Blazers’ barometer
GM Kevin Pritchard: The way to wins starts in the locker room
Despite loss of Greg Oden for the season, positivity and pressure flow to keep team on track
By Kerry Eggers
http://www.portlandtribune.com/sports/story.php?story_id=119092559145694500
The Portland Tribune, Sep 28, 2007
Pritchard takes the helm of the Blazers, as announced by owner Paul Allen during a game last spring. Pritchard faces his first full season as general manager, already having overcome the disappointment of losing expected star Greg Oden for the season.
It’s a personal item the media and the public never will see. Pritchard has been doing it since high school in Tulsa, Okla., where he was the state’s player of the year his final two seasons at Edison High.
“It’s just a collection of my thoughts, notes about what I’m thinking, private things I believe in,” says the Trail Blazers’ general manager. “Every year since high school, I’ve written kind of a manifesto. I try to think about what’s important – what were the issues I faced today, and how did I handle them? I can look back a year from now and say, ‘These were my mistakes, and I learned from them.’ ”
Before this season – training camp begins Tuesday – Pritchard will list in his diary five things he wants to accomplish with his management team. He chooses to keep them private, but offers one hint.
“I want each of (the Blazer executives and coaches) to enjoy a balanced life,” he says. “I’m going to push you hard. If I’m not pushing you hard enough, tell me. If I’m pushing you too hard, tell me. I expect hard work and production, but I want them to have a life away from basketball, too.”
Pritchard is organized and ambitious. He wants to be inspirational as he begins his first season running the Blazers’ basketball operations. Those around him say they believe he is on the right track.
“Kevin is one of those guys you could pay to be a motivational speaker,” Blazer broadcaster Mike Barrett says. “After three years in our organization, he definitely has the staff behind him.
“I remember going to the press conference when he was announced as GM. The staff was gathered in an open area, and as he came down the hallway, people were chanting, ‘Kevin! Kevin!’ He told everyone it was a defining moment in his life, and he had to stop several times to hold back tears.
“Every time he speaks, people leave feeling better about the direction of the team. And it’s not like he’s selling us a bill of goods – it comes from the heart,” Barrett says. “The staff looks to him about how to feel about things, using him as a barometer. He knows he has that responsibility, and he thrives on it. He’s genuinely optimistic and looking for positives, and that’s exactly what we’ve needed after what we’ve gone through the last few years.”
Oden mishap is first test
“Kevin is a very loyal person,” says Chad Buchanan, beginning his first season as Portland’s director of college scouting. “That’s important in me having trust in working for him. If you work hard and do your job, he’s going to be very good to you. He also knows when it’s time to tell you you’re not living up to his expectations.
“That’s why his staff loves to work for him. He’s going to push you to reach your maximum potential. The guy is just a natural-born leader.”
Remember when Pritchard said Greg Oden felt the weight of the world on his shoulders after the rookie underwent season-ending knee surgery two weeks ago? To a degree, Pritchard feels the same way with those in the organization whose spirits were wounded when the budding franchise player was lost for the year.
Pritchard’s comments to the media were upbeat and encouraging, even though he surely felt depressed over what is really the first major setback since taking over the club’s basketball operations in March.
“The biggest thing is for me to stay positive, especially for Greg and our staff,” Pritchard concedes. “It’s a tough blow to take, but I have to make sure we keep on track. Once we get him back, we’re going to be better for it.”
Though a segment of the Blazers’ following second-guessed Pritchard’s selection of Oden over Kevin Durant and wondered whether the Blazers might have blown it in predraft medical exams, Pritchard won’t admit to such thoughts.
“We did our homework,” he says. “We did MRIs on both of his knees. It was reported there were a lot of concerns, but we were the one team that was allowed to do an MRI. We were comfortable with the results. We did our diligence.
“Obviously, we don’t feel good about what happened. It’s a setback, but we got a great player and a great kid. I’m very happy we have Greg Oden. He’s going to be a Blazer for a long time.”
Character counts a lot
Pritchard’s basketball pedigree is top-drawer. He played for Larry Brown and Roy Williams at Kansas. Two of Brown’s assistants during his time there were Gregg Popovich and R.C. Buford, who run the San Antonio organization that has won four NBA championships over the past nine seasons.
Pritchard spent two years as a scout for the Spurs before coming to Portland in 2004. Brown, Williams, Popovich and Buford are his basketball mentors, and he wants to mirror their philosophies as he develops his own with the Blazers.
“San Antonio kind of put the stamp on me,” Pritchard says. “The common denominator of championship teams is that the locker room is great. Players don’t have to hang out or do everything together, but somebody was willing to step up and take responsibility. Good locker room, good people.
“Maybe I overemphasize it. Has it turned me away from talented players who maybe aren’t the best people? Absolutely. What it boils down to, I want to be a part of something really special, and I want to be in the trenches with people I admire.”
It’s why Pritchard traded Zach Randolph and wanted nothing to do with guard Steve Francis. He didn’t want their influence around his team’s young players. It’s why Pritchard says he will do everything he can to support coach Nate McMillan and help the Blazers’ young fleet of executives learn the business.
“I want to be a great assist person for Nate,” Pritchard says. “I want to make sure he has every tool to work with so he can succeed. I never walk into Nate’s office and say who to play. I know his challenges. I believe in him. He doesn’t do it exactly how I’d do it, but he works his tail off, he’s committed, and he’s a very good coach.
“I want my management team to learn and move up. I’d like to be like Coach Brown and Coach Williams, to have 12 or 15 guys move up in the management ranks around the league.”
Pritchard has lit a fire under owner Paul Allen, who ceded the Rose Garden to creditors, then considered selling the club as his once-proud franchise plummeted to the worst record in the NBA.
