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    Red McCombs, Car Salesman Turned Media Mogul, Dies at 95

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    A Texas entrepreneur, he co-founded the media giant Clear Channel, owned pro sports teams and created more than 400 businesses in a variety of industries.Red McCombs, a former Texas used car dealer who became a billionaire entrepreneur by venturing into an array of successful businesses, including the media giant Clear Channel Communications and several professional sports teams, died on Sunday at his home in San Antonio. He was 95.His family announced his death but did not state the cause.Mr. McCombs was a flamboyant wheeler-dealer who created more than 400 businesses across an array of industries, including oil, real estate, cattle, insurance, movies and racehorses, often selling them at a substantial profit. At various times he owned a pro football team, the Minnesota Vikings, and two pro basketball teams, the San Antonio Spurs and Denver Nuggets.But his heart was in the automobile business, where he began as a standout car salesman in Corpus Christi, Texas, in 1950. He went on to start his own dealership, and then expanded it into a network that at its peak in 1998 included more than 100 outlets, making it the largest car dealership in Texas and sixth largest in the United States.“I was an entrepreneur before I knew what the word was and certainly before I could spell it,” Mr. McCombs said in a 2006 radio interview. “New deals, new opportunities, new ventures are always a part of my life.”A University of Texas alumnus and a passionate Longhorns football fan, Mr. McCombs parlayed his love of sports into ownership of a minor-league baseball team in Corpus Christi in the 1950s.Then he bought the Dallas Chaparrals of the old American Basketball Association in 1973, relocated the team to San Antonio for the 1973-74 season and changed its name to the Spurs.When the A.B.A. and N.B.A. merged in 1976, he played a key role in having the Spurs included in the merger. He sold the team in 1982 and acquired the Nuggets, only to sell that franchise in 1985 for $19 million, nearly twice what he’d paid for it. He then repurchased the Spurs for $47 million before selling it in 1993 for $75 million (about $157 million in today’s money).In a statement on Monday, the N.B.A. commissioner, Adam Silver, called Mr. McCombs “a driving force in creating the modern N.B.A.”In 1998, Mr. McCombs purchased the N.F.L.’s Minnesota Vikings for $246 million, but grew impatient with futile attempts to build a new stadium for the team in the Minneapolis area. He sold the Vikings for $600 million in 2005.He also played a key role in bringing Formula One racing to Austin by investing in the Circuit of the Americas, the Austin track where the annual U.S. Grand Prix race has been held since 2012.In a statement on Monday, the Dallas Cowboys owner, Jerry Jones, called Mr. McCombs “a true Texas titan across sports, media, business and philanthropy” who had “followed his dreams.”Mr. McCombs’s most lucrative venture was Clear Channel, which he co-founded with Lowry Mays in 1972, when they purchased a local radio station in San Antonio, KEEZ-FM, for $125,000. (Mr. Mays died in September at 87.)The two men continued to acquire radio stations, then television stations and billboards around the country. Aided by the 1996 Federal Telecommunications Act, which allowed media conglomerates to own an unlimited number of stations, they built the company into the world’s largest owner of radio stations; by 2000, Clear Channel owned more than 1,200.The company eventually expanded into event promotion, live music and sports management. Mr. Lowry oversaw the business, but Mr. McCombs was instrumental in seizing opportunities to expand, according to John Hogan, the company’s former chairman and chief executive.“He was steadfast in support of the notion that when the telecommunications regulations changed in 1996, we had to move quickly and aggressively, and that those who were slow and hesitant would get left behind,” Mr. Hogan said in an interview for this obituary.Though the company was often criticized for homogenizing radio programming in a way that eliminated much of the local flavor of independent radio stations, the formula was extremely profitable. When Mr. Lowry began to see signs that the internet would disrupt its well-oiled strategy, he and Mr. McCombs sold the company in 2006 for $17.9 billion to a private equity group led by Bain Capital Partners and Thomas H. Lee Partners. As part of the deal, the group agreed to take on more than $8 billion in the company’s debt.The timing was perfect for selling. Clear Channel’s fortunes plunged almost immediately. In 2014, the company split into Clear Channel Outdoor, for the billboard business, and iHeartMedia, for the radio stations and other media properties.Red McCombs, left, arrived in Denver in 1983 after buying the Denver Nuggets basketball team. At right was Carl Scheer, the team’s president and general manager.Duane Howell/The Denver Post, via Getty ImagesBilly Joe McCombs was born in the tiny West Texas town of Spur on Oct. 19, 1927. His father, Willie Nathan McCombs, was a sharecropper and later an auto mechanic. His mother, Gladys McCombs, came from a family of farmers.Billy, whose shock of red hair earned him the lifelong nickname “Red,” showed an entrepreneurial bent as early as age 9, when he began selling bags of peanuts to migrant cotton pickers. He was 15 when his family moved to Corpus Christi, where he became a standout high school football player, eventually winning a