Alex Rodrigo · Partner
A career built across demanding worlds.
Operating and development experience spanning national security, luxury hospitality, institutional real estate and major league sports.
MLB · NHL · NBA
01 / The throughline
Different environments.
One operating foundation.
Expertise alone was never enough.
Across national security, luxury hospitality, commercial real estate and professional sport, Alex learned that performance is never the product of one discipline. It comes from people, systems, capital and place working in concert, especially when the consequences are real.
02 / The operating record
Each chapter carried
the last one forward.
National security made readiness and trust operational. Bellagio turned exceptional service into an operating discipline. Colliers connected capital, place and the operating idea. Professional sport became the proving ground where every discipline had to deliver in real time.
IOperating foundationsThe disciplines that shaped how Alex sees risk, service, capital and place.
01
U.S. Air Force · EOD
Organizational and national security
Alex entered the Air Force's Explosive Ordnance Disposal program at seventeen. Over eight years, he worked across conventional, chemical, biological, nuclear and improvised threats, with assignments in Japan, South Korea, Panama and New Mexico and support for numerous joint task force operations across those theaters. He also supported Presidential and Vice Presidential protective operations.
The work demanded technical precision, but expertise alone was never enough. Situational awareness, emotional discipline, clear communication and absolute trust were equally consequential. EOD established the security lens Alex carries today: readiness and risk management must be integrated into an operation from the beginning. Under pressure, relationships and technical capability make one another more effective. That principle became a foundation of how he leads.
02
Bellagio opening team
Hospitality and grand openings
Bellagio introduced Alex to the operating promise at an extraordinary scale. Across five years on the original opening team, he was immersed in a culture that connected exceptional service, culinary excellence, design, talent and frontline empowerment. At Olives by Todd English, he co-led the spirits program and managed beverage operations while completing the Academy of Spirits and Fine Service.
The $1.6 billion resort brought together one of the most ambitious collections of culinary and hospitality talent assembled within a single resort and became the first Las Vegas resort and casino to receive the AAA Five Diamond Award. It reinforced a lesson Alex carried forward: premium pricing creates a premium obligation. Every detail, handoff and interaction must deliver the service, care and experience that come with it.
03
Colliers International Las Vegas
Real estate, capital and mixed-use
At Colliers Las Vegas, Alex saw individually successful real estate disciplines, including land, retail, office, residential, hospitality and gaming, converging around a new generation of mixed-use development. Working alongside Mike Mixer, co-founder of the Colliers Las Vegas office, he helped create a specialized mixed-use hotel and resort properties division designed to connect those disciplines while preserving the expertise within each.
Together, they grew the concept into a resort and gaming practice serving MGM Mirage, Wynn Resorts, The Related Companies, Hard Rock, Morgans Hotel Group and American Nevada Company, contributing to more than $1.2 billion in completed transactions. The work included co-leading MGM Mirage's $575 million acquisition of 34 acres on the Las Vegas Strip. It proved that a connected idea could become a functioning business and taught Alex to read property through both an investment and operating lens.
IISports and entertainment platformsWhere every discipline converges in real time to deliver a moment that cannot be repeated.
The moment cannot be repeated.
Sports and entertainment are live, public and unforgiving. Athletes and artists arrive for defining moments. Fans and guests bring anticipation, identity and an increasingly digital relationship to the experience. Years of planning, capital, technology, hospitality, security, partnerships and frontline work converge at a fixed hour. Each discipline has its own responsibility, but the guest remembers the whole. The work is to make that complexity disappear and deliver a moment worthy of what it means to the people in the building.
01
Ballpark Village
Sports-anchored districts and partnerships
The Cordish Companies · St. Louis Cardinals
As Executive Director of Partnerships & Hospitality, reporting to the Chief Operating Officer, Alex worked across The Cordish Companies and the St. Louis Cardinals. Ballpark Village placed him inside an emerging model where a team, a developer, hospitality, partnerships, programming and the public realm came together as one year-round destination. He helped connect the franchise's brand and commercial objectives with the lived experience of the district.
The game remained the anchor, but it was no longer the entire story. The relationship could extend into dining, entertainment, community gathering and city life. It was the first direct translation of Alex's real estate and hospitality experience into professional sport.
02
St. Louis Sports & Entertainment
Enterprise operations and transformation
St. Louis Blues · Enterprise Center · Stifel Theatre
As Group Vice President of Sports & Entertainment, reporting to the President and Chief Executive Officer, Alex led enterprise operations across Enterprise Center and Stifel Theatre. The enterprise connected NHL hockey, concerts, performing arts and major partnerships with organizations including the SEC, NCAA, Live Nation and AEG.
Alex led operations through a $138 million modernization delivered across compressed NHL off-seasons while Stifel Theatre continued operating year-round, protecting event schedules, revenue and the guest experience as structural, premium, technology and ice-system improvements moved forward. The work reinforced a defining lesson: capital can transform a building, but alignment allows the entire enterprise to keep delivering while that transformation occurs.
03
Sacramento Kings Enterprise Portfolio
Integrated portfolio and innovation
Golden 1 Center · DOCO · Sutter Health Park · Natomas
As Senior Vice President of Venues and General Manager, reporting to the President, Alex helped lead a dynamic portfolio spanning teams, venues, hospitality, technology, real estate and development. It included Golden 1 Center, Downtown Commons, Sutter Health Park and a 183-acre development campus.
One of his most demanding assignments was helping bring the Athletics to Sacramento and leading the compressed effort to elevate a Minor League ballpark to Major League standards. Alex was also part of the leadership team recognized as NBA Team of the Year and recipient of the NBA Innovation Award, and he led the operating efforts when Golden 1 Center was ranked the No. 1 NBA arena by ESPN for the 2024–25 season. The accomplishment was the enterprise's ability to align every discipline around the moment it had to deliver.