Owner comes around
The Blazers are once again Allen’s favorite toy, exemplified by multimillion-dollar expenditures that allowed the team to draft Brandon Roy and Sergio Rodriguez in 2006 and Rudy Fernandez and Petteri Koponen in 2007.
“Paul loves basketball,” Pritchard says. “I’ve been to a Seahawk game with him, and we talked basketball the whole time. He went through the emotions of owning a team and losing money, but the biggest thing to him is, winning is really important.
“The dynamics have changed for Paul. We wouldn’t have Brandon or Sergio without him stepping up.”
Allen agreed to the trade of Randolph to New York and the $31 million buyout of Francis’ contract because of his faith in Pritchard’s master plan. The Knicks deal included receiving a trade option that allowed the Blazers to acquire small forward James Jones from Phoenix and, in the process, procure the pick that landed Fernandez, a high-potential shooting guard who will wind up in Portland after playing one more season in Barcelona.
It’s a gamble, but an educated one, Pritchard insists.
“You can’t know everything in this business,” he says. “When I don’t, I tell Paul. No matter what the situation, he’ll do what he can to help me out. That’s where he’s really good for me.
“Our draft book is intense, and he reads every bit of it. He is very educated on all our opinions. I send him player videos throughout the season. We talk or e-mail at least every other day. I love that. One of the keys in this business is that the owner, general manager, coach and players all understand where we’re going and what we’re doing. It is one of the great challenges for a GM, but if you can accomplish that, you have a much better chance for success.”
Getting money under control
Pritchard’s master plan for the Blazers is to have salary-cap flexibility in 2009. It’s why he signed free agents Travis Outlaw and Steve Blake to two-year contracts, with conditional guarantees for the third season.
At a time when the league’s salary cap will be at about $60 million and the luxury-tax threshold about $70 million, Portland’s salary commitment (minus first-round picks the next two years) could be about $31 million – and $9 million less than that if Darius Miles’ surgically repaired knees force the enigmatic forward into retirement.
If Pritchard so chooses, the Blazers could have only Oden, Roy, Rodriguez, LaMarcus Aldridge and Joel Przybilla (plus draft picks) on their books for the 2009-10 season. That would leave ample room for the club to dip into the league’s high-ticket free-agent market for the first time ever.
“We’re going to get offered some deals over the next year and a half,” Pritchard says. “I will under no circumstance trade the future of this organization for a short-term fix.
“The ultimate goal is to compete for a championship down the road. We’ve set it up so we have a good young core of players who can grow together, and in a couple of years still have financial flexibility to add pieces of the puzzle we don’t have.”
If it all comes together, Pritchard’s diary will include material Blazer fans could only dream of a couple of short seasons ago.
“We believe it will happen under Kevin’s leadership,” says Tod Leiweke, chief executive officer of Allen’s Vulcan Sports & Entertainment Inc. and the man in charge of hiring Pritchard as GM. “He’s one of the bright young minds in the NBA and a pied piper for his vision of the Blazers. We feel lucky to have him.”
kerryeggers@portlandtribune.com
Showing posts with label R.C. Buford. Show all posts
Showing posts with label R.C. Buford. Show all posts
Friday, September 28, 2007
Wednesday, September 12, 2007
Reshuffling the Rockets
Randy Kim of AOL Sports wrote an insightful commentary yesterday on how Daryl Morey overhauled the Houston Rockets this offseason entitled "Rocketing to the Top".
As the offseason winds down and training camps prepare to open, it's a good time to try to determine which NBA squad improved itself the most this summer.
There are a few obvious choices: By trading for Kevin Garnett and Ray Allen, the Celtics quickly grew from a young rebuilding club to an Eastern contender. Both the Blazers and the Sonics have new hope thanks to the arrival of ballyhooed rookies Greg Oden and Kevin Durant, respectively. And by trading for the controversial Zach Randolph, the Knicks acquired a 20-10 player who could help carry New York back to the postseason if he can stay out of trouble.
All of these were subpar clubs that finished last season well out of the playoff picture, however. As far as the league's top teams are concerned, few made any significant changes this summer. In fact, look over the list of seven teams that won 50 or more games in 2006-07 and only one squad stands out as a franchise that made major improvements this offseason. Only the Houston Rockets had the gumption to add a new coach, two new point guards and a new starting power forward to a 52-win team.
What makes these drastic changes even more improbable is that this summer was Houston's first under new general manager Daryl Morey. And even more remarkable still? The Rockets GM is all of 35 years old.
Naturally, because of his assured roster moves, young age and close friendship with Oakland A's mastermind Billy Beane - the subject of the best-selling book "Moneyball" - Morey has quickly earned a reputation as the league's resident wunderkind who relies on objective statistical analysis more than pure basketball intuition. To that end, Morey doesn't deny borrowing from Beane's philosophies, yet he maintains that a good hoops executive can't make decisions based on stats alone.
"I think with every decision, whether it's baseball or basketball, what (Beane) and I and others are trying to find is some level of objective evidence to confirm your beliefs," admits Morey during a telephone interview. "And with each decision, there should be some component of analytical and objective evidence, and some component of more traditional methods.
"In baseball it just turns out that the sport lends itself to those decisions being driven more by objective evidence," continues Morey. "But in basketball, given the high level of interaction between the players and the play - you know, did a guy make the shot because there was a good pick, or because there was bad defense, or because the guy's a good shooter? - it's very hard to isolate those things, so you need to blend (scouts and statistical analysis) a lot more, and traditional scouting is something (the Rockets) value highly."
