The Legends Campaign, a partnership between Seattle Reign FC and Starbucks, honors women for their extraordinary contributions to our community in the Pacific Northwest and beyond. Prior to Seattle Reign FC’s match against the Houston Dash, the club recognized Julie McCleery – a professor, researcher, youth advocate and mom.

McCleery’s career is firmly rooted in her passion for safety, equity and quality in youth sports. As a professor, researcher, advocate and mom to three children, she unequivocally believes that every child deserves the opportunity to be active and play and move joyfully.

A lifelong athlete herself, McCleery was a rower in college and went on to row for the U.S. National Team before becoming a coach for the team. At the same time, she was pursuing a career pathway centered around education and teaching. She holds a bachelor’s from Georgetown University, master’s from Harvard and PhD. from the University of Washington and is now pursuing a law degree at Seattle University.

Her combination of experience and education naturally led her to a career with the Center for Leadership and Athletics at UW, a role heavily focused on teaching, policy and research. Her research has primarily been rooted in youth sports, more specifically coaching and best practices for coaches to develop athletes who can both perform well and be holistically supported.

With added experience coaching youth sports, she remains a steadfast advocate for improving youth access to sport, recreation and great coaching, while addressing barriers and opportunities for youth sport and physical activity.

“I was coaching my own kids in their youth sports endeavors, and I just thought, well, we could train coaches. We all want to be great coaches, but the system that they’re operating in, in youth sports isn’t working well and I wanted to understand more about that youth sports system to see how we could better understand just the full landscape in order to better support coaches and young athletes.”

This drove McCleery to launch into a research project on the local sports landscape, entitled State of Play: Seattle King County. The project was an analysis of youth access to sport, play and outdoor recreation in King County. The report, officially published in 2019, had around 40 findings, paired with a series of recommendations.

This report was the catalyst for the creation of a group called the King County Play Equity Coalition, with the mission of addressing the findings of the report. McCleery helped to co-found and incubate the King County Play Equity Coalition over the five years from 2019 to 2024 and it is now its own thriving nonprofit organization.

McCleery’s impressive resume of career experience has been bolstered by another pivotal role she plays in her life; She’s a mother to three children. It hasn’t always been easy to balance a busy career and raising children, but she cites flexibility as one of the key components to finding success.

“I would say that sort of the main thing is just being flexible and being adaptable and making it a priority to show up for my kids and their events and activities whenever I could and then also making time to get my work done simultaneously.”

She continued, “What ‘balance’ looks like is going to be different throughout the journey of parenting. I went through a lot of iterations of trying to find a good balance. For example, it took me 10 years to get my PhD because I was the primary caregiver for three young children, and I prioritized more time at home. As they got older, I shifted to more of a full-time job. Everyone’s balance is different. Also, give yourself grace as both a professional and as parent. Having it all or doing it all perfectly is a trap. Do your best and do what feels right to you at a given point in time and don’t be afraid to adjust your path or your expectations along the way.”

As a mother, McCleery gained experience as youth sports coach and witnessed firsthand the imbalance that often exists between men and women in the sports world.

“Sports is a space where there are not a lot of women in leadership positions, in coaching or in in sports leadership in general. So, it’s amazing, that the Reign provides us a great visible opportunity to see women in in leadership positions. I think that’s absolutely vital in sports,” she said.

“I had the opportunity to coach Little League Baseball for a number of years and found myself to be one of the only women often in in Little League spaces. The advice that I would give is that if it’s something you want to do, even if you don’t see other women doing it. Go do it. Go figure it out. It is so important especially that in youth sports, our kids see women in leadership positions because only 25% of these sports coaches are women, and that number has not budged in a very, very long time. Women absolutely have the capacity to be great coaches and be great leaders, and our kids need to see them there,” she encouraged.

McCleery expressed her gratitude for this recognition and emphasized the importance of continuing to draw attention to the inequities faced in sports.

“I was surprised, thankful and grateful,” shared McCleery. “It means a lot coming from an organization like the Reign because I have been a champion in the sports space for women to both coach and play, and for there to be equity in sports for girls and women. To have that be recognized feels validating and hopefully increases visibility of the importance of continuing to strive for equity in sports spaces for women and all folks who are marginalized from sports.”

