Interview with the New Owner of the Trail Blazers: I Can't Stand Losing, Future of Splitt and Cronin Still Uncertain

On April 2nd Beijing time, on his first day as the owner of the Portland Trail Blazers, Dundon conveyed a straightforward message to the players: the team's standards are about to change. Before the game against the Clippers, Dundon held a brief meeting with the team at the Intuit Dome, telling the players that he acknowledges their efforts but has higher expectations for the team.

"Our current position is far from where I believe we can reach," Dundon told the entire team.

Dundon, also the owner of the NHL's Carolina Hurricanes, is known for his demanding standards and decisive actions, relying both on data analysis and his own intuition. Since taking over the Hurricanes, the team has made the playoffs for seven consecutive seasons and reached the Eastern Conference Finals three times; this season, the Hurricanes are currently ranked first in the Eastern Conference.

This Trail Blazers team has not made the playoffs since 2021, and since the rebuild began in 2022, attendance at home games has continued to decline.

Minutes before the Trail Blazers' game against the Clippers, Dundon gave an exclusive interview to The Athletic, discussing his vision for building the team, the unease among staff worried about job changes, and the future of the Trail Blazers in Portland amid the team's efforts to secure $600 million in public funding for renovations at the Moda Center.

Below are excerpts from the interview—

Journalist: Talk about your feelings on your first day in charge?

Dundon: Today was mainly about observing the team's game-day operations and meeting many people. Apart from absorbing information and looking for areas to improve, we didn't do anything particularly substantial, right? You need to understand how they currently operate before you can propose your own ideas and see if there are improvements that could provide advantages for the future.

What message did you convey to the team?

Very brief. First, I thanked them for their efforts; they are the core product of the team, and being on the NBA stage itself is impressive enough. But our current results are far from the level I believe we can achieve. The core is to raise standards, strengthen the pursuit of excellence, and increase the intensity of play—everyone says these things, everyone wants to achieve them. But actually putting them into action, demanding more from oneself, improving day after day... for me, there is no room for compromise.

This will definitely happen; the teams I've taken over have always done so, and we will too. I believe the players also desire success.

How specifically will it be done?

It's hard for me to explain in words; this is just how I operate. I cannot accept the status quo; for me, it's not a choice but a necessity. Whatever we are doing, we must strive to be better and continuously refine it. I am single-minded in finding ways to improve. I can't stand losing, and I cannot tolerate not doing something when there is a better way. If players, coaches, and all staff embrace this mindset, the team will naturally get better.

This team's state over the past few years was different from now; it is currently at the beginning stages of a rebuild. We must eliminate old habits that weren't focused enough on optimal outcomes, push everyone beyond their perceived limits, and persist over and over again. That's how I do it.

Staff within the team generally feel uneasy, worried that you will make sweeping personnel changes.

Honestly, regardless of whether there's a new owner or not, if someone isn't feeling a sense of urgency every day and isn't fighting for their position, that mindset itself is problematic. If this change in ownership makes everyone more alert, then that might be a good thing.

But I hope people focus on the future rather than worrying about what I might do. They should be concerned about what they themselves can achieve. And I don't like cutting people; I prefer seeing who has the ability to step up further. I didn't come here to cut staff; I came to make the team stronger.

You still need to make key personnel decisions regarding the head coach (interim coach Splitt) and the general manager (Cronin). How quickly will you decide?

It's still uncertain. I need to gather enough information first. Apart from the competitive intensity I desire, it's too early to comment on anything else. My expectations might be higher than the standards most people are accustomed to. My first task is to make everyone clear about my preferences and requirements, and then see if people can meet them. This is more convincing than me guessing who can or cannot do it.

Some are worried you might move the team away from Portland. Can you give assurance that relocation won't happen?

We have never considered this matter. Team president Dwayne Hankins and the entire team are focused entirely on the renovation plan for the Moda Center. All external rumors are fabricated because no one has ever discussed relocation. I am fully confident in advancing what we are doing, and that is the only thing we are focusing on.

Then why are you unwilling to pay for the arena yourself?

The model for arena cooperation is that we will commit to staying in Portland long-term (20 years). The value of this commitment outweighs any other investment. But 20-year contracts are common in the league. I don't think it's typical in the Portland market.

So you think a 20-year commitment is sufficient as leverage?

Twenty years is already a long time.

What would you like to say to the fans?

I believe more in actions than promises. People will see firsthand: the team's strength improves, everything gets better. Hopefully, in the future, fans will have easier access to the arena, better food options, and a better viewing experience. Most importantly, we will win more games, and the team's competitive state and style of play will be revitalized. I won't make promises lightly because I cannot predict the future. But I know that standards in every aspect must be raised.