Morey is also aware that while being seen as a new-school, number-crunching GM was vital to him getting the Rockets job, there are also challenges that can come with that kind of reputation.
"(As a young GM, there probably are) some feelings of, 'He's a kid and he hasn't paid his dues,' " admits Morey. "But I've found that as a group, the GM's in the league are extraordinarily smart and welcoming. It's a very small community, and even if you aren't a fan of whoever's running another team, it's in everyone's best interests to keep those relationships strong."
Morey's theory of keeping relationships strong was perhaps best put to the test when the Rockets showed interest in a player the rival Spurs held the rights to: talented Argentinean power forward Luis Scola. Morey felt the chances of San Antonio GM R.C. Buford cutting a deal with their intra-division - and intrastate - rivals were slim. But Buford said Houston had a shot at acquiring Scola and he stuck to his word.
"We felt like throughout (the Scola trade) was a bit of a long shot because both of our teams are reluctant to trade with each other within the division," says Morey. "But I give R.C. a lot of credit. He told me that we would have a shot at the (Scola) deal if we were the highest bidder, and we were."
Morey doesn't just credit Buford as being a fair man, however. When asked if there's one team that he'd like to model the Rockets after, the Rockets GM is quick to mention Buford and Gregg Popovich's Spurs as the franchise that best knows how to navigate the NBA's tricky talent landscape while also winning games.
"You can look at lots of teams getting a Tim Duncan-like player, like maybe Kevin Garnett in Minnesota, and the pieces don't form around him well," says Morey. "But I think that (Buford and Popovich) have done a tremendous job of taking a smart, methodical approach to maximizing the talent around Tim Duncan. I'm extraordinarily impressed by the Spurs and hopefully we can copy just a small piece of what they've been able to do."
In his effort to mimic San Antonio's success, Morey hasn't just gone after Spurs players like Scola and Jackie Butler, however. Similarly to the Spurs, Morey places a precedence on eschewing long-term deals for anyone other than a team's stars - in Houston's case, Tracy McGrady and Yao Ming - and showing stern fiscal responsibility when it comes to signing complementary players.
"Teams that don't (manage the salary cap) well get hurt, especially with teams like New York and Dallas coming off, basically, (a period when they would take) any contract on and not worry about the luxury tax," says Morey. "With those homes sort of going away, it makes the discipline of managing to the cap more important. And the teams that do it well will be able to pick up extra players and picks."
Having cap flexibility to grab those "extra players" is precisely how Morey was able to improve his team's one weakness: at point guard. In fact, it could be argued that Morey was a bit over-zealous as he now has six point guards on the Houston roster: Rafer Alston, Aaron Brooks, Steve Francis, Mike James, John Lucas and Bob Sura. But Morey maintains there can be strength in numbers.
"(Mike James is) probably the best shooter of all of the guys we've got, which is obviously always at a premium," explained Morey. "Rafer's more of a pass-first, up-tempo guy, and probably the best team defender ... And then Steve's just the ultimate guy who can get to the hoop and cut and rebound."
In fact, maintaining team chemistry might be a bigger challenge for new coach Rick Adelman than figuring out the point-guard rotation. Alston has been arrested twice this summer, something that Morey has openly said he's troubled with. And Francis, whom Morey admits kind of fell into the Rockets' laps, has a reputation as a me-first player who needs the ball in his hands to succeed. Morey, however, thinks they have a new Francis (nee "Stevie Franchise") on their hands.
"In most of (Adelman's) systems, a guy who's going to succeed is a cutter," says Morey. "It's very difficult for the guards to dominate the ball, or whatever criticisms there have been with Steve in the past. I think to Steve's credit he's taking winning over money, and he's got a new attitude."
So with all of these moves, does Morey see the Rockets as contenders for the title next year? The answer: While Morey isn't so green as to make brash predictions for the Rockets, he is still young enough to be openly optimistic.
"We felt like we were a good team last year but there was still a gap between us and the Spurs and the Suns and the Mavericks, and we feel like this offseason we've closed the gap," answered Morey. "We feel like we're in the mix (for a title) and certainly not getting farther into the playoffs would be a big disappointment for us."
So where does a thirtysomething exec who makes such a big splash in his first offseason come from? Well, for Morey, in the same way that most players have the lifelong dream of someday going pro, he has always yearned for a career in sports.
"I was always huge into sports from a very young age; my honeymoon was at the Olympics," admits Morey. "I did leave that goal (of a career in sports) for a little while, because it's extraordinarily hard to get a job in sports. But eventually I got my shot when I helped the Celtics' eventual owners buy the team."
From there, Morey networked within NBA circles and got pulled into the Rockets' fold by longtime Rockets GM Carroll Dawson. Dawson took Morey under his wing and introduced him to a number of league execs before he propped him up in the driver's seat.
"I knew some people through the Celtics, but Carroll was in a different network than Danny (Ainge), and he was very gracious with (his introductions)," says Morey. "And I think often when you come into a new situation, like maybe Sam Presti in Seattle, you have to make moves quickly, because you want to make those moves before things settle in."
But as quickly as Morey has made a splash, he hopes to mimic Dawson's longevity.
"He was around 28 years. I hope I make it that far," says Morey, before laughing to himself in wonderment. "I've got a little while still."
Given how well things have gone for his team so far, Morey stands a good shot at sticking around long enough to shed that "new kid" label. But in the meantime, don't be surprised if the Rockets win a couple of games along the way.
http://sports.aol.com/story/_a/rocketing-to-the-top/20070910192909990001
As the offseason winds down and training camps prepare to open, it's a good time to try to determine which NBA squad improved itself the most this summer.