WASHINGTON, May 15, 2025 /PRNewswire/ — FundPlay Foundation is proud to announce the upcoming Congressional Youth Sports Fest, taking place on Thursday, May 15, 2025, from 11:00 a.m. to 4:00 p.m. at the Rayburn Office Building. The event, held during National Physical Fitness & Sports Month, celebrates the vital role of youth sports in building healthy, resilient communities and fostering lifelong wellness.

The Congressional Youth Sports Fest will feature remarks from Representatives Marc Veasey and Jake Ellzey, who have been steadfast advocates for youth sports and physical activity on Capitol Hill, and serve as co-chairs of the Congressional Caucus on Youth Sports.

“Youth sports are more than just games. They teach teamwork, discipline, and leadership,” said Rep. Marc Veasey. “I am honored to support this event and encourage my colleagues to join us in championing opportunities for all young people to get active and thrive.”

FundPlay Foundation announced earlier this month that it will be integrating PLAY Sports Coalition’s advocacy efforts into FundPlay Foundation as a defined program called the PLAYS Initiative. The Congressional Youth Sports Fest will include tables from a number of the founding supporters of the PLAYS Initiative, which include LeagueApps, TeamSnap, Players Health, and Triple Crown Sports. The event will also feature activations by the National Football League and Washington Wizards, as well as other leading companies working to increase youth sports participation nationwide.

“We’re incredibly excited to host this year’s Congressional Youth Sports Fest and grateful for the leadership of Representatives Veasey and Ellzey as co-chairs of the Congressional Caucus on Youth Sports,” said Jared Cooper, Executive Director of FundPlay Foundation. “Their commitment to expanding access and opportunity for all kids to play sports is inspiring, and together we’re building momentum to ensure every child can experience the lifelong benefits of play.”

About FundPlay Foundation
FundPlay Foundation is a nonprofit organization dedicated to equalizing the playing field for youth sports by ensuring all kids-regardless of background or zip code-have access to high-quality sports experiences. Through its three core program pillars of providing technology and data services, community-building, and advocacy, FundPlay Foundation empowers and connects youth sports organizations, particularly those serving underserved communities, to streamline operations, collaborate, and unlock critical funding. Since its inception, FundPlay Foundation has enabled more than 300,000 unique youth sports opportunities, granted free software licenses to over 225 organizations, and through its advocacy efforts unlocked more than $35M in youth sports grant funding, advancing a movement to make sports accessible for every child.

PITTSBURGH and NEW YORK, May 15, 2025 /PRNewswire/ — DICK’S Sporting Goods, Inc. (“DICK’S”) (NYSE: DKS), a leading U.S. based full-line omni-channel sporting goods retailer, and Foot Locker, Inc. (“Foot Locker”) (NYSE: FL), a leading footwear and apparel retailer, today announced that they have entered into a definitive merger agreement under which DICK’S will acquire Foot Locker. This transaction implies an equity value of approximately $2.4 billion and an enterprise value of approximately $2.5 billion.

Foot Locker has a strong history of sneaker expertise that sparks discovery and ignites the power of sneaker culture through its portfolio of brands, including Foot Locker, Kids Foot Locker, Champs Sports, WSS, and atmos. It encompasses approximately 2,400 retail stores across 20 countries in North America, Europe, Asia, Australia and New Zealand, and a licensed store presence in Europe, the Middle East and Asia. In 2024, Foot Locker achieved net worldwide sales of $8 billion. DICK’S expects to operate Foot Locker as a standalone business unit within its portfolio and maintain the Foot Locker brands. 

“We have long admired the cultural significance and brand equity that Foot Locker and its dedicated Stripers have built within the communities they serve,” said Ed Stack, Executive Chairman of DICK’S. “We believe there is meaningful opportunity for growth ahead. By applying our operational expertise to this iconic business, we see a clear path to further unlocking growth and enhancing Foot Locker’s position in the industry. Together, we will leverage the complementary strengths of both organizations to better serve the broad and evolving needs of global sports retail consumers.”

“We look forward to welcoming Foot Locker’s talented team and building upon their expertise and passion for their business, which we intend to honor and amplify together,” said Lauren Hobart, President and CEO of DICK’S. “Sports and sports culture continue to be incredibly powerful, and with this acquisition, we’ll create a new global platform that serves those ever evolving needs through iconic concepts consumers know and love, enhanced store designs and omnichannel experiences, as well as a product mix that appeals to our different customer bases.”