scholarship to Southwestern University in Georgetown, Texas. He left college to serve in the Army for two years before returning and enrolling at the University of Texas in 1948 on the G.I. Bill.But he dropped out to start a business career. He landed a job at the local Ford dealership in Corpus Christi and realized that he had found his calling. Just 22, he set a goal of selling a car a day and, by his account, managed to accomplish that feat for three years straight.In 1950, he married Charline Hamblin, who died in 2019 at 91. He is survived by their three daughters, Lynda McCombs, Marsha Shields and Connie McNab; eight grandchildren; and 11 great-grandchildren.After selling new cars for several years, Mr. McCombs realized that he could make more money selling used cars, he wrote in his autobiography, “Big Red: Memoirs of a Texas Entrepreneur and Philanthropist” (2010). New cars, he thought, were all alike, but “every used car is unique” and had a story to tell.“People like stories about the things they might be interested in buying,” he wrote.In 1957, at 29, he opened his first new car dealership, in Corpus Christi. But it sold Edsels, a Ford brand that would become synonymous with automotive failure. Though he sold many cars, he said, he knew that the brand would not survive. (The Edsel was discontinued in 1959.)“I was selling it myself and I could see the resistance,” he said. “We had to shoehorn everyone into it, and after I’d sold them to all my friends, I had nowhere to go. It was time to move on.”He moved to San Antonio in 1958 and there befriended Mr. Mays. The two soon began buying up radio stations, ultimately turning Clear Channel Communications into a behemoth. Mr. McCombs knew the power of radio and outdoor advertising from his experience with auto dealerships.He did his own radio and television commercials for 25 years, becoming a Texas celebrity along the way. He struggled for years with alcoholism and nearly died at age 48 after a serious case of hepatitis. He gave up alcohol then, and often spoke candidly about his addiction.In 2000, Mr. McCombs and his wife gave a gift of $50 million to the University of Texas business school — the single largest donation in the school’s history at the time. It was renamed the McCombs School of Business. He and his wife also donated $30 million to the university’s MD Anderson Cancer Center in Houston.Mr. McCombs was a major donor to Republican politicians, including Senator Ted Cruz of Texas and President Donald J. Trump.Of all of his business achievements, Clear Channel was his most significant, Mr. McCombs declared in his autobiography. “I would never have thought I could ever have had a chance to do something like Clear Channel,” he wrote. “That’s why I don’t really believe in long-term plans. There was no way I could have ever planned Clear Channel.” More

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      Herbert Kohler, Plumbing Mogul Who Created a Golf Mecca, Dies at 83

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      The billionaire chief of a family company known for its bathtubs, toilets and faucets, he brought championship play to a tiny Wisconsin town.Herbert V. Kohler Jr., who built a century-old family business known for bathtubs, toilets and faucets into a multibillion-dollar global enterprise and turned a tiny company town into an unlikely stop for the world’s top golfers, died on Sept. 3 in Kohler, Wis. He was 83.The death was announced on the Kohler Company website. No cause was cited.As a young man, Mr. Kohler bridled at his father’s wish that he join the business full time after college.“That just wasn’t my cup of tea,” he told Forbes in 2010.But he ultimately took the path that had effectively been set for him when his grandfather John Michael Kohler, an Austrian immigrant, bought a Sheboygan, Wis., foundry with a partner in 1873.The company, which began as a maker of plows and other agricultural implements, took a defining turn 10 years later when its patriarch put enamel on a cast-iron vessel used as a horse trough and for scalding hogs and sold it to farm families as a bathtub.Kohler was on its way to literally becoming a household name.The company’s fixtures were included in a 1929 Metropolitan Museum of Art exhibition of contemporary home design. Its colorful “The Bold Look of Kohler” advertising campaign was introduced in 1967.By 1972, when Herbert Kohler Jr. took the top job at the privately held business, which also made engines and generators, it had $133 million in annual sales and was the second-largest U.S. producer of kitchen and bath fixtures, behind American Standard.When he retired as chief executive in 2015, it had annual sales of $6 billion. In 2018 it was the top choice for bath fixtures and accessories among U.S. builders, according to the research firm Statista.Under Mr. Kohler, the company acquired makers of furniture, cabinets and tiles; built or bought factories in China, Mexico, India, Europe and elsewhere; and developed two-person bathtubs, robotic toilets and a shower with stereo sound.He also started a golf and hotel business that attracted three P.G.A. championships, a U.S. Senior Open, two U.S. Women’s Opens and last year’s Ryder Cup to Sheboygan County and allowed him to put his mark on the seaside Scottish town where the game was born.Mr. Kohler’s vision, drive and appetite for risk fueled the company’s growth. He might have been slow to embrace his dynastic destiny, but when he did, it was with gusto.