As I watched Lassiter miss all four of his three-pointers in that EASL road game against Hiroshima last Wednesday, it struck me how much individual performance—even in a single game—can reflect broader dynamics in basketball. But when we zoom out from players to the people who actually own the teams, the stakes are far higher. NBA team owners aren’t just wealthy individuals signing checks in the background. They shape league policies, influence player movement, and steer the cultural and financial direction of the entire sport. Over the years, I’ve come to see them as some of the most impactful yet under-discussed figures in professional basketball.
Take Mark Cuban, for example. When he bought the Dallas Mavericks back in 2000, he didn’t just bring deep pockets—he brought a new mindset. I remember how he transformed the fan experience almost overnight, investing in arena upgrades and engaging directly with supporters on social media. That personal touch, combined with his willingness to spend big on talent, turned the Mavericks into both a competitive force and a commercial powerhouse. Owners like Cuban don’t just run franchises; they build brands. And in doing so, they help set trends that ripple across the league, from how teams embrace technology to the way they approach international markets, much like the EASL where Lassiter’s recent shooting slump unfolded.
But ownership isn’t always a story of triumph. I’ve also observed how conflicting priorities among owners can slow down progress. For instance, while some owners push for expanded global games and deeper investment in leagues like the EASL, others remain focused on short-term profitability stateside. This tension was evident when the NBA debated adding a mid-season tournament—a concept that took years to gain traction because not every owner saw the value. In my view, this hesitation sometimes holds the league back from fully capitalizing on global opportunities, especially in regions like Asia where basketball’s popularity is exploding. Lassiter’s off-night in Hiroshima is a tiny snapshot of that larger narrative: the ups and downs of expanding the game internationally, where unfamiliar settings can challenge even proven performers.
Financially, the influence of owners is staggering. Did you know that the average NBA franchise is now worth around $2.5 billion? It’s owners who navigate this complex economic landscape, deciding when to fund luxury tax payments for star-laden rosters or when to rebuild. I’ve always admired the boldness of an owner like Joe Lacob of the Golden State Warriors. His willingness to pay historic luxury tax bills—reportedly over $200 million in a single season—directly enabled a dynasty. That kind of commitment doesn’t just win championships; it raises the bar for what’s possible in team building. At the same time, not every owner operates that way. Some prefer developing young talent and avoiding financial risks, which I respect, even if it makes for less exciting basketball.
Looking ahead, I believe the next decade will test owners like never before. Issues like athlete activism, load management, and the integration of tech and betting partnerships require visionary leadership. The league’s future, in my opinion, hinges on whether owners can balance tradition with innovation. We need more owners who understand that basketball isn’t just a business—it’s a global community. The growth of leagues such as the EASL offers a blueprint. Even when a player like Lassiter has a rare off night in Japan, it’s part of a larger story of expansion and connection. Owners who embrace that bigger picture will shape not only their teams but the entire sport for generations.
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.