“Today’s announcement marks the start of an exciting new chapter for Foot Locker and is a testament to our team’s hard work and dedication to our mission,” said Mary Dillon, CEO of Foot Locker. “By joining forces with DICK’S, Foot Locker will be even better positioned to expand sneaker culture, elevate the omnichannel experience for our customers and brand partners, and enhance our position in the industry. We are pleased to provide shareholders with a transaction structure that offers the choice of significant and immediate cash value or the opportunity to invest in the combined company and benefit from the substantial upside potential. I am proud of all that our teams around the world, including our Stripers, have accomplished to reach this milestone moment, and am confident this transaction represents the best path for our shareholders and other stakeholders.”

The proposed acquisition represents an important strategic milestone for DICK’S whereby the combined company offers significant strategic and financial benefits:

• Create a global platform within the growing sports retail industry. The transaction will better position the combined company to serve consumers worldwide and expands DICK’S addressable market opportunity. By combining with Foot Locker, DICK’S will be poised to serve consumers not only in new locations in the U.S. through Foot Locker’s complementary real estate portfolio, but also internationally for the first time. With strong long-term industry tailwinds, the combined company is well positioned for long-term growth.
• Serve a broader set of consumers across differentiated concepts. Iconic concepts will cater to a broad spectrum of consumers, from performance-focused athletes to sneakerheads. Building upon the groundbreaking learnings from DICK’S House of Sport and Foot Locker’s Reimagined Concept stores, the combined company will provide an unmatched immersive and innovative retail experience for consumers. 
• Strengthen relationships with brand partners through global reach. Together, DICK’S and Foot Locker will serve as a stronger partner for key brands, offering multiple platforms for both established and emerging partners to showcase their assortments, connect with athletes and increase visibility on a global level. 
• Invest in future growth through an industry-leading omnichannel experience. DICK’S has a history of strong growth and aims to invest in and grow the Foot Locker brand and position the combined company for long-term success. The combination will drive growth through differentiated store concepts and robust digital experiences to enable sustainable long-term profitable growth.
• Unlock operational efficiencies that create shareholder value. DICK’S expects the transaction to be accretive to EPS in the first full fiscal year post-close (excludes transaction and other one-time costs to achieve synergies) and to deliver between $100 to $125 million in cost synergies in the medium-term achieved through procurement and direct sourcing efficiencies.

Additional Transaction Details

Under the terms of the merger agreement, which has been unanimously approved by the boards of directors of DICK’S and Foot Locker, Foot Locker shareholders will elect to receive either (i) $24.00 in cash or (ii) 0.1168 shares of DICK’S common stock for each share of Foot Locker common stock. The election is not subject to a minimum or maximum amount of cash or stock consideration.

Based on the closing price of Foot Locker common stock on 5/14/2025, the $24.00 per-share consideration represents a premium of approximately 66% to Foot Locker’s 60-trading day volume weighted average price. The total consideration represents an acquisition multiple of approximately 6.1x fiscal 2024 adjusted EBITDA.

DICK’S intends to finance the acquisition through a combination of cash-on-hand and new debt.

The transaction is subject to Foot Locker shareholder approval and other customary closing conditions, including regulatory approvals, and is expected to close in the second half of 2025.

Goldman Sachs is serving as financial advisor to DICK’S and provided fully committed bridge financing. Wachtell, Lipton, Rosen & Katz is serving as DICK’S legal advisor. Evercore is serving as financial advisor to Foot Locker, and Skadden, Arps, Slate, Meagher & Flom LLP is serving as Foot Locker’s legal advisor.

About DICK’S Sporting Goods

DICK’S Sporting Goods (NYSE: DKS) creates confidence and excitement by inspiring, supporting and personally equipping all athletes to achieve their dreams. Founded in 1948 and headquartered in Pittsburgh, the leading omnichannel retailer serves athletes and outdoor enthusiasts in more than 850 DICK’S Sporting Goods, Golf Galaxy, Public Lands and Going Going Gone! stores, online, and through the DICK’S mobile app. DICK’S also owns and operates DICK’S House of Sport and Golf Galaxy Performance Center, as well as GameChanger, a youth sports mobile platform for live streaming, scheduling, communications and scorekeeping.