“I loved it,” he told Forbes, “because I saw so much potential for change.”Mr. Kohler and his wife, Natalie, at his Whistling Straits golf course, the site of last year’s Ryder Cup.Andrew Redington/Getty ImagesHerbert Vollrath Kohler Jr. was born on Feb. 20, 1939, in Sheboygan, about an hour north of Milwaukee. His father was the Kohler Company’s chairman and chief executive. His mother, Ruth (De Young) Kohler, was a historian and a former women’s editor at The Chicago Tribune.Young Herbert’s mother died when he was a teenager, and he was sent east to boarding school, initially at Phillips Exeter Academy in New Hampshire, where, he told Forbes, “there wasn’t a rule or regulation I didn’t break.”Dismissed from there, he went to the Choate School in Connecticut. After graduating, he entered Yale, his father’s alma mater, but he lacked focus and left. He served in the Army Reserve and then studied math and physics at the University of Zurich. It was, he told The Chicago Tribune in 1994, “a period of total rejection of a prescribed life.”Returning to the United States, he enrolled at Knox College in Illinois. He studied acting, dabbled in poetry and edited what he described in a 2012 interview with Cigar Aficionado magazine as a “wild political newspaper.”“One of my friends called me ‘the first of the great unwashed,’” he told Forbes. “That’s a hell of a note for the son of a bathroom baron.” (At the time, he was mostly estranged from his father. “I seldom spoke to the poor man,” he said.)While at Knox, he met his future first wife, Linda Karger, who was directing a play he was in. They married in 1961 and divorced in the 1980s.Mr. Kohler’s attempt at independence continued at Furman University in South Carolina, where he enrolled briefly while also working. But he was soon back at Yale. He graduated in 1965 with a degree in industrial administration and joined the Kohler Company as a research technician.He became a company director in 1967; vice president of operations a year later, when his father died; executive vice president in 1971; and chairman and chief executive a year after that.One hurdle Mr. Kohler faced in taking the helm was the company’s bitter history with organized labor, including a United Auto Workers strike that began in 1954 and lasted more than six years — the longest such walkout in U.S. history at the time.“Rightly or wrongly, everyone knew the name Kohler because of the strike,” Mr. Kohler told The New York Times in 1973. (There have been two, much shorter, strikes since then, in 1983 and 2015.)The family was also in danger at the time of having its control of the company slip away amid a dilution of its shares’ value. Mr. Kohler engineered a reverse stock split that slashed the number of shares and gave him and his closest relatives near-total control.With his position solidified, Mr. Kohler reinvested heavily in the company, which was already associated with innovative design. He kept the emphasis on form as well as function, opening the Kohler Design Center, a museumlike product showplace, and, with his sister, Ruth, creating a residency program for artists.John Torinus, who got to know Mr. Kohler as business editor of The Milwaukee Sentinel, described him in a phone interview as a “genius” and a “tough cookie” whose fascination with design resembled that of Steve Jobs.“He was very particular about everything, down to the smallest detail,” said Mr. Torinus, who is now the chairman of Serigraph, a Wisconsin company that makes decorative parts for other businesses’ products, including, sometimes, Kohler’s.That focus undoubtedly helps explain what Sarah Archer, a design and culture writer, called the company’s enduring place in the bathroom firmament.“They weren’t just selling cleanliness or modernity,” she said via email. “They were offering a kind of mini-vacation.”Mr. Kohler married Natalie Black, a former chief legal officer and current board member of the Kohler Company, in 1985. She survives him. His survivors also include a son, David, Kohler’s chief executive since 2105 and now its board chairman as well; two daughters, Laura Kohler, a board member and senior company vice president, and Rachel Kohler, also a board member; 10 grandchildren; and three great-grandchildren.In the late 1970s, Mr. Kohler decided to get into the hospitality trade by making a resort hotel out of a run-down building that had originally been used to house company workers after the foundry moved four miles west of Sheboygan in 1899 to what became the town of Kohler. Many people around him scoffed, but he forged ahead.“He didn’t like to give up on anything that was part of his heritage,” said Richard Blodgett, the author of “A Sense of Higher Design: The Kohlers of Kohler” (2003), a company-commissioned corporate history.Mr. Kohler’s instincts proved correct. The hotel, the American Club, opened in 1981. Augmented by a private hunting and fishing preserve, a tennis club, restaurants, shops and a spa, it was soon a tourist magnet.Still, something was missing.“You have this boutique resort hotel, but you don’t have your own golf course,” Mr. Kohler, speaking in a 2015 interview, recalled customers telling him. “That’s kind of embarrassing for a C.E.O.”Mr. Kohler had little interest in the game, but he quickly immersed himself in it.Working with Pete Dye, who was once called the Picasso of golf-course design, he developed two nearby championship-caliber courses, Blackwolf Run and Whistling Straits.Mr. Kohler deepened his golf investment in 2004, buying a hotel alongside the famous Old Course in St. Andrews, Scotland, and the nearby Duke’s Course.Not all his golf projects have gone smoothly. Local environmentalists thwarted plans for a course on the Oregon coast, and the development of a new one near Kohler has been slowed by residents opposed to its reliance on public land, and by the discovery of Native American artifacts and human remains on the property.Mr. Kohler shrugged off such obstacles. He pressed on, guided by a phrase adapted from the 19th-century British critic John Ruskin and found in an old stained-glass window at the American Club: “Life without labor is guilt. Labor without art is brutality.”Kitty Bennett contributed research. More

