Learn about Exec Tennis responsible for US Open teams that earn more than $ 500 million of revenue every year

Now, Corio is the USTA senior official and leads a team responsible for generating more than $ 500 million of revenue annually, including ticket sales, hospitality, global media rights, care, goods, and digital strategy.

Laurio spoke to luck From her office at the USTA Billie Jean King Nation Tennis earlier this week during the United States Open and shared leadership advice, communication advice and more.

Questions and their answers were edited to length and clarity.

I have been the senior USTA trading officials for more than three years and I have been with USTA for nearly 10 years in general. How does it look today for you before the United States opens and then during the tournament?

In this role, I have the honor to supervise the largest business lines of the United States. These are ticket sales, hospitality, global media rights, care and goods, each of which is supported by huge teams, who have experienced people who have done this in many cases more than 20 years ago.

In the back season, during the 49 weeks that we do not work here, we are really in strategy, thinking, storm of ideas and budget development, then we transfer the rhythm to operations, planning and implementation. It seems as if you had taken the American Professional League season, and I had insect it in three weeks. While their rhythm is a little more in terms of operation, in our case, the rhythm is spread this year.

In my view, I bounced throughout those days to work to be useful and supportive as much as I can, and where I can, train, or as a partner, monitor all work health standards to enable us to predict the place where we can land from the ticket sales or attendance perspective. We have great budget targets, and we also have improvements to the experience of fans that we want to check and measure.

We host the current businessmen and partners every day and every night, and we host work friends every day and every night as well. This helps us to measure best practices against real estate and other sports industries and inspiration on how to raise our game.

I lifted the American Professional League and spent about 14 years at work there before joining Usta. How was this transition?

I think the amendment is most likely the most striking in terms of how the season works for the three weeks (in the US Open Championship). This was a big amendment. It is a really blatant change from the presence of 70,000 fans and the energy they bring to you every day for three weeks, until you are in an office, which is quiet, you get your meeting rooms and you will get your specified day.

The second thing I will say is the section I spent in most of my time in the American Professional League, and the team’s marketing and commercial operations group focuses on identifying, building and publishing best practices in individual teams. It is a large consultative role.

To be able to make what you learned and put it into practice and possess the risk of decisions you make and reap the decisions you make (in USTA) it was a major change, but also from the change you were excited about and welcomed.

One thing I mentioned a minute ago is how to train your team during the tournament. What is some of the best training or leadership that you received in your career?

I was honored to have some of the best mentors at work, just by chance and standing in the right place at the right time. I have Stacey Allaster, our CEO of tennis and open tournament managers in the United States, as a huge teacher and coach. It believes in raising its employees, empowering them and enabling them to make decisions and having their success.

She talks a lot about the famous Billy Jean King quote, “pressure is a privilege”, and all remind us that when you feel the pressure, or you feel nervous or anxious, the pressure represents a privilege on the field along with work.

She is a real advocate to raise the leadership of females, and she was a guide and a source of inspiration for those of us who may have entered into an industry in which we have not seen many people who resemble us around the Hall of the Board of Directors. She had a great profession, and she is leading with humility and kindness.

This is also true and extends to the other teachers, Lew Sherr (former CEO of USTA and revenue head). The two really embody what it means to be a sympathetic leader.

At the same time, they demand excellence and challenge me, and those around them, to reach higher than we could think about.

You mentioned that you are doing a lot of networks before and during the tournament. What are some of your network advice?

Be open. You never know who you will talk to or who you will meet in a room may be a future friend for life and a colleague, a future colleague or his teacher.

Building bridges. Do not burn them. Those who have kept these bridges intact have been easily translated and original into lifetime friendships. For me, it’s really these two things: be open to everyone and build bridges, do not burn them.

I noticed on LinkedIn You studied biology at Boston College. I would like to hear your way from studying biology to your place today.

It is somewhat unconventional and non -linear, but I tell you that biological mechanics of athletics athletics really restore the magic of science. I grew up in the loving science, and I thought I wanted to be a veterinarian for most of my teenage life, and I really liked biology. I did not know exactly what I wanted to do so, but it became clear to me after a short period of graduation that I certainly need more socially vibrant profession that would take me to many different places and where I can meet many different people and be in a more focused industry on entertainment.

I will not say I asked for that. I was lucky to be in the right place at the right time, where I worked in a consulting company for a software company that was dealing with the American Professional League in one of the first startups (CRM), and the US Professional League was its first CRM database. Thus this transition was for me. This was the bridge. This was the post -college rest to sports.

Thus, it is funny when young people ask me today, “How can you storm the sports business industry? Tell me on your way. I am not sure that I am repeated, but to return to openness lessons and building bridges, you may follow good things. You never know. These lessons served me well, even at the time.

Editor’s note: The author covered the tennis for SPORTS ILLUSTRATED, The New York Times, Tennis Magazine and USTA for more than a decade.