Driven by its belief that sports have the power to change lives, DICK’S has been a longtime champion for youth sports and, together with its Foundation, has donated millions of dollars to support under-resourced teams and athletes through the Sports Matter program and other community-based initiatives. Additional information about DICK’S business, corporate giving and employment opportunities can be found on dicks.com, investors.dicks.com, sportsmatter.org, dickssportinggoods.jobs and on Instagram, TikTok, Facebook and X.

About Foot Locker

Foot Locker, Inc. is a leading footwear and apparel retailer that unlocks the “inner sneakerhead” in all of us. With approximately 2,400 retail stores in 20 countries across North America, Europe, Asia, Australia, and New Zealand, and a licensed store presence in Europe, the Middle East and Asia, Foot Locker has a strong history of sneaker authority that sparks discovery and ignites the power of sneaker culture through its portfolio of brands, including Foot Locker, Kids Foot Locker, Champs Sports, WSS, and atmos.

NORWAY — The youth of St. Mary Catholic Church in Norway will have a lunch fundraiser on Saturday during Norway’s Citywide Garage Sale Day.

Sloppy joes, hot dogs, nachos and more, as well as a bake sale items and beverages will be available in the church hall in the lower level at 401 Main St. in Norway.

The Knights of Columbus will also sell rummage items in the church parking lot and Holy Spirit School gym at 201 Saginaw St. will be open, where the public will find many tables of rummage available in a warm, dry environment.

“Please feel free to stop at either of our two locations to use clean restrooms and take a break from driving or walking around — and support our youth at the same time,” a spokesperson said.

Natalie Nakase is many things: a 5-foot-2 former walk-on who became the starting point guard for UCLA, a WNBA champion as an assistant coach with the Las Vegas Aces, and “a unifier,” as Golden State Valkyries general manager Ohemaa Nyanin put it in an introductory presser last October. When the Valkyries play their season opener in San Francisco this Friday, Nakase will add to that list, becoming the first head coach of the franchise, and the first Asian-American head coach in WNBA history. She is a third-generation Japanese American from Southern California, raised by a basketball-loving father who kept his daughters in the gym the way some parents bring their children to church.

Basketball has been an integral part of Japanese-American communities on the West Coast since the early 1900s. Shaped by forcible internment during World War II, Japanese-American basketball leagues (colloquially known as the “JA leagues”) flourished for decades as a way to cultivate second- and third-generation talent, and still operate to this day. The use of digital archives dating back to the 1940s, as well as interviews with relatives and members of the JA league community, can demonstrate how the story of Natalie Nakase is the story of Japanese-American basketball. Go through her family history, and you’ll find competition and resilience that transcends the sport itself.

To conclude the 1943 basketball season at Rohwer Relocation Center, in the southeastern corner of Arkansas, the boys and girls “inter-Center” all-star games took place on a Sunday afternoon. Rohwer’s all-stars faced off against opponents from nearby Jerome Relocation Center. All the players were incarcerated in prison camps. They competed on an outdoor dirt court, built atop a strip of drained swampland, surrounded by mud, ringed by barbed wire fences and guarded by military police.

Until recently, the young basketball players of Rohwer had never stepped foot in Arkansas. They were almost all from California, growing up amidst the brown plains of Lodi or the city blocks in downtown Los Angeles. West Coast kids and Nisei (second generation) took to the sport in an era marked by discrimination, when many Japanese Americans were systematically banned from buying or owning property, not to mention exclusion from organized athletics. Perhaps, the thinking went, by mastering a homegrown sport, the Nisei would be more warmly received by their fellow Americans.

At the start of the 1940s, many Nisei were building flourishing basketball careers. Rohwer’s Tosh Ihara was a standout freshman on UCLA’s 18-6 “lightweight” team during the 1940-41 school year, while Grace Hagio led the Stockton Busy Bees to defeat all Northern California rivals in the Young Women’s Buddhist Association, outscoring opponents 477-228, according to archival records. Hagio, known by her nickname “Yoshi” in her hometown, was a dominant offensive presence as a forward on the Busy Bees, while the team competed across the western U.S.

But no amount of skill on the court could counter the wave of anti-Japanese hysteria that overtook the country during World War II. President Franklin D. Roosevelt became increasingly preoccupied by the perception of Japanese Americans as a potential military threat—despite intelligence from reports, ordered by Roosevelt himself, finding no serious threat to the country. Following Japan’s surprise attack on Pearl Harbor in December of 1941, Roosevelt invoked the Alien Enemies Act of 1798, widely credited as paving the way for the impending incarceration of Japanese Americans. (The beats of this process may sound familiar to those paying attention to the current presidential administration.) Despite opposition from numerous high-ranking government officials, Roosevelt signed Executive Order 9066 in February of 1942. What followed was the forced removal of over 120,000 people of Japanese descent on the West Coast, including American citizens and young Nisei hoopers from Washington, Oregon, and California, detained and sent to prison camps in remote areas of the country.

