and tech billionaires looking for both prestige and financial returns. Personally, I think this shift has been mostly positive, bringing more sophisticated business practices to the league, though sometimes at the cost of the romantic notion of the sports-loving owner who lives and breathes basketball.
What many fans don't realize is how much an owner's personal wealth and business philosophy impact team building. Owners with deeper pockets can afford to pay luxury tax penalties to retain talent, while others might operate with stricter budgetary constraints. The difference can be stark - we're talking about potential payroll disparities of $50-60 million between the biggest spenders and most budget-conscious teams. This financial flexibility (or lack thereof) directly affects a team's ability to compete for championships versus merely making the playoffs. I've noticed that the most successful owners understand it's not just about spending money but spending it wisely - something that seems obvious but proves surprisingly difficult in practice.
The globalization of basketball has also expanded owners' influence beyond their home markets. Many owners now see their teams as international brands, with preseason games in Asia and Europe becoming regular occurrences. This global perspective affects everything from marketing strategies to player recruitment, creating a much more complex business environment than the league faced even twenty years ago. The recent EASL games featuring teams like Hiroshima demonstrate how basketball's center of gravity continues to shift, presenting both challenges and opportunities for forward-thinking owners.
Ultimately, the relationship between an owner's wealth and their team's success isn't as straightforward as you might think. While financial resources certainly help, the best owners combine their economic power with basketball intelligence, patience, and a clear vision for their organization. They understand that building a championship contender requires both monetary investment and strategic patience - qualities that can't simply be purchased, no matter how deep your pockets might be. As the league continues to evolve, I believe we'll see even more diverse ownership groups entering the NBA, each bringing their unique perspectives and resources to shape the future of this incredible sport.
People in Motion (PiM) is our employee advocacy and improvement program. These cross-functional groups are comprised of employees, with an executive sponsor, who contribute ideas and drive action towards focused areas of improvement across the employee experience. The groups include: Kyruus Kontext & Business Readiness; Community, Connectivity, & Engagement; System, Tools, & Productivity; IDEA [Inclusion, Diversity, Equity, Accessibility].
As a remote-first company, we are invested in employees creating a work setup that allows them to do their best work. In addition to a laptop, we also provide you with $750 to get the additional equipment you need and add an ongoing amount of $1,200 to your salary to cover remote work costs.
We value ownership at Kyruus Health, not only in the work you do but in the shared financial success from our growth. Employees will have the opportunity to grow their equity ownership throughout their tenure.
We care about creating the time you need to bond for any team members at Kyruus Health growing their families. We offer 8 weeks of fully paid leave to all parents. Birthing parents are also eligible for additional time and coverage through our Short-Term Disability plan.
We encourage all employees to save for retirement through our 401(K) plan. Employees have the option to begin contributing to their accounts on their first day of employment and we offer an employer match of up to $1,500 per calendar year for all employees who enroll.
We offer employees a lifestyle stipend of $2,000 per year to help them be well. This is designed for Kyruus Health to offset the cost for items, experiences, or home expenses that enhance team members’ well-being
We want to provide employees and families with health insurance offerings to support them getting the care they need. Our health, dental, and vision plans are desiged to allow employees the opportunity to choose options that work best for themselves and their families.
We are committed to flexibility and empowering employees to do work that matters in a way that works for them. Our unlimited PTO policy is anchored on that flexibility – encouraging employees to take time off for what’s important to them, in addition to the many company holidays we celebrate. To highlight our commitment to a healthy work-life balance, we provide a specific stipend each quarter for employees to use on a recharge day.