Selected projects
Places and platforms built to hold more.
Representative work where ownership ambition had to become operating reality.
Golden 1 Center & DOCO
Arena · Hotel · Mixed-Use District
Stewarded an integrated NBA arena, entertainment, hospitality and mixed-use operating platform, including Golden 1 Center, DOCO, Kimpton Sawyer and the broader Sacramento development portfolio.
Sutter Health Park
Compressed Transformation · Shared Calendar
Led the compressed operational transformation from a MiLB ballpark to a shared MLB and MiLB platform, including a new field, technology backbone, broadcast facilities, premium spaces and an Athletics clubhouse.
Enterprise Center
& Stifel Theatre
$138M Modernization · Active Venues
Oversaw enterprise operations spanning the St. Louis Blues, Enterprise Center and Stifel Theatre while leading a multiphase arena modernization through active sports and entertainment schedules.
Ballpark Village
Franchise · Hospitality · Entertainment · Mixed-Use District
Helped integrate franchise strategy, hospitality, entertainment and operations within a year-round mixed-use district developed by the St. Louis Cardinals and The Cordish Companies.
03 / The professional record
Capital can transform a building.
Alignment keeps the enterprise performing.
Across NBA, NHL and MLB organizations, Alex led active enterprises where the operating model, capital plan, revenue strategy and guest experience could not be separated. The measure was never only what changed, but whether the organization continued delivering through the change.
That is the perspective he brings to XVP: seeing the whole, clarifying the handoffs and protecting the operating promise while the work moves forward.
Read the full career biography
Alex Rodrigo has built his career around two questions: what makes a place worth the investment, and what makes it work once people are inside it. He has answered both from the service floor, the brokerage side, and the executive suite, across luxury hospitality, commercial real estate, and professional sports. His work has encompassed major capital projects, more than 250 acres of development, more than 2,600 professional games and live events, and more than 30 million guests. For the most recent twelve years, he has held senior operating roles reporting directly to the Presidents and CEOs of professional sports organizations across the NBA, NHL, and MLB.
As Senior Vice President, Venues and General Manager for the Sacramento Kings, Rodrigo held executive responsibility for operations, capital development, and full P&L performance at Golden 1 Center and the Natomas campus of more than 183 acres. He also oversaw capital improvements and stadium operations at Sutter Health Park, held responsibility for enterprise security, safety, and operational readiness, and led shared functions across the one million square foot Downtown Commons district and Kimpton Sawyer Hotel alongside their general managers. Working with HR, department leaders, and service partners, he led operations supported by a combined workforce of more than 1,500 across a portfolio anchored by Golden 1 Center, a building powered entirely by solar energy and the first indoor sports venue to earn LEED Platinum.
He served on the leadership team that brought Major League Baseball to Sacramento and co-led Sutter Health Park's conversion to Major League standards through a $50 million transformation completed in twelve months. He integrated the new facilities and prepared stadium operations for a combined 156 game season shared by the Athletics and Sacramento River Cats. At Natomas, he directed the former arena's demolition and managed the campus in preparation for entitlement and redevelopment as Innovation Park.
Previously, as Group Vice President of Sports and Entertainment for the St. Louis Blues, Rodrigo led operations across Enterprise Center and Stifel Theatre. He led the operational and construction delivery of a $138 million, three phase arena reinvestment, including an ice system rebuild in six weeks, while the theatre continued performances uninterrupted. He also supported long-term city and state funding commitments. Before that, he was part of the executive team that opened Ballpark Village's first phase with the Cardinals and Cordish Companies.
Earlier, Rodrigo co-founded a division at Colliers International Las Vegas that completed more than $1.2 billion in transactions for institutional owners and developers, including MGM Mirage, Wynn Resorts, and The Related Companies. He co-led MGM Mirage's $575 million acquisition of 34 acres on the Strip and served on the original opening team of Bellagio, Steve Wynn's $1.6 billion flagship resort.
Now a Partner at XVP, Rodrigo advises owners, operators, developers, and investors on operating strategy, real estate integration, and capital investment. He serves on the Dean's Advisory Council at Webster University's George Herbert Walker School of Business & Technology and the Sports Entertainment Business Advisory Council (SEBAC) at Washington University's Olin Business School, where he guest lectures in Dr. Patrick Rishe's undergraduate and graduate courses.
Rodrigo enlisted in the United States Air Force at seventeen and spent eight years in Explosive Ordnance Disposal, the military's bomb squad, with tours in Japan, Korea, and Panama. He graduated from Naval School Explosive Ordnance Disposal, the only joint service EOD school in the world, where officers and enlisted test on the same curriculum and rank saves no one. He was credentialed by the U.S. Secret Service for Presidential and Vice-Presidential protective operations.
04 / Where Alex is most useful
Bring him the ambition.He’ll connect the decisions that make it real.
Alex is most useful at the seams: between ownership vision and operating reality, architecture and frontline work, capital investment and guest experience, public commitments and daily execution. His operating lens connects the experience a team wants to deliver with the model required to sustain it.
Where he adds value
- Shaping places around how people gather, move and belong
- Bringing the operating lens into architecture, service and experience design
- Creating revenue through spaces, services and experiences people value
- Turning hospitality into an operating advantage
- Building partnerships people can experience, not just see
- Designing operating models that can sustain the ambition
- Preparing organizations to deliver when the moment arrives
XVP
How does it all work together?
Bring Alex the ambition, asset or operating challenge.He’ll connect the people, decisions and disciplines required to carry it into operation and keep it performing.
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