Both sides of the same table.

Most people in the business of sports know one side of the table. I've spent my career on both, usually at the same time.

While I was playing for the New Orleans Saints, I owned and ran the Harrisburg Stampede: an arena club with no media-rights money, where every commercial obligation had to be funded by revenue earned in the building. We won a championship. I went on to own the Philadelphia Soul through back-to-back titles, and sat on the Arena Football League's business development committee, which brought in partnerships with Facebook, DraftKings and William Hill.

Alongside the clubs, I've worked the players' side and the operating side. I advised the NFL Players Association and NFL Players Inc., including OneTeam Collective partnerships with WHOOP, Fanatics and Fan Health Network. I developed Columbia Business School's executive education program Venture Investing for Professional Athletes, taught Leadership and Entrepreneurship as an adjunct professor at the University of New Orleans, and co-led a Templeton Foundation–funded study there on whether financial education actually works. I advised athletes and entertainers as an investment adviser, inside the structure and limited by it. And I've held executive roles growing consumer, health and sports businesses, including Main Squeeze Juice Co., Timeless Herbal Care and Virtua Health's Center for Innovation.

Today I'm Managing Partner of Champion Capital, on the buying side.

That range isn't a résumé. It's the product. College athletics, and the leaders inside most organizations, are being pushed into a commercial reality my businesses lived in from the start. What I bring is pattern recognition applied forward: keynotes and workshops for companies and conferences, strategic advisory for sports organizations, and coaching for a small number of leaders.