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 a one-team building but we were also doing over 100 concerts a year. It was a great concert market.” Langella must have been great during his internship, because be-


 eventual Nassau Coliseum employer, Facilities Management Group (FMG), forerunner to SMG. “I said, ‘I hope you guys are giving me a job.’ They did, and I started as an event coordinator.” Thus, launched a professional venue management career that has


 he has managed. Any conversation with Langella involves a heavy    venue and the event. He is quick to talk about enjoying all of his work experiences and the great people and friends he has met along the way.   the success they have achieved in the industry.   Langella said. “You can’t get a more knowledgeable business leader as a mentor than Tony.” Langella ascended through the ranks to become the venue’s oper-


ations manager when an opportunity came along in 1986 to work at the new 1.8 million-square-feet Jacob K. Javits Convention Center in New York City. “It was a side of the business that I was always interested in,” Langella said of the transition from an arena to a convention center. “Then there was the construction element. I had done some smaller renovations but I was coming in the midst of a $500 million construc- tion period. It was a huge project, and I came in as the operations and building services manager to open the facility in 1986.”          general manager position at the Rhode Island Convention Center in Providence. “I was involved with the opening of a $350 million convention cen- ter and hotel parking complex,” he said. “We had our own sales team, and we were booking both short-term and long-term for the city. We were kind of our own CVB.” Langella had also grown up quite a bit in his career and after 10


years moved to Boston to serve as General Manager Boston Conven- tion Facilities for the Massachusetts Convention Center Authority, op- erators of the Hynes Convention Center and the new $800 million  Six years later, Langella moved to St. Louis in 2009 to become Se-


      really liked dealing with the Rams management,” he said.


Bringing It Home With the Rams leaving St Louis and the Alamodome planning a mas- sive renovation in pursuit of the Final Four, the time was right for San   Sports and Entertainment Facilities, for more than 20 years. That re- lationship helped pave the way for Langella to move to San Antonio to begin his latest career adventure in early 2013, when he was asked about his interest in relocating.


Langella had been in his new position for only about two years,


when the good news arrived that the venue and the city would host the 2018 NCAA Men’s Final Four Basketball Championship. “The Alamodome renovation played a major part in securing the


All Photos provided by Nick Langella IAVM 15


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