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      Magic Johnson, le business, la NBA, les Lakers et LeBron

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      Johnson prédit le nom des prochaines grandes équipes rivales au sein de la N.B.A, et évoque son seul regret du temps où il dirigeait les Los Angeles Lakers.The New York Times traduit en français une sélection de ses meilleurs articles. Retrouvez-les ici.Beaucoup d’athlètes de nos jours envisagent leur héritage au-delà des terrains de compétition, au travers d’entreprises qu’ils auront créées et de soutien apporté à leurs communautés. Magic Johnson a été pionnier de cet état d’esprit en fondant un empire commercial une fois sa carrière de joueur de la N.B.A, la National Basketball Association derrière lui.“C’était tout naturel pour moi de revenir dans la communauté dans laquelle j’avais grandi, pour l’aider à changer, pour fonder des entreprises et créer des emplois pour les gens”, nous explique Johnson lors d’un récent entretien téléphonique. “Ce qui manquait dans la communauté Noire, c’était des services et des produits de qualité.”Et Johnson de citer des joueurs comme LeBron James, Kevin Durant et Stephen Curry comme exemples de joueurs qui suivent ses pas: en inspirer d’autres, sur le terrain et en dehors.Johnson a servi d’ambassadeur officieux de la N.B.A. pendant la quasi-totalité de sa vie d’adulte: sa rivalité avec Larry Bird et les Boston Celtics dans les années 1980 a propulsé vers des sommets la notoriété de la ligue auprès du grand public, et les exploits de la Dream Team dont il faisait partie aux Jeux Olympiques d’été en 1992 ont contribué à populariser le jeu à l’échelle mondiale.Ce titre est maintenant officiel: pour célébrer ses 75 ans, la N.B.A. a choisi Johnson, Clyde Drexler Dirk Nowitzki, Bob Pettit et Oscar Robertson pour représenter, en 2021-2002, les différentes périodes de son histoire.Johnson, qui a abruptement quitté son rôle de président des opérations basketball des Los Angeles Lakers en 2019, va également faire son retour cette saison sur la chaîne d’informations sportives ESPN comme commentateur dans l’émission “NBA Countdown”.L’ancienne star des Lakers a accordé une interview au New York Times dans laquelle il évoque l’état actuel du basketball, cette ère d’émancipation des joueurs, et un regret personnel qu’il garde de son mandat à la tête des Lakers.Cette interview a été condensée et légèrement éditée pour des besoins de clarté.La N.B.A. connaîtra-t-elle à nouveau de vraies rivalités, comme dans les années 1980 quand les Lakers se retrouvaient presque toujours en finale contre les Celtics?Je crois que, plus les Knicks et les Nets jouent, plus ça a des chances d’arriver, vous ne trouvez pas? Parce que Brooklyn est maintenant une équipe championne. Et les Knicks sont une équipe de playoff. Et c’est ce qu’on va voir. Donc ce qui se passe, c’est qu’il faut qu’elles soient bonnes au même moment. Il faut qu’il y ait vraiment de la haine entre elles.Quand on voyait Philadelphia contre Boston, Dr. J [Julius Erving] et Larry Bird, Chicago contre Detroit, Isiah Thomas, Bad Boys contre les Bulls de Michael Jordan, ils avaient une vraie aversion les uns pour les autres. Donc je pense qu’on est en train de créer quelques-unes de ces rivalités. Je ne sais pas si elle sera un jour aussi intense que celle des Lakers-Celtics, mais si au moins on arrive à une espèce de rivalité, c’est prometteur.Pour Johnson (à gauche), qui a gagné cinq championnats avec les Los Angeles Lakers, le secret d’une vraie rivalité entre équipes de la N.B.A. est qu’il y ait “vraiment de la haine entre elles”.AP Photo/Lennox McLendonUne grande partie de ce que vous laissez en héritage, c’est ce vous avez accompli en dehors des terrains de basket, comme businessman dans les commmunautés défavorisées. Qu’avez-vous appris en travaillant avec ces dernières, et quelles erreurs de grandes entreprises qui tentent de faire pareil avez-vous notées? voir ?Eh bien le commerce de détail a fait l’erreur de penser qu’on ne pouvait pas faire d’argent avec la communauté Noire. Et sans surprise, on a prouvé le contraire avec les Magic Johnson Theatres . C’est pour ça qu’on voit les grands détaillants s’investir plus que jamais aujourd’hui dans l’Amérique urbaine, parce qu’ils savent qu’ils auront un retour sur investissement.Ils essaient aussi de faire du bien dans nos communautés. Je dis toujours: on peut à la fois bien faire et faire du bien. Quand est arrivé toute cette histoire avec George Floyd, le fait qu’il ait été assassiné, on a vu beaucoup d’entreprises du Fortune 500 — parce qu’il y avait tellement de jeunes qui manifestaient dans les rues. Mais c’était pas juste des Noirs — c’était aussi des Blancs et d’autres groupes de personnes. C’est là que tout le monde s’est dit: “Ça suffit. Je dois faire quelque chose. Je vais investir dans l’Amérique urbaine. “Pas mal de PDG m’ont appelé pour dire : “Earvin, on veut faire quelque chose. On n’a aucune idée quoi faire.” J’ai répondu, “Eh bien vous pourriez commencer avant tout par mettre de l’argent dans des petites banques Noires parce que le Paycheck Protection Program, un programme fédéral d’aide