LAS VEGAS — There is no doubt that Lloyd Howell, the new executive director of the National Football League Players Association (NFLPA), can crunch some serious numbers. We know that from his resume, with his distinguished financial background including his role as, well, a major player as CFO and treasurer for Booz Allen Hamilton.
What seemed strikingly clear on Wednesday, though, when Howell conducted his first Super Bowl press conference since succeeding DeMaurice Smith in July, is the new union leader has quite the gift for breaking down complex issues.
In short, Powell seemed so relatable during his long-overdue public debate.
Take the issue of grass fields that has fueled much conversation in recent months, only to surface in another dimension this week due to the questionable quality of the practice fields the San Francisco 49ers are using at UNLV in advance of Super Bowl 58.
"To the golfers out there, people will say, 'I want to play at Augusta, not the local muni,'" Howell said, using a comparison that will surely resonate with many. "It matters."
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Of course, Howell provided numbers, too, in making his point. He said 92% of the 1,700 respondents to a players union survey prefers playing on grass, then went on to add substance behind the numbers — including health and wellness, and prolonging careers — in a low-keyed yet convincing tone.
For first impressions, Howell, 57, was a hit. And not because he had some schtick. The NFLPA's player leadership kept the process of selecting a new executive director under deep wraps last spring, such a secret that many players and their agents were kept in the dark about even the identity of candidates. In unveiling the new leader, though, it was apparent how much further the mold was broken.
Smith, a former prosecutor who headed the union for 16 years, was bombastic and edgy. And seemingly eager to fight, he was probably just what the union needed when he took over in 2009 with the groundwork already laid for a contentious labor battle that ultimately would include a lockout.
That was then. Now Howell is viewed by the union as the ideal leader to tackle traditional issues and evolving matters within the universe of the nation's most powerful sports league, with revenues estimated in the $20 billion range. The collective bargaining agreement doesn't expire until March 2030, so the circumstances are different in that regard.
But a constant remains as Howell maintains that he was attracted by the "challenge" of the job. The players are lining up against NFL owners — or with, if you buy the notion that they are partners — in divvying up revenues and power. Howell's financial perspective and ability to engage with NFL owners on that level was undoubtedly an attractive feature that resulted in his election.
In considering that NFL players don't have equity stakes in a league where the labor increases the value, Howell said, "It struck me as odd."
It's also against NFL ownership policy for players to own shares. Howell surely brought it up as he estimated visiting with 20 team owners during a grand tour that took him to all 32 teams. He shared a snippet of his theme with owners when the topic was broached. Why shouldn't employees have the same long-term incentives? Howell said the pushback included whether players would assume capital risks and historical challenges that came in establishing the franchise.
"Yeah, you have a good franchise, but they're really more interested in the league because they're going to play for multiple teams over the course of their career," Howell said of his response. "What about that? That's where the wheels start to turn."
It's duly noted on the big-picture agenda for players.
"This is not a tomorrow resolution," Howell said. "I appreciate that there are some players who are pretty vocal about it, understand it quantitatively. We've really got to roll up some sleeves and see if there's some middle ground we can get to."
One thing for sure: It won't be an easy sell on NFL owners. Yet in listening to Howell, who came from, as he put it, "a win-win environment," it's not out of the question.
At one point near the end of a media session that extended for more than an hour, someone asked Howell about a report that contended the NFLPA's assets are in the $750 million range, and whether there was a specific goal — perhaps $1 billion — in mind.
Howell began answering the question by asking a question.
"Let me ask you this: What amount of money do you need to cover a year-long strike?" he said.
Pause. There was silence in the room.
"Any guesses?" he continued. "About $12 billion. So, when you talk about North Star and what neighborhood we're in today, versus where I would like to be, we're far off."
Yet Howell's response was not only informative, it was relatable, too.
If the NFL players get to the point with the next round of labor talks of needing a work stoppage to push their issue, they have a price tag.
Howell acknowledged that he needed the tour during his first eight months to not only engage with the players that he now represents, but also to learn from others in the NFL ecosystem, including coaches and business partners.
Pointing out that he isn't a former player (such as Gene Upshaw, Smith's predecessor), Howell said he needed the extensive tour to "get smart."
That goes both ways. The NFL community may have much to learn from Howell, too.
