With his promotion last September, Brandon James took on a new title in the San Antonio Spurs front office— vice president of basketball administration and deputy general counsel.
His ascension, in roles and responsibilities over the last decade with the organization, is no surprise to those who know him.
James, who is responsible for strategy and innovation, legal affairs and CBA, salary cap and other administrative matters, is a great fit for the Spurs, who have always valued substance over flash.
The organization recruited the sports lawyer from IMG Sports, Entertainment and Media, where he held several positions over a five-year period in talent marketing and ultimately the coaches division, representing professional and collegiate coaches.
We recently sat down with James, who earned his JD and MBA simultaneously from the University of Georgia before taking his first job with IMG, for an interview.
Question: At what point during your career did you know you wanted to be a lawyer?
Answer: My honest answer is when I became one. My goal going into college was never to become a lawyer. There were no lawyers in my family, and I didn’t really know what I was getting myself into.
Things that intrigued me about the law were the ability to problem-solve and create opportunities that may not have otherwise been available. Though I was very much a legal novice when I embarked on my path towards law school, I was confident that the legal profession would allow me to display some of my interests and developing skill set. The professionals I looked up to, many of which were attorneys, all had characteristics and values (hard work, character, open-mindedness, etc.) I tried to embody and as my legal career began taking shape, I became increasingly confident that I too was capable and prepared to practice law.
Q: Were you already laying the groundwork for a sports law career while at UGA? If so, how?
A: During law school, I had a few summer legal positions available, but I figured that the law would always be there. To that end, I cast a net to include sport-related entities since athletics have always been a passion of mine. I was fortunate to land an internship at IMG, which at the time was the largest sports agency in the world. Utilizing my developing legal background, I worked to leverage my passion for sports. One of my favorite daily tasks was combing the sports pages and analyzing the legal and administrative implications that events would have on players, their respective teams and the leagues as a whole. I’d try to get to the next layer of current events and figure out the “why?” or the “so what does this mean?”
One summer led to two summers and I ultimately was offered a full-time role working with some of the most talented individuals in the industry procuring marketing and sponsorship deals for IMG’s robust client list. In addition to talent marketing, I was able to utilize my legal toolbox to help structure, negotiate and draft a host of various agreements between our clients and respective partners.
Q: How did the IMG opportunity come about?
A: This story is better told by the folks at IMG, but when I interviewed, there was not a position open in the department I was hoping for. I knew this going in, but I prepared as if there was and figured at least they’d know I did my research. Long story short, I hit it off with the interviewers and the executive who never took interns took a chance on me. He’s someone I still consider a friend and mentor to this day. Thanks Kara, Val and Alan!
Q: Why leave IMG?
A: I don’t have a great way to answer this because of how much I still cherish my time there. That said, there were parts of my brain that sought new challenges and experiences in areas outside of talent marketing.
Even though I was exposed to some of the most well-known people and events in sports, I didn’t feel fulfilled professionally. I knew at my core I was much more of a problem-solver/critical thinker than a salesman. Granted, I enjoyed the role at IMG immensely; I was wanting a more holistic and cerebral challenge. Before the Spurs opportunity came about, I was contemplating the ways in which I could continue to grow in areas I hadn’t yet been exposed to. And through good fortune and serendipitous timing, the Spurs came calling.
Q: The Spurs seemed to outsource the GC function before you arrived. Was there anyone who made the transition to a new structure. And if so how did they help?
A: This is true. Tullos Wells, one of the most highly regarded sports attorneys in Texas, was the one that suggested the Spurs hire me. Not only did Tullos endorse me joining the Spurs, but he also took me under his wing as I learned the ropes of what being a team attorney really meant. Tullos quickly showed me that being a competent lawyer was much less about memos and salary cap prowess and instead was much more about building relationships and being a solutions finder.
A: Additionally, I had the luxury of my direct report being future Hall of Fame General Manager (now CEO) RC Buford. At the time I was hired, RC had been the architect of four NBA Championships so needless to say, the outsourcing of legal and cap work was going just fine whether I was here or not, but he took a chance on me that I will be forever grateful for. Working under the veteran leadership of RC, Scott Layden (current GM, Minnesota Timberwolves) and Sean Marks (current GM, Brooklyn Nets) allowed me to immerse myself in the CBA and team-centric issues. I had full autonomy to build out our strategy and legal groups to be hyper-responsive to the ever-changing NBA landscape.
Q: What is the best part about your job?
A: This one is easy. I work with some of the smartest, most genuine, hardworking and caring people I’ve ever been around. Starting with ownership and then on to Pop and RC, the leadership here genuinely cares about you as an individual. Though the people I’m surrounded by are extremely intelligent, accomplished and driven in their own right, it’s the collective working together with a focus on values that truly makes this place special!
I also enjoy a good negotiation every once in a while.
Q: What is the most challenging aspect of your job?
A: Building consensus when dealing with difficult issues. In the team environment, although everyone is pushing towards the same goals, people’s ideas on how to get there are as diverse as you can imagine. Finding that common thread that not only sets the organization up for success now, but also for years to come is a balancing act we walk every day.