Athletics, including the increasingly popular sport of basketball, were an essential outlet for Japanese Americans who endured incarceration, as documented by the local newspapers published in each camp. Using digital archives provided by the nonprofit organization Densho, I found clippings and articles full of details about the Nisei athletes’ dedication to the sport. At Poston Relocation Center in Arizona, residents evaded the burning 100-degree weather by hooping at night, cutting down cottonwood trees as poles for floodlights. All-star “quintets” received special permission to travel beyond camp for showdowns against local high schools; at Heart Mountain Relocation Center in Wyoming, the all-star boys basketball team practiced outdoors in freezing weather before traveling to a nearby Mormon town to take on future regional champions Lovell Westward High School. And at Rohwer, where the 1942-43 basketball season was troubled by terrible weather and a contaminated water supply that had to be boiled before drinking, the all-stars defeated their rivals from Jerome. As Bradford Pearson wrote in The Eagles of Heart Mountain, which tells the story of that camp’s undefeated high school football team, some of the camps were built on former swampland so easily overrun by floods and poisonous snakes that landowners had abandoned it long ago. The land wasn’t much better for basketball courts.

Around the same time as that Rohwer all-star game, a young woman named Takayo Maeda arrived at the Arkansas camp. Months earlier, she’d been separated from her husband Kenichi and infant son, held back at the Santa Anita Assembly Center in California to give birth alone to her second-born son. According to her eldest son’s account, published in 2022, she and other internees were forced to live in converted horse stables. Finally, Takayo was sent by the War Relocation Authority via train, unaware that she was headed to be with the rest of her family in the prison camp. With her was her baby, Shigeo “Gary” Nakase.

Decades later, on the way to a basketball tournament in Tennessee with his daughter, Gary Nakase drove through the site of what had been Rohwer Relocation Center. According to Natalie, he didn’t talk much about his family’s experience at the camp, or of the fact that he was born into incarceration at the Santa Anita Assembly Center in October of 1942. “He doesn’t speak about it unless we ask,” Natalie said in a 2019 interview. “From the small pieces that my dad did tell us, my grandfather had everything taken away from him and had to start over from scratch.”

Kenichi Nakase and Takayo Maeda’s return to California in 1945 was difficult; they struggled to rebuild amidst anti-Japanese sentiment whipped up from the war, and moved between farm towns as both parents worked the fields. According to Gary’s brother, Frank Nakase, the family settled in 1954 in the suburban city of Whittier, near Los Angeles. The family swelled to the size of a small hoop squad itself, with five more children born after Gary for a total of seven.

“I think my dad always tried to protect us [from] the struggles that he went through,” Natalie told me. “I think that’s why my dad never brought that up, and then if pain ever came to us, he was like, ‘No, don’t pay attention to it.’ My dad was iconic, man.”

In that same post-war period, the JA leagues expanded. New leagues with roots in the camps formed across the West Coast, largely revolving around Buddhist centers and churches, with raucous showdowns between rival cities, from Seattle to San Jose to Los Angeles.

At a time when girls basketball, if offered in schools or physical education programs at all, was subject to highly restrictive rules, the JA leagues actually welcomed women to the court. For her book When Women Rule the Court: Gender, Race, and Japanese American Basketball, Dr. Nicole Willms interviewed Ed Takahashi, a local businessman from Los Angeles who was in charge of the youth leagues for the Japanese Athletic Union in the late 1960s. “What I did was, I changed the rules,” Takahashi told Willms. “Instead of… where you had three girls on defense and three girls on offense and they could never cross the line, and you had two dribbles and you had to pass, I changed it to boys’ rules.” According to Willms’s analysis, gender exclusion and gendered hierarchy in the JA leagues were often “subdued in favor of asserting a Japanese-American identity.” This meant a more promising environment for the women’s game, particularly in Southern California.

