When it comes to world-?famous sports and entertainment venues, there’s a short list. Wembley Stadium. Madison Square Garden. Yankee Stadium. And the Louisiana Superdome.
Only a few years ago, however, New Orleans’ most famous landmark wasn’t known for its events or even its architecture. When thousands of citizens sought shelter from Hurricane Katrina in the Dome in August 2005, the world saw quite a different picture. Virtually trapped in the building for days with inadequate provisions, no power or ?functional plumbing, and surrounded by the worst disaster in American history, the Superdome’s temporary residents became emblematic of despair and failure.
“It was the poster child for misery and ?suffering,” says Doug Thornton, general ?manager of the Superdome for Philadelphia-based SMG, which initially was founded in 1977 to manage the facility. “I was convinced that image could be reversed.”
That mission—and the resulting transformation—has made Thornton himself as iconic as the building he manages.
As soon as the last evacuees departed, Thornton was in the Superdome with architects, contractors and remediators to begin the process of restoration.
“I felt so strongly that if we could renovate the Superdome, it would lead to the economic recovery of the city and be a symbol of inspiration to the general population,” Thornton says. “If we could rebuild a two-million-square-foot building, there would be hope for the neighborhoods. If we could succeed, it could alter the course of history for the city.”
Succeed, they did, and less than 13 months after the storm the Dome hosted its first post-Katrina NFL game, invigorating the city and serving as a beacon for the rest of the country. New Orleans was back in business.
The story of the Superdome’s restoration, however, is as much about Doug Thornton as about the structure itself. The resolve he put into what seemed an insurmountable task were classic Thornton.
“He’s extremely hard working and very passionate about his work with the Superdome,” says New Orleans City Councilman Arnie Fielkow, himself a former vice president of the Saints organization. “He loves New Orleans and not only engages in his work but in the community, as well.”
Jay Cicero, who succeeded Thornton as CEO of the Greater New Orleans Sports Foundation, says Thornton’s work dominates his time. “Doug puts his heart and soul into every project he gets involved in,” Cicero says. “When he sinks his teeth into a project, he doesn’t let go until it’s done.”
A native of the Shreveport area, Thornton was a standout athlete at McNeese State University until a career-ending knee injury forced him to the sidelines—and into a ?remarkable career in sports management.
One of the founders of the Sports Foundation in 1988, Thornton spearheaded the renovations of Tad Gormley Stadium in advance of the 1992 Olympic track and field trials. He was also instrumental in establishing the first public funding for the foundation, which came about in 1994—the same year he was named CEO.
Three years later, he left the foundation for his post at the Dome, a place he remains happy to be. Says Thornton: “There are certain things you feel strongly about in your life or career, and for me the Superdome is one of those things.”
To those who describe him as “obsessive” in his devotion to the Dome—and to all of his projects—Thornton chuckles.
“I don’t know if I’d say ‘obsessed.’ I would characterize it as ‘passionate,’” he says. And what drives that passion?
“I’ve always been willing to accept a challenge. Part of it is wanting to do the best job you can, for your client, your staff, your coworkers.”
Notice he doesn’t mention himself.
“Most successful people enjoy ?challenges,” he continues. “Life shouldn’t be easy. There’s satisfaction in doing something meaningful. That’s why I spend a lot of time working on projects about which I am passionate.”
So if most successful people are “passionate,” does Thornton, in fact, see himself as “successful”?
“It depends on how you define ?‘success,’” he says. “I live in a great city. I have a great wife who is very involved in the community. We have great friends. And I have a great background. My measure of ?success is how much I’ve been able to help New Orleans. To me, that’s the measure. I’m very happy.”
And Thornton’s happiness is a boon for everyone else. His work on the reopening of the Superdome may be the most high profile of his accomplishments.
“The reopening of the Superdome was the catalyst for the rebirth of our city,” Fielkow says. “It was one of the great moments in our city’s history, and he was a significant leader in that.”
“He drove the boat on that after dealing with the very traumatic experience of being in the Superdome [during Katrina],” Cicero says. “That gives you some insight into his character. He cared enough to stick around, lead, and take charge of the Dome renovations at a very critical time in our recovery.”
And then there are the events and achievements that grab headlines on their own, in which Thornton was a behind-the-scenes player.
The recent Saints deal with the state to stick around another decade or so? Look closely and you’ll see Thornton’s fingerprints.
The 2013 Super Bowl coming to New Orleans? He’s right there in the mix.
But when Thornton talks about those deals, he talks about what they do for the city—including the Super Bowl’s anticipated $300 million in direct impact.
“It’s still the most recognized event in the world,” he says. “It’s incredible branding for your community. It’s advertising you cannot purchase. Corporate leaders fly in and get to see your city firsthand. This is all connected. It doesn’t start without the facility. It doesn’t happen overnight.”
Still no mention of himself, or the other impact of his work—money. The Superdome and New Orleans Arena last year contributed $70 million to state and local coffers through tax dollars. There were 2.3 million visitors who bought tickets worth more than $120 million. And that doesn’t even count the salaries and waterfall effect of having 180 full-time staff or 2,500 part-time and temporary employees who work at events.
“It’s not just about financial success,” Thornton says. “It’s working on something that’s for the greater good. And fear of failure motivates me every day. I just hate the thought of not being able to succeed.”
So if Thornton’s internal drive isn’t about money and it isn’t about the building itself, what motivates this man to lead with such passion?
“I like what I do. I get to interact with ?different types of people. There’s something new and different practically every day. It’s a very interesting place to be. It’s an iconic facility. I feel very fortunate to be here. The Superdome has been reborn and it gives me a thrill.”
There’s that Dome again. Maybe he is obsessed.
“There are very few facilities in the world that are iconic,” Thornton says. “The Superdome deserves to rank up there in the top five. There are places with memorable history, and the Superdome is one of those places. We were able to resurrect it. The Superdome legacy is going to continue. Not bad, just three years after such a devastating experience.”
No, sir. Not bad at all.
