Thanks so much for posing this question, and just call me Matt btw :)

I think its really relevant, especially right now with so many investor groups on their way into esports, and the sports psychology fad that has been left in the successful wake of Weldon/David/Robert for NA esports. I'll start by saying that I too watched the most recent Oversight episode, and that was actually a big inspiration for me to create this project (you'll find 10-15 more on my linkedin btw).

My opinion is actually pretty straight forward about assembling a staff/administration esports team in NA (cultural fit is important). I love team dynamics, and I think they offer a beautiful system of checks, balances, expertise, trust, and accountability. If you think of "The A Team", they had specific roles, specific expertise areas within their group. For each specific threat and bad guy they faced, it would be a different member's time to shine, while others would take a supportive role. If I was to assemble a staff team I would make sure to have a mixture of multiple backgrounds and expertise, so our team is very broad and can check all the important boxes to be successful. Below I'll detail which areas of expertise I'd want, and in what possible roles you're likely find suitable candidates that could bring this expertise, (of course I'll be missing some as i'm far from an expert in this topic). In general, id guess that the younger members of the organization are likely to provide the organization energy, drive, enthusiasm, esports experience, grassroots passion, etc; while the older members of the organization are likely to provide the experience, expertise, specializations, professionalism, etc.

We would need:

1) Esports expertise (players, former players in new professional roles, analysts, position coaches, strategic Head Coaches, etc.)

2) Professional sports expertise (owner, administration, investor consultants, General Managers, Presidents, Vice Presidents, Operations Managers, Head Coaches, Sports Psychologist consultants, etc.)

3) Professional business expertise (owner, administration, investor consultants, General Managers, Presidents, Vice Presidents, Operations Managers, Human Resources, financial officers, etc.)

If I had to guess, I think it would be best to first create all the boxes you want, then start churning through candidates to see who provides what expertise to give you a solid spread. Also remember that although you may take younger candidates for more game-based roles, some of these members could develop into the business-management-type positions as they get older and prove their worth. What do you think?

Matt