aux entreprises touchées par la pandémie, n’a pas eu de retombées chez les Latinos, les propriétaires de petites entreprises, les petits entrepreneurs Noirs, ou les femmes entrepreneures. Et si ces banques avaient des fonds, alors elles pourraient vraiment accorder des prêts à ces entrepreneurs ou aux gens qui veulent s’acheter un premier logement, dans la communauté Noire. Maintenant elles ont plus de cash pour accorder plus de prêts, n’est-ce pas?” Alors il y en a beaucoup qui ont fait ça. Ensuite je leur ai dit, “Écoutez, votre conseil d’administration doit refléter l’Amérique, alors il faut que vous recrutiez davantage de gens ou que vous élargissiez vos conseils d’administration, et aussi au niveau de la direction et de la haute hiérarchie, il faut inclure davantage de minorités à ce niveau-là.”Est-ce que ça vous intéresserait de diriger à nouveau une franchise de la N.B.A?Tout dépend de la situation, donc si de bonnes criconstances se présentent, j’y réfléchirai peut-être. Tout est une question de timing. Tout dépend de l’équipe. Moi je suis un Laker du matin au soir, donc il y a des chances que je retravaille avec Jeanie Buss, et c’est pas une blague. C’est sérieux.On m’a déjà proposé d’être le propriétaire de certaines de ces équipes, et puis j’ai décliné ces offres. Mais encore une fois, j’aime tellement ce sport. Je connais ce sport. Je connais les joueurs. Je connais les agents. Ce qui est bien avec moi, c’est que je suis là où je sais ce qui marche. Je sais à quoi ressemble une équipe gagnante qui a sa place dans le championnat. Donc je sais comment parler aux joueurs — vous n’avez qu’à demander à Julius Randle et à Lonzon Ball et tous ceux-là, parce que j’aime les voir avancer et réussir si bien, et donc les aider à atteindre leur meilleur potentiel. C’était ça mon rôle, et après tu les vois y arriver. C’était vraiment bien de voir ça.Rétrospectivement, y a-t-il des choses que vous auriez fait différemment à la direction des Lakers?Non, j’avais un plan en tête. On était au dessus du plafond salarial. Mon plan était de nous faire passer ce plafond. On y est arrivé. J’ai dû faire des choix difficiles. Julius était en train de monter. Je sais que Larry Nance Jr. était en train de monter, donc on a dû prendre des décisions difficiles qui leur allaient, mais qui allaient aussi aux autres Lakers. Donc je ne pouvais pas leur signer ces rallonges parce que je savais que LeBron était en train de monter, et Kawhi Leonard et tous ces gars-là, donc j’essayais de réserver un peu de ce plafond, pour pouvoir signer une de ces superstars, parce qu’on ne peut pas gagner un championnat sans superstar. Au final, on a fait les choses comme il fallait.La seule chose que j’aurais peut-être dû faire, c’était peut-être de parler à LeBron avant de démissionner, parce que je sentais que je lui devais ça, donc je dirais que c’est peut–être la seule erreur que j’aie faite, de ne pas avoir parlé à Jeanie ni parlé à LeBron avant les faits. Oui, ça je ne le referais pas pareil.LeBron James est arrivé à Los Angeles tard dans sa carrière. Qu’est-ce qu’il peut faire pour gravir les échelons et devenir un des plus grands Lakers de l’histoire?La réponse, vous la connaissez: gagner, c’est tout. Il faut qu’il en gagne un autre. Les fans des Lakers l’adorent déjà. Il nous en déjà gagné un. Il a déjà son maillot, qui sera accroché, mais la plupart des gars qui sont chez les Lakers ont gagné plusieurs championnats. C’est tout ce qu’il a à faire. En gagner un autre, c’est tout. Parce qu’après, il ne s’agit pas juste des Lakers. Il s’agit de l’héritage qu’il laisse ici, et c’est pas seulement ici — c’est à Hollywood aussi. LeBron, il est tellement extraordinaire, et pas uniquement comme joueur de basketball: c’est la plus grande célébrité dans la ville de la célébrité. Il faut lui reconnaître ça, aussi. More

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      Magic Johnson Talks Business, Basketball and a Big Mistake With LeBron

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      Johnson predicted the N.B.A.’s next great rivalry and said he has only one regret from his time running the Los Angeles Lakers.Many modern athletes envision their legacies expanding beyond the playing fields, seeing themselves building companies and improving communities. Magic Johnson helped pioneer that mentality, carving out a business empire following the end of his N.B.A. playing career.“It was just a natural for me to go back in the community that I grew up in to bring about change, to build businesses, to create jobs for people,” Johnson said during a recent telephone call. “What was missing right in the Black community was really quality product services and goods.”Johnson cited players like LeBron James, Kevin Durant and Stephen Curry as current players carrying on his legacy of inspiring others on and off the court.Johnson served as an unofficial N.B.A. ambassador for most of his adult life by propelling the league into the mainstream through his rivalry with Larry Bird and the Boston Celtics in the 1980s and by helping to spread the game globally as a member of the Dream Team at the 1992 Summer Olympics.Now, that title is official with the N.B.A. choosing Johnson, Clyde Drexler, Dirk Nowitzki, Bob Pettit and Oscar Robertson to represent different eras as it celebrates its 75th anniversary throughout the 2021-22 season.Johnson, who abruptly left his role as the president of basketball operations for the Los Angeles Lakers in 2019, will also return to ESPN this season as a commentator on “NBA Countdown.”He recently spoke to The New York Times about the state of the game, this era of