Steve Griggs grew up in Toronto, where an early passion for hockey set the course for his career. After studying business and sports management in college, he began his professional path selling tickets for the Toronto Raptors, which launched a long tenure in the sports industry. Today, Griggs leads an organization responsible for more than what happens on the ice or on stage. He oversees a major sports franchise, the management of entertainment venues, and the production of concerts and large-scale events. In this fast-paced, year-round business, his focus is on creating memorable experiences for fans, guests, partners and the broader community.
My mom was a teacher, and my dad was an entrepreneur. My father was one of the original founders of Tim Hortons. Most of my favorite memories revolve around hockey. Playing on frozen ponds stands out the most. Being on a team from a young age taught me teamwork, communication, hard work and accountability — lessons that stick with you.
My first job was planting trees in Northern Ontario. That job teaches hard work, resiliency, grit and mental fortitude fast. Twelve-hour days in the middle of the woods, sleeping in a tent and waking up to do it all over again for 90 days straight was a solo grind in tough conditions. I still credit that experience with shaping how I approach challenges today.
Growing up, I wanted to be a hockey player, like just about every kid in Toronto. Later, in college, I told my wife — while we were still dating — that I wanted to become the president of a hockey team. I didn’t exactly know what that meant at the time, but I knew I wanted to be in the sport.
Professionally, I look up to Tod Leiweke and Alex Martins. I admire how they treat people, how they guide organizations through complexity, how they solve problems and how they balance it all with being great family men.
I’ve been in Tampa Bay for about 15 years now. I wasn’t born here, but it feels like home. It’s a diverse city growing into a major market while keeping a small-town feel. The leaders here genuinely care about doing what’s best for the region, and that’s not something you find everywhere. I’ve seen Tampa evolve into a place with real momentum — culturally, economically and civically. It’s friendly, diverse and so much more than beaches, with great culture, arts, entertainment, championship-caliber sports and a fast-growing business community.
The last few years taught me that change is constant and organizations are always evolving. The challenges never stop — and that’s a good thing. I’m most proud of my kids — and the two Stanley Cups don’t hurt either.
Something readers may not know about my industry is that it’s not as glamorous as people think. There’s no real work-life balance, the intensity is high and there’s no off-season. It’s much more than watching hockey games and concerts — it’s a 24/7 business built on people, pressure and constant problem-solving.
If I could wake up tomorrow with a new skill, I’d want to be a pilot. I love the idea of flying anywhere, seeing the world and experiencing that level of freedom.
I believe my best quality is my sense of humor. I don’t take myself too seriously, and I think that helps create balance for the people around me.
At this stage in my career, my impact is about people — helping others grow, succeed and thrive. I also hope my work contributes in some small way to the transformation of this region and uses the Lightning brand as a vehicle for positive, lasting change in the community.
My “perfect” day would be waking up early to play a round of golf with my hockey buddies, followed by a great dinner and great wine with family and friends — and then winning Game 7 of the Stanley Cup Final.
This interview has been edited for brevity and clarity.
Check out more InterViews. Or, if you’d like to advertise with us, click here.