“I stuck with the Asian leagues,” recalled Colleen Matsuhara, who played at Sacramento State and was an assistant coach for the Los Angeles Sparks in 1998-99. As a teenager, Matsuhara quit her high school team for better opportunities in the JA leagues, where she competed with a sense of survival. “Very deep in the subconscious, at least for me,” Matsuhara told me, “is that I was outraged when my parents told me about camp. Like, they [had] to come back and start from the ground up. You can’t take anything for granted.”

As the Nakase family entered the 1960s, their Nisei kids developed a passion for basketball, primarily led by Gary, a hyperactive teen who constantly wanted to play. “He was the one who wanted to get a basketball hoop and put it up on the garage,” said Frank Nakase, who admired his older brother’s basketball talent. “I recall him being able to touch the rim with his hands with a running start. He was very quick and very fast, and really a crafty player.”

As a senior at California High School in Whittier, Gary is pictured on the boys basketball “Cee” team in 1960, one of the few Asian-American players to compete at his school. “At that time, being a Japanese person and a minority, you’re easily overlooked,” Frank Nakase told me. “I’m sure he could have played varsity, but because of his size he was overlooked.”

By the time the JA leagues reached their prime in the 1970s—with a reported 162 Japanese-American teams in the Bay Area alone for the 1973-74 season—Gary was deeply involved in Orange County’s local recreational leagues. After graduating from California Polytechnic State University with a horticulture degree and meeting his wife Debra in a coed volleyball league, Gary ran a successful landscaping business, spending much of his free time playing and promoting recreational sports.

Later in life, Natalie learned from one of Gary’s relatives that her father got his renowned work ethic from Kenichi. “When I went to Japan, I was able to meet one of my dad’s second or third cousins,” she said. “He only spoke Japanese with very little English, but what I got from him was that my grandfather was the hardest worker he’s ever known. I’m like, ‘OK, no wonder that my dad is who he is. No wonder I am who I am.’ Because it’s come through our bloodline.”

The community around Gary also benefited from his dedication. “The father of adult sports, Japanese-American sports here in Orange County,” said Jesse James, who met Nakase as a friend and mentor in the mid-1970s. The two men, along with close friends Tom and Ben Morimoto, were both tight-knit and fiercely competitive with one another. And in a meeting in 1981, according to James, the men created the Orange Coast Sports Association, a youth sports organization that still exists to this day.

Around that same time, Gary hoped to have a son, so he could coach him from a young age. “I was supposed to be Nathan,” Natalie told the San Francisco Chronicle. Then he had a third daughter.

Nicola, Norie, and Natalie Nakase grew up in basketball gyms, watching their father play in the JA leagues. Gary’s close-knit group of friends continued their love of basketball; now with their own kids, the competition changed. “They didn’t really care about how much money they made,” Nicola, the oldest of the three, told me, remembering the intensity of the youth leagues. “But they did compare us based on how well their kids did in sports.”

Their obsession was distinctly Japanese. “Traditionally, like Asian culture, you would think you should be studying, becoming a doctor, becoming a lawyer, right?” Nicola said. “But not the Japanese Americans, two generations in. No, you’re gonna play basketball.”

As Gary’s youngest, Natalie was different from her sisters. “More so than athletic,” James said. At three years old, he said, she was “swimming underwater like a darn fish.” Natalie was a lot like her father: unable to sit still, and a sponge for his love of basketball. “We had tons of VHS tapes of games, you know, instructional tapes from old college coaches that he recorded,” Nicola remembered. “[Our dad] was obsessed with learning different techniques and different things, and then making us do it.” And Natalie, far more than her two sisters, loved it.

“All I knew was playing basketball every single day because he played,” Natalie told reporters in her Valkyries introduction. “He made us play every single day. That’s all we knew. Because he was passionate about the sport, I became passionate about the sport.” Gary’s youngest daughter trained with him every Sunday.

“When most people say ‘I’m going to church,’ I was like, ‘Oh, I’m going to basketball practice,’” Natalie told Willms in 2008. “Everyone always said, ‘Do you go to church?’ And I was like, ‘Well, I go to basketball church, is that considered the same thing?’ I just called it that because it was every Sunday morning.’”

Gary fully invested in Natalie’s basketball career. He started Natalie in the JA leagues early, always having her play with kids a couple grades ahead of her. While he found success with his nursery business, using skills passed down from his own parents’ agricultural expertise, Gary hired various coaches for his daughters: strength and conditioning, dribbling, and shooting, repeated compulsively with the goal