player empowerment and his singular regret from his tenure running the Lakers.This interview has been condensed and lightly edited for clarity.Will the N.B.A. ever have true rivalries again, like when the Lakers seemingly faced the Celtics every year in the 1980s?I think you’re going to see the more the Knicks and Nets play, it can become one, right? Because now Brooklyn is a championship team. The Knicks are a playoff team. And so you will see that. So what happens is you got to be good at the same time. There’s got to be a real hate toward each other.When we used to see Philadelphia against Boston, Dr. J [Julius Erving] and Larry Bird, Chicago against Detroit, Isiah Thomas, Bad Boys against Michael Jordan’s Bulls, there was a real dislike for each other. So I think we’re starting to create some of these rivalries. I don’t know if it ever gets to the level of the Lakers-Celtics, but at least if we get it to some type of rivalry, it’s going to be good.Johnson, who won five championships with the Los Angeles Lakers, said the key to a great N.B.A. rivalry is “real hate toward each other.”AP Photo/Lennox McLendonA large part of your legacy is the work you’ve done off the court in low-income communities as a businessman. What have you learned about working in those communities, and what are some of the mistakes you’ve seen from large corporations trying to make the same inroads?So, retail has made a mistake in thinking they couldn’t make money in the Black community. And sure enough, we proved that wrong with the Magic Johnson Theatres. We proved it wrong with the Starbucks. That’s why you see big retailers going into urban America more now than ever, because they know they can get a return on investment.They look to also do some good within our community. I always say, you can do well and do good at the same time. When the whole George Floyd situation happened, in terms of he was murdered, you saw a lot of Fortune 500 companies — because young people were out there protesting. But it wasn’t just Blacks — it was also whites and other groups of people. That’s when everybody said: “That’s wrong. I got to do something. Let me invest in urban America.”A lot of C.E.O.s called me and said: “Earvin, we want to do something. We quite don’t know what to do.” I said, “Well, No. 1, you could put money into small Black banks because the Paycheck Protection Program did not trickle down to Latinos, small business owners, Black small business owners, or women business owners. So if these banks had money, then they could actually make loans to these entrepreneurs or to those who want to buy a home for the first time in the Black community. Now they got more cash to provide more loans, right? So a lot of them did that. Then I said, “Hey, your board must reflect America, so you got to hire more people or bring more people on your board and also on the management and the C-suite level, you got to put more minorities on that level.”Are you interested in ever running an N.B.A. franchise again?It’s all about the right situation, so if the right situation comes I might think about it. It’s all about timing. It’s all about who that team is. I’m a Laker all day long, so I’m probably going to end up working with Jeanie Buss again, and I’m not laughing. That’s serious.I had offers before to own some of those teams and then I turned those offers down. But again, I love the game so much. I know the game. I know players. I know agents. The great thing about me, I’m set up where I know what works. I know what a winning and championship team looks like. So I know how to talk to the players — you can ask Julius Randle and Lonzo Ball and all those guys, because I’m happy to see them thriving and doing so well, and so just trying to help those guys reach their full potential. That was my role, and then you see them reaching it. So it was really good to see that.Is there anything you would have done differently during your time running the Lakers?No, I had a plan. We were over the salary cap. I had a plan to get us up out of the salary cap. We did that. I had to make tough decisions. Julius was coming up. I know Larry Nance Jr. was coming up, so we had to make tough decisions that worked out for them, but also worked out for the Lakers. So I couldn’t sign them to those extensions because I knew LeBron was coming up and Kawhi Leonard and all these guys, so I was trying to save enough of that cap space, so I could sign one of those superstars, because you have to have a superstar to win a championship. So, we did it right.The only thing I probably would’ve did was probably talked to LeBron before I stepped down, because I felt that I owed him that, so that’s probably the only mistake I made was not talking to Jeanie and talking to LeBron before I actually did it. So, yes, I would do that different.LeBron James came to Los Angeles late in his career. What can he do to climb the ranks of as one of the greatest Lakers?You know the answer to that: Just win. He’s got to win another one. The Laker fans already love him. He’s already brought us one. He’s already got his jersey, it’ll be hanging up, but most of the guys who’ve been with the Lakers have won multiple championships. So, that’s all he has to do. Just win another one. Then it’s not just about the Lakers. It’s all about his legacy here, and it’s not just here — it’s in Hollywood. LeBron, he’s so amazing, not just as a basketball player, but he’s the biggest celebrity in a celebrity-driven town. So you got to give him credit for that too, as well. More

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      in Tennis

      Tennis, Everyone?