There are a few obvious choices: By trading for Kevin Garnett and Ray Allen, the Celtics quickly grew from a young rebuilding club to an Eastern contender. Both the Blazers and the Sonics have new hope thanks to the arrival of ballyhooed rookies Greg Oden and Kevin Durant, respectively. And by trading for the controversial Zach Randolph, the Knicks acquired a 20-10 player who could help carry New York back to the postseason if he can stay out of trouble.
All of these were subpar clubs that finished last season well out of the playoff picture, however. As far as the league's top teams are concerned, few made any significant changes this summer. In fact, look over the list of seven teams that won 50 or more games in 2006-07 and only one squad stands out as a franchise that made major improvements this offseason. Only the Houston Rockets had the gumption to add a new coach, two new point guards and a new starting power forward to a 52-win team.
What makes these drastic changes even more improbable is that this summer was Houston's first under new general manager Daryl Morey. And even more remarkable still? The Rockets GM is all of 35 years old.
Naturally, because of his assured roster moves, young age and close friendship with Oakland A's mastermind Billy Beane - the subject of the best-selling book "Moneyball" - Morey has quickly earned a reputation as the league's resident wunderkind who relies on objective statistical analysis more than pure basketball intuition. To that end, Morey doesn't deny borrowing from Beane's philosophies, yet he maintains that a good hoops executive can't make decisions based on stats alone.
"I think with every decision, whether it's baseball or basketball, what (Beane) and I and others are trying to find is some level of objective evidence to confirm your beliefs," admits Morey during a telephone interview. "And with each decision, there should be some component of analytical and objective evidence, and some component of more traditional methods.
"In baseball it just turns out that the sport lends itself to those decisions being driven more by objective evidence," continues Morey. "But in basketball, given the high level of interaction between the players and the play - you know, did a guy make the shot because there was a good pick, or because there was bad defense, or because the guy's a good shooter? - it's very hard to isolate those things, so you need to blend (scouts and statistical analysis) a lot more, and traditional scouting is something (the Rockets) value highly."
Morey is also aware that while being seen as a new-school, number-crunching GM was vital to him getting the Rockets job, there are also challenges that can come with that kind of reputation.
"(As a young GM, there probably are) some feelings of, 'He's a kid and he hasn't paid his dues,' " admits Morey. "But I've found that as a group, the GM's in the league are extraordinarily smart and welcoming. It's a very small community, and even if you aren't a fan of whoever's running another team, it's in everyone's best interests to keep those relationships strong."
Morey's theory of keeping relationships strong was perhaps best put to the test when the Rockets showed interest in a player the rival Spurs held the rights to: talented Argentinean power forward Luis Scola. Morey felt the chances of San Antonio GM R.C. Buford cutting a deal with their intra-division - and intrastate - rivals were slim. But Buford said Houston had a shot at acquiring Scola and he stuck to his word.
"We felt like throughout (the Scola trade) was a bit of a long shot because both of our teams are reluctant to trade with each other within the division," says Morey. "But I give R.C. a lot of credit. He told me that we would have a shot at the (Scola) deal if we were the highest bidder, and we were."
Morey doesn't just credit Buford as being a fair man, however. When asked if there's one team that he'd like to model the Rockets after, the Rockets GM is quick to mention Buford and Gregg Popovich's Spurs as the franchise that best knows how to navigate the NBA's tricky talent landscape while also winning games.
"You can look at lots of teams getting a Tim Duncan-like player, like maybe Kevin Garnett in Minnesota, and the pieces don't form around him well," says Morey. "But I think that (Buford and Popovich) have done a tremendous job of taking a smart, methodical approach to maximizing the talent around Tim Duncan. I'm extraordinarily impressed by the Spurs and hopefully we can copy just a small piece of what they've been able to do."
In his effort to mimic San Antonio's success, Morey hasn't just gone after Spurs players like Scola and Jackie Butler, however. Similarly to the Spurs, Morey places a precedence on eschewing long-term deals for anyone other than a team's stars - in Houston's case, Tracy McGrady and Yao Ming - and showing stern fiscal responsibility when it comes to signing complementary players.
"Teams that don't (manage the salary cap) well get hurt, especially with teams like New York and Dallas coming off, basically, (a period when they would take) any contract on and not worry about the luxury tax," says Morey. "With those homes sort of going away, it makes the discipline of managing to the cap more important. And the teams that do it well will be able to pick up extra players and picks."
Having cap flexibility to grab those "extra players" is precisely how Morey was able to improve his team's one weakness: at point guard. In fact, it could be argued that Morey was a bit over-zealous as he now has six point guards on the Houston roster: Rafer Alston, Aaron Brooks, Steve Francis, Mike James, John Lucas and Bob Sura. But Morey maintains there can be strength in numbers.
"(Mike James is) probably the best shooter of all of the guys we've got, which is obviously always at a premium," explained Morey. "Rafer's more of a pass-first, up-tempo guy, and probably the best team defender ... And then Steve's just the ultimate guy who can get to the hoop and cut and rebound."
In fact, maintaining team chemistry might be a bigger challenge for new coach Rick Adelman than figuring out the point-guard rotation. Alston has been arrested twice this summer, something that Morey has openly said he's troubled with. And Francis, whom Morey admits kind of fell into the Rockets' laps, has a reputation as a me-first player who needs the ball in his hands to succeed. Morey, however, thinks they have a new Francis (nee "Stevie Franchise") on their hands.
"In most of (Adelman's) systems, a guy who's going to succeed is a cutter," says Morey. "It's very difficult for the guards to dominate the ball, or whatever criticisms there have been with Steve in the past. I think to Steve's credit he's taking winning over money, and he's got a new attitude."
