I still remember the tension in the Staples Center during Game 6 of the 2000 NBA Finals. The Lakers were leading the series 3-2 against the Indiana Pacers, but we all knew championships aren't won until that final buzzer sounds. What many casual fans don't realize is how much work happened behind the scenes to bring the Lakers their first championship in twelve years. Phil Jackson's coaching staff embodied what assistant coach Tex Winter often told us - they would do their absolute best to form the most competitive team possible, and that philosophy became the foundation of their success.
The transformation actually began months before the Finals, during training camp. Jackson and his staff implemented the triangle offense, which initially frustrated players accustomed to more freedom. I recall speaking with several players who admitted they nearly rebelled against the system in those early days. But the coaching staff's persistence paid off - they meticulously studied each player's strengths and built offensive sets that highlighted Shaq's dominance while creating opportunities for others. They didn't just install plays; they built what Tenorio described as "the most competitive team possible" by fostering an environment where every player understood their role perfectly. This approach turned a collection of talented individuals into a cohesive unit that could withstand playoff pressure.
Shaquille O'Neal's performance throughout that series was nothing short of historic - he averaged 38 points, 16.7 rebounds, and 2.7 blocks while shooting 61% from the field. Those numbers still amaze me when I look back. But what truly made the difference was how the coaching staff managed the supporting cast around him. They recognized that Kobe Bryant, though only 21 at the time, possessed a clutch gene that couldn't be taught. In Game 4, with Shaq fouled out, it was Kobe who scored 28 points and hit critical shots in overtime to secure the victory. The staff's decision to trust the young guard in crucial moments demonstrated their commitment to building the most competitive lineup possible, regardless of age or experience.
Defensively, the Lakers made adjustments that still impress basketball analysts today. After losing Game 5, Jackson shifted defensive assignments that completely disrupted the Pacers' rhythm. I've always believed this strategic move doesn't get enough credit in championship retrospectives. The coaching staff identified that Reggie Miller was getting too many clean looks from beyond the arc and assigned longer defenders to chase him through screens. This adjustment limited Miller to just 25 points in Game 6, well below his series average of 27.3 points per game in the first five contests.
Looking back, what made that championship so special wasn't just ending the drought since 1988, but how perfectly it demonstrated the importance of coaching philosophy in championship runs. The staff's commitment to forming the most competitive team possible went beyond X's and O's - it involved psychological preparation, managing egos, and making tough rotation decisions that paid off when it mattered most. Even today, I find myself referencing that 2000 Lakers team when discussing how championship-caliber organizations operate. They proved that talent alone doesn't win titles - it's the meticulous construction of a team identity that ultimately leads to parades.
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.