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      Furi Sport, a new tennis equipment and fashion line, wants to do nothing less than change the game.The first time Erick Mathelier visited Greenwich, Conn., was an eye-opening experience.“The houses were humongous,” he recalled, sitting outside a Lower East Side cafe one morning in June. “I was like, ‘Wow, people live like this?’” To the eyes of a teenager from the East Flatbush neighborhood of Brooklyn, Greenwich was a window to a different world, one where the houses weren’t just bigger, the dreams were.His first glimpse of this rarefied enclave on the Long Island Sound came through tennis, in a van on the way to an Ivan Lendl tennis club for a match.Tennis was a gateway for Mr. Mathelier. He recalled his first time on an airplane at age 14 for a trip to a tournament in Bermuda. “It’s funny, I was teased because I was so scared to fly, and by 14 most of my friends had flown,” he said. The sport was his ticket to a scholarship to a Division 1 college, Saint Francis in Brooklyn Heights. Two decades later, Mr. Mathelier, now 42, is a tennis professional — off the court.Last month, he introduced Furi Sport, an equipment — rackets, strings, overgrips and bags — and apparel line with his business partner Michelle Spiro. The idea behind the company is to break down the entry barrier to tennis, to shake off the elitist country-club flavor that insulates the world of Wimbledon and its all-white dress code.Black is the defining color of the Furi Sport T-shirts, hoodies, bags and rackets. At $199, the rackets are priced with inclusivity in mind, competitive with, yet slightly below, the top of the competition (Prince, Head, Wilson, Yonex, Babolat). Mr. Mathelier knows from experience that tennis can take you places, if you can gain access to it.How Others LiveMr. Mathelier grew up in a predominantly Caribbean neighborhood in Brooklyn, the only son of a single mother from Haiti. He was an active child whose first love was baseball. As a 10-year-old, he was one of two African American kids on a team in Sheepshead Bay.Then, in the summer of 1989, Yusef Hawkins, a Black teenager from East New York, was brutally murdered by a mob of white kids in Bensonhurst. As racial tension surged in the city, Mr. Mathelier’s mother pulled him out of baseball, fearful that Yusef Hawkins’s tragic fate would befall her son.“I was so sad,” Mr. Mathelier said. “I needed something to do.” Deeming himself too short for basketball, he set his sights on tennis. Why? He’s not sure. His mother told him to crack open the Yellow Pages and find a way to play, which led him to the Prospect Park Tennis Center.The tennis club, situated at the nexus of the neighborhoods of Park Slope, Little Caribbean and Crown Heights — which at the time was years away from being gentrified — drew a diverse bunch.“Just seeing how people lived definitely changed my perspective,” Mr. Mathelier said.Mr. Mathelier had no professional tennis ambitions until he met Ms. Spiro by chance at a fashion event in 2014. By then, he had hung up his racket to focus on a series of start-ups.Ms. Spiro, 53, spent 25 years in corporate fashion in increasingly senior buying and sales roles at Macy’s, DKNY, Polo Ralph Lauren Underwear and Calvin Klein Men’s Underwear — companies that were held by public giants like Sara Lee and Warnaco. By 2015, she had become intrigued by the street wear movement.“The luxury market was all about showing how much money you have through what you were buying,” Ms. Spiro said. “What I loved about street wear is that it was this exclusive inclusivity. The currency changed from cash to being in the know.”Mr. Mathelier’s teenage tennis journey resonated with Ms. Spiro, who observed that Supreme, Palace and A Bathing Ape were anchored in skateboarding. Moncler and The North Face grew out of outdoor recreation, and Carhartt and Timberland were backed by construction. Tennis had no street cred.Ms. Spiro called Mr. Mathelier and said, “I have this crazy idea.” How about a rare Black- and female-owned tennis brand, based in New York City and built on the idea of taking the sport out of the country club?The company’s clothing collection speaks to tennis’s off-court culture.via FURI SportThe vibe is more streetwear than country club.via FURI SportTennis for EveryoneHigh-quality, competitive equipment was central to the idea. But there’s a reason the sport is dominated by a handful of big brands. “Everyone is just stuck with what equipment that they’re used to,” said Mr. Mathelier, who was committed to Prince before founding Furi. “Even though they may complain about the newer version of their racket, they just play with it.”Then there’s the fact that what looks like a