So with all of these moves, does Morey see the Rockets as contenders for the title next year? The answer: While Morey isn't so green as to make brash predictions for the Rockets, he is still young enough to be openly optimistic.
"We felt like we were a good team last year but there was still a gap between us and the Spurs and the Suns and the Mavericks, and we feel like this offseason we've closed the gap," answered Morey. "We feel like we're in the mix (for a title) and certainly not getting farther into the playoffs would be a big disappointment for us."
So where does a thirtysomething exec who makes such a big splash in his first offseason come from? Well, for Morey, in the same way that most players have the lifelong dream of someday going pro, he has always yearned for a career in sports.
"I was always huge into sports from a very young age; my honeymoon was at the Olympics," admits Morey. "I did leave that goal (of a career in sports) for a little while, because it's extraordinarily hard to get a job in sports. But eventually I got my shot when I helped the Celtics' eventual owners buy the team."
From there, Morey networked within NBA circles and got pulled into the Rockets' fold by longtime Rockets GM Carroll Dawson. Dawson took Morey under his wing and introduced him to a number of league execs before he propped him up in the driver's seat.
"I knew some people through the Celtics, but Carroll was in a different network than Danny (Ainge), and he was very gracious with (his introductions)," says Morey. "And I think often when you come into a new situation, like maybe Sam Presti in Seattle, you have to make moves quickly, because you want to make those moves before things settle in."
But as quickly as Morey has made a splash, he hopes to mimic Dawson's longevity.
"He was around 28 years. I hope I make it that far," says Morey, before laughing to himself in wonderment. "I've got a little while still."
Given how well things have gone for his team so far, Morey stands a good shot at sticking around long enough to shed that "new kid" label. But in the meantime, don't be surprised if the Rockets win a couple of games along the way.
http://sports.aol.com/story/_a/rocketing-to-the-top/20070910192909990001
Friday, September 7, 2007
R.C. Buford's Travels Through Europe
On September 30, 2006, the Express-News published a story by Johnny Ludden called "Blazing a Euro trail: Eight-day travelogue details nuances of Spurs' scouting". Ludden accompanied Spurs general manager R.C. Buford on a European scouting trip from December 8, 2004 to December 15, 2004.
The article below is a daily recount of their travels:
http://www.mysanantonio.com/global-includes/printstory.jsp?path=/sports/basketball/nba/spurs/stories/MYSA100106.05N.BKNspurs.travelogue.11750bd.html
The article below is a daily recount of their travels:
http://www.mysanantonio.com/global-includes/printstory.jsp?path=/sports/basketball/nba/spurs/stories/MYSA100106.05N.BKNspurs.travelogue.11750bd.html
Tuesday, August 14, 2007
From Intern to General Manager
On June 7, the Seattle SuperSonics hired Sam Presti as their new general manager. Presti became the youngest current general manager in the NBA at thirty years old. He also became the second youngest general manager in league history to Jerry Colangelo, who was 28 years old when he took the job with the Phoenix Suns in 1968.
Presti was born in Concord, Massachusetts. His career started in high school when he was the captain of the Emerson College basketball team. While at Emerson, he was a Rhodes Scholar candidate and the first in the school’s history. He earned his bachelor’s degree in 2000 in communications, politics and law.
In 2000, he began his career in the NBA with the San Antonio Spurs. Presti began with the Spurs as an intern making $250 a week. After one season, he was named the team’s basketball special assistant. In September 2002, he was promoted to assistant director of scouting. The Spurs named Presti the director of player personnel in September 2003, and then became the Spurs assistant general manager in September of 2005.
Presti launched himself through the Spurs organization when he led the design and implementation of the Spurs scouting database, a system that is now being used by numerous teams throughout the NBA. He spent valuable time around great leaders like Avery Johnson, Danny Ferry, Steve Kerr, Terry Porter, Peter Holt, Greg Popovich, R.C. Buford, and P.J. Carlesimo.
Presti stresses his belief in team defense and strong character players. He also values versatile players, who fit into the team’s system. He has said that taking responsiblity for performance and effort is something that he holds highly.
During the first two months of his time with Seattle, Presti already has experienced a great deal. Seattle is threatening to relocate under their new ownership, led by Clay Bennett. He has also added Kurt Thomas, Kevin Durant, Jeff Green, Wally Szczerbiak, and Deltone West, while trading Ray Allen and their 2007 draft pick, which became Glen Davis. Additionally, Presti hired Carlesimo, who he worked with in San Antonio. Presti also allowed Rashard Lewis to leave for Orlando for a maximum value contract.
In a short time, Presti has begun to shape Seattle into the contender that the Spurs have been over the last decade. With Durant and Green leading the way, along with cap flexibility and future first round picks, the SuperSonics should turnaround their fortunes quickly.
Presti was born in Concord, Massachusetts. His career started in high school when he was the captain of the Emerson College basketball team. While at Emerson, he was a Rhodes Scholar candidate and the first in the school’s history. He earned his bachelor’s degree in 2000 in communications, politics and law.
In 2000, he began his career in the NBA with the San Antonio Spurs. Presti began with the Spurs as an intern making $250 a week. After one season, he was named the team’s basketball special assistant. In September 2002, he was promoted to assistant director of scouting. The Spurs named Presti the director of player personnel in September 2003, and then became the Spurs assistant general manager in September of 2005.
Presti launched himself through the Spurs organization when he led the design and implementation of the Spurs scouting database, a system that is now being used by numerous teams throughout the NBA. He spent valuable time around great leaders like Avery Johnson, Danny Ferry, Steve Kerr, Terry Porter, Peter Holt, Greg Popovich, R.C. Buford, and P.J. Carlesimo.
Presti stresses his belief in team defense and strong character players. He also values versatile players, who fit into the team’s system. He has said that taking responsiblity for performance and effort is something that he holds highly.
During the first two months of his time with Seattle, Presti already has experienced a great deal. Seattle is threatening to relocate under their new ownership, led by Clay Bennett. He has also added Kurt Thomas, Kevin Durant, Jeff Green, Wally Szczerbiak, and Deltone West, while trading Ray Allen and their 2007 draft pick, which became Glen Davis. Additionally, Presti hired Carlesimo, who he worked with in San Antonio. Presti also allowed Rashard Lewis to leave for Orlando for a maximum value contract.
In a short time, Presti has begun to shape Seattle into the contender that the Spurs have been over the last decade. With Durant and Green leading the way, along with cap flexibility and future first round picks, the SuperSonics should turnaround their fortunes quickly.
Sunday, July 22, 2007
Young General Managers Coming Up Through the Ranks
"Young Executives Are Coming of Age"
Fresh Faces Molding Teams' Futures
By Greg Sandoval, Washington Post Staff Writer
Friday, November 14, 2003
As the 27-year-old director of player personnel for the San Antonio Spurs, Sam Presti knows what he wants -- to be the Warren Buffett of the NBA.
Presti hopes to select basketball players as shrewdly as Buffett -- one of the world's most successful investors -- chooses stocks.
"I'm in a similar business really," Presti said. "I'm in a futures market. Teams are trying to predict the appreciation of an asset at the same time they identify ways to help grow that asset."
Presti at times sounds like an investment banker rather than an executive of an NBA team, and it's no wonder. He is among a small but growing number of whiz kid executives applying modern business practices and technologies to big league sports. The practice of injecting quantitative analysis into the athletic world has gained a foothold in baseball, with young executives of at least five major league teams using it in their player evaluations. But Presti is among the first to take this model and apply it to the NBA.
The fruits of Presti's work will be on the court at MCI Center on Saturday night, when the Spurs play the Wizards. Presti assumed his current position last summer. But in his previous role as the team's special assistant for basketball operations, he was a major factor in assembling a lineup that last season won the NBA championship. This included drafting rising star Tony Parker, a point guard from France, two years ago and endorsing efforts to bring Turkish-born forward Hedo Turkoglu to San Antonio from Sacramento.
In baseball, some of Presti's contemporaries, people such as Theo Epstein, general manager of the Boston Red Sox, and Paul DePodesta, assistant general manager of the Oakland Athletics, have leapfrogged more-experienced executives by impressing owners with their versatility. They unscramble player contracts, skillfully decipher market-cap rules and slash inefficiencies.
"General managers used to do handshake deals and jot the terms down on napkins," said Kevin Towers, general manager of the San Diego Padres. "Nowadays, you have to get out a payroll-summary sheet. You have to understand contractual language, no-trade provisions, escalators, the way bonuses are structured. . . . It's very complicated."
Perhaps the most important attribute the new executives share in this era of skyrocketing player salaries and flat revenue growth is a desire to operate teams more on a corporate model by tightly controlling costs and risk. They crunch traditional statistics -- be it slugging percentages in baseball or free throw percentage in basketball -- looking for new ways to more accurately measure an athlete's skills. The goal is to reduce the risk of making a bad draft pick or paying too much for a free agent.
When their methods work, they manage to put together winning teams of lesser-known, lower-cost players. The Spurs' payroll ranks 20th in the 29-team NBA.
"Owners are tired of losing money," Towers said. "They want people who manage their payroll wisely, put a good product on the field and turn a profit."
DePodesta, 30, of Alexandria, is credited with helping A's General Manager Billy Beane develop Oakland's seemingly limitless pipeline of stars that has propelled the club into the playoffs four consecutive years.
DePodesta is known in business parlance as a "quant." He pours over statistics in his laptop to dig up talented but overlooked free agents or potential draft picks. Beane and DePodesta refuse to assess players solely on the opinions of sage scouts, whom the A's say are statistically wrong as often as they are right. Crunching numbers is just another way to hedge their bets, DePodesta said.
But statistics are just one part of the equation, and teams always need scouts, said DePodesta, who two years ago turned down an offer to become general manager of the Toronto Blue Jays. Statistics, for example, can't reveal whether a player has trouble getting along with teammates, drinks too much or doesn't like to practice.
"A mutual-fund manager won't pour money into a stock after only reading a financial report," DePodesta said. "If he's smart, he's also going to talk to the company's executives. We want to combine the subjective with the objective. All we're trying to do is take out as much of the guesswork we can."
In addition to their business smarts, Epstein, Presti and DePodesta have wowed coworkers and bosses with their hustle. Epstein, 29, earned his law degree at the University of San Diego at night while working 70 hours a week for the Padres.
Towers, Epstein's former boss, remembered asking him to prepare the complex statistics the team would need for salary arbitration cases. Some major league teams, Towers said, hire law firms to compile data that show what an arbitration-eligible player should earn, a process that can take up to two weeks and incur $50,000 in fees. Epstein plunked the brief down on Towers's desk the next day. "The work he was able to turn out was incredible," Towers said.
Presti is described much the same way in San Antonio.
A former basketball player at Division III Emerson College in Boston, where he was the school's first Rhodes Scholar candidate, Presti once wrote up a contract that legally bound each of his teammates to play hard. After learning of Presti's promotion with the Spurs, one of those teammates, Alex Tse, said, "I don't mean any disrespect to the people who held his job previously, but there's no doubt in my mind that Sam outworked them."