relatively simple piece of equipment requires navigating a byzantine network of Asian manufacturing cliques. Ms. Spiro and Mr. Mathelier enlisted his childhood friend from Prospect Park Tennis Center, Gerald Sarmiento, a pro-shop owner, coach and master stringer who knows the nuances of rackets better than his own backhand. He told them not to bother unless they came to the market with something that gives the player an “ooh-ahh feeling,” Mr. Mathelier recalled.When it came time to develop a racket, Mr. Sarmiento connected them with Yasu Sakamoto, a Japanese racket maestro with 40 years of experience consulting for companies including Wilson.Through several years of development, frustrating trials and errors, they landed on a proprietary design with energy return technology and vibration reduction technology that gave Mr. Sarmiento that special feeling. Two models, a lite and a pro version, are for sale on the Furi Sport website.The next challenge was recruiting other players. “People would be like, ‘Oh, that’s cute,’” Mr. Mathelier said of pitching Furi’s racket. Once, at the McCarren Park courts in Brooklyn, he approached a friend and her hitting partner.“He looked at me like I was a traveling salesperson with my trunk,” Mr. Mathelier said. “Well, now he plays with Furi.”For every dismissal, there was someone willing to help. A tweet sent to Caitlin Thompson, the publisher of the independent tennis magazine Racquet, led to a meeting. “We became hitting partners because I was really intrigued about the idea of new equipment in the space,” said Ms. Thompson, who has used the Furi rackets, grips and bags.She sees Furi’s opportunity in its positioning as a beginner-friendly option for recreational players, a rare direct-to-consumer brand (think of what Casper did for mattresses) in a market steeped in pro-shop culture.“So much of tennis is catered toward this notion of professional athletes,” Ms. Thompson said. “This is a racket that Roger Federer plays with. This is the racket that Serena Williams plays with.” She said that Mr. Federer’s racket is so heavy, most recreational players can’t lift it above their heads. Yet pro shops can’t keep it in stock because he plays with it.The Social ComponentFor Mr. Mathelier, Furi is a tool to reach kids growing up in circumstances similar to his own. Junior rackets will be coming for fall. Furi is sponsoring three junior tennis players — Carter Smallwood, Olivia Medrano and Bode Vujnovich — and donates grips, strings and rackets to youth programs, including Kings County Tennis League, which began in 2010, when its founder Michael McCasland posted a sign offering free tennis lessons on a dilapidated court near the Marcy Houses in Bedford-Stuyvesant. It has since grown into a tennis program for kids living in Brooklyn public housing that serves more than 200 people.“You can use tennis to get out,” Mr. Mathelier said. “It is really good at creating structure, building strategy. A lot of former tennis players end up becoming successful businesspeople.”The lifestyle portion of Furi Sport draws on Ms. Spiro’s expertise. Luis Santos, a designer who has worked for Christian Lacroix, Kenzo and Paco Rabanne, created a collection of clothing that is not performance wear — that’s still in development — but speaks to tennis’s broader, off-court culture. T-shirt dresses, shirts with cutout shoulders and wide-leg, tapered khakis and cargo pants can be worn by anyone heading to a post-match drink. Or anyone who wants to be in Furi’s club.A blue tennis ball with a smirk is Furi Sport’s trademark, “symbolizing the fierce energy and velocity that comes from within,” according to the company’s website. The name Furi was chosen partly because “fury” evokes an attitude of fire-in-the-belly grit essential to a sport in which every match results in one winner and one loser.“You have to be comfortable with losing,” Mr. Mathelier said. “We have a saying internally,” Mr. Mathelier said. “‘Dream big and let it fly.’” He directed attention to his forearm, where those words have been immortalized in a subtle, faded tattoo. More

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      in Basket

      An N.B.A. Veteran Turns Wisdom Into Wins, On and Off the Court

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      AdvertisementContinue reading the main storySupported byContinue reading the main storyAn N.B.A. Veteran Turns Wisdom Into Wins, On and Off the CourtAt 36, Andre Iguodala is on the back end of his N.B.A. career, as an elder statesman with the Miami Heat, but he’s hitting his stride in the tech world.Andre Iguodala has used his N.B.A. savvy to help build his career on the court and in the tech world.Credit…Michael Reaves/Getty ImagesBy More