When the Spurs hired Presti as a $250-a-month intern three years ago, Presti immediately immersed himself in the history of the NBA draft. He noted which first-round picks flopped and which late-round picks flourished. He created charts and spreadsheets to unearth patterns and tendencies. Presti refused to disclose exactly what he discovered, citing the competitive pressures of the NBA, but said the Spurs have since put his findings to use.
Presti said the Spurs are experimenting with new ways to analyze statistics to gauge player performance. Mark Cuban, owner of the Dallas Mavericks, is using similar methods to put together his team, one of the best in the league.
"I told [Spurs Coach Gregg Popovich] within two weeks after we hired Sam, 'Pop, this is a guy we need to keep,' " said Spurs General Manager R.C. Buford, who has promoted Presti in each of his three years with the club.
Presti crisscrosses the United States to scout high school and college players. Gym rats in countries such as Greece, Spain and Serbia and Montenegro recognize him when he swings through to see foreign players. One European scout dubbed him the "NBA's Indiana Jones."
Presti was still in his first year with the Spurs when he pressed the team not to give up on drafting Parker after the French-born guard had a poor pre-draft workout. Presti created a five-minute highlight videotape of Parker that persuaded Popovich to give Parker, then 19, another look, Buford said.
The Spurs chose Parker with the 28th pick of the first round in the 2001 NBA draft. About two weeks into the season, Parker was made a starter. Last season, he averaged 15 points and five assists while helping the Spurs win the championship. Few of the guards drafted before Parker, such as Brandon Armstrong, Kedrick Brown and Joseph Forte, have come close to his impact. Forte is already out of the league.
Presti, whom one NBA executive said is almost certain to be courted by other teams for a front-office job, said he has only begun to apply business management techniques to professional basketball.
"I don't think it makes sense for me to account for my age or how many years I've been in the business," he said. "That's where I think I have an advantage on some who've been around for a while. They are used to doing things a certain way. I go ahead and challenge those concepts."
Article available at:
http://www.washingtonpost.com/ac2/wp-dyn/A38111-2003Nov13?language=printer
Monday, July 2, 2007
Spurs Believe in Value-Based Management
(Excerpt comes from a SI article called "Super Model" by Jack McCallum.)
But the Spurs stuck to a plan, one that will sound familiar to fans in New England. Holt instituted what Buford calls "a value-based management team that was in symmetry with what Pop wanted to do on the basketball side." That is gobbledygook for: The organization comes first, and every decision will be discussed by everyone. "We believe that none of us are as smart as all of us," says Holt. Lips would be sealed too. In refusing to answer a question about strategy or personnel moves, Popovich has maintained a favorite expression: "That's family business."
Available at:
http://sportsillustrated.cnn.com/2007/writers/jack_mccallum/06/19/nba.end0625/2.html
But the Spurs stuck to a plan, one that will sound familiar to fans in New England. Holt instituted what Buford calls "a value-based management team that was in symmetry with what Pop wanted to do on the basketball side." That is gobbledygook for: The organization comes first, and every decision will be discussed by everyone. "We believe that none of us are as smart as all of us," says Holt. Lips would be sealed too. In refusing to answer a question about strategy or personnel moves, Popovich has maintained a favorite expression: "That's family business."
Available at:
http://sportsillustrated.cnn.com/2007/writers/jack_mccallum/06/19/nba.end0625/2.html
Thursday, June 28, 2007
The Spurs Core
(Post originally written on October 12, 2007)
The San Antonio Spurs led by R.C. Buford and Gregg Popovich have been extremely successful during their tenures with the team. This duo has finished the season in first place in their division five out of the six years they have been running the team together.
The Buford/Popovich duo has been successful for two major reasons: success in free agency and excellent drafting. The Spurs have had success because they have signed free agents who other teams deemed as past their prime. Therefore, they have signed these players to smaller contracts then they had with their previous team (Horry, Finley, Bowen, Barry). They have also had a great deal of success in the NBA Draft in the past (Ginobili, Parker, Duncan) and have continued to take their stabs at international players in the last few seasons (Fabricio Oberto, Luis Scola, Beno Udrih).
Below is a breakdown of the seven players that makeup the San Antonio Spurs’ core. These seven guys made up 73.5% of the Spurs’ playing time this past season.
Tim Duncan – drafted #1 overall in 1997 draft.
02-03 10.9
03-04 11.9
04-05 12.7
05-06 14.3
06-07 17.4
07-08 19.0 (contract runs until end of 2009-10 season)
Tony Parker – drafted #28 overall in 2001 draft; resigned with team after 2005-06 season.
02-03 745k
03-04 800k
04-05 850k0
5-06 1.5
06-07 9.5
07-08 10.5 (contract runs until end of 2009-10 season)
Manu Ginobili – drafted #57 overall in 1999 draft; resigned with team after 2004-05 season.
02-03 played overseas
03-04 1.3
04-05 1.5
05-06 6.6
06-07 8.3
07-08 9.1 (contract runs until end of 2009-10 season)
Bruce Bowen – signed as a free agent in 2001 from Miami Heat; resigned in 2002 and 2004.
02-03 715k
03-04 3.4 (resigned to two-year deal)
04-05 3.7 (resigned to three-year deal)
05-06 3.0
06-07 3.8
07-08 4.2 (player option)
Robert Horry – signed as a free agent in 2003 from Lakers; resigned in 2004 and 2005.
02-03 5.3
03-04 5.3
04-05 4.9 (Laker contract expired after this season)
05-06 1.1 (resigned to one-year deal)
06-07 3.3 (resigned to two-year deal)
07-08 3.6 (free agent after this season)
Brent Barry – signed as a free agent in 2004 from Seattle Supersonics.
02-03 4.7
03-04 5.0
04-05 5.4 (signed 4 year deal with Spurs)
05-06 4.3
06-07 5.107-08 5.5 (free agent after this season)
Michael Finley – signed as a free agent in 2005 from Dallas Mavericks.
02-03 10.6
03-04 11.9
04-05 13.3
05-06 14.6 (waived by the Mavs after the season)
06-07 2.9 (signed two-year deal with Spurs)07-08 3.1 (player option)
The San Antonio Spurs led by R.C. Buford and Gregg Popovich have been extremely successful during their tenures with the team. This duo has finished the season in first place in their division five out of the six years they have been running the team together.
The Buford/Popovich duo has been successful for two major reasons: success in free agency and excellent drafting. The Spurs have had success because they have signed free agents who other teams deemed as past their prime. Therefore, they have signed these players to smaller contracts then they had with their previous team (Horry, Finley, Bowen, Barry). They have also had a great deal of success in the NBA Draft in the past (Ginobili, Parker, Duncan) and have continued to take their stabs at international players in the last few seasons (Fabricio Oberto, Luis Scola, Beno Udrih).
Below is a breakdown of the seven players that makeup the San Antonio Spurs’ core. These seven guys made up 73.5% of the Spurs’ playing time this past season.
Tim Duncan – drafted #1 overall in 1997 draft.
02-03 10.9
03-04 11.9
04-05 12.7
05-06 14.3
06-07 17.4
07-08 19.0 (contract runs until end of 2009-10 season)
Tony Parker – drafted #28 overall in 2001 draft; resigned with team after 2005-06 season.
02-03 745k
03-04 800k
04-05 850k0
5-06 1.5
06-07 9.5
07-08 10.5 (contract runs until end of 2009-10 season)
Manu Ginobili – drafted #57 overall in 1999 draft; resigned with team after 2004-05 season.
02-03 played overseas
03-04 1.3
04-05 1.5
05-06 6.6
06-07 8.3
07-08 9.1 (contract runs until end of 2009-10 season)
Bruce Bowen – signed as a free agent in 2001 from Miami Heat; resigned in 2002 and 2004.
02-03 715k
03-04 3.4 (resigned to two-year deal)
04-05 3.7 (resigned to three-year deal)
05-06 3.0
06-07 3.8
07-08 4.2 (player option)
Robert Horry – signed as a free agent in 2003 from Lakers; resigned in 2004 and 2005.
02-03 5.3
03-04 5.3
04-05 4.9 (Laker contract expired after this season)
05-06 1.1 (resigned to one-year deal)
06-07 3.3 (resigned to two-year deal)
07-08 3.6 (free agent after this season)
Brent Barry – signed as a free agent in 2004 from Seattle Supersonics.
02-03 4.7
03-04 5.0
04-05 5.4 (signed 4 year deal with Spurs)
05-06 4.3
06-07 5.107-08 5.5 (free agent after this season)
Michael Finley – signed as a free agent in 2005 from Dallas Mavericks.
02-03 10.6
03-04 11.9
04-05 13.3
05-06 14.6 (waived by the Mavs after the season)
06-07 2.9 (signed two-year deal with Spurs)07-08 3.1 (player option)
Wednesday, June 27, 2007
"Power structures" by Sean Deveney
Excerpt of Article from January 3, 2006 in The Sporting News.
Money and market size aren't all a franchise need to get way ahead. It also needs a great front office setup -- y'know, like the ...
New England Patriots
Bill Belichick handles New England's personnel from both the front office and the sideline, with backing from owner Robert Kraft (who has gotten more hands-off with age). Belichick was hired in January 2000 and brought in Scott Pioli as his personnel deputy two weeks later. Within two years, Belichick and Pioli had turned the Patriots into Super Bowl champs, relying on overlooked players such as Bryan Cox, Antowain Smith and, of course, sixth-round draft pick Tom Brady. The team has made bold personnel moves, emphasizing a team of replaceable parts by getting rid of popular players -- Drew Bledsoe, Lawyer Milloy, Ty Law -- before they became salary cap burdens. The results are undeniable: three Super Bowl championships in four years.
San Antonio Spurs
Says one pro scout of the Spurs and Pistons, who are a close second to the defending champs among NBA franchises: "Those two teams listen to the people in their organizations. Most teams have a bunch of scouts who never get heard, and sometimes you wonder why you bother filing reports."The Spurs have a relatively small front office, with power centralized in the pairing of coach Gregg Popovich and general manager R.C. Buford, but the duo is open to input from anyone in the organization. Sam Presti, for example, was hired as an intern in 2000 and has worked his way up to assistant G.M. at age 30. It's not just a show title -- Presti pushed the Spurs to stick with Tony Parker in 2001 despite a bad predraft workout, and it was Presti who introduced the Spurs to 18-year-old Ian Mahinmi, an unknown big man who was San Antonio's first-round draft pick in 2005.
Atlanta Braves
The team's roster has changed dramatically over the past two decades, but the Braves just keep piling up the hardware. They've won 14 straight division titles under general manager John Schuerholz, 65, a man who is a rarity in that he's twice as old as some of his colleagues and has been a general manager in the big leagues for 24 years. Schuerholz was smart (and secure) enough to hire Frank Wren as assistant G.M. just a week after Wren had been dumped by the Orioles (for, among other things, "incompetence") six years ago. The pairing has made for a sharp duo at the top. Also on board is 38-year-old Dayton Moore, an assistant G.M. who many believe will be an excellent general manager and Schuerholz's likely successor. Schuerholz also has unwavering trust in a scouting staff that includes Dick Balderson, Jim Fregosi and Chuck McMichael.
Article available at: http://www.sportingnews.com/yourturn/viewtopic.php?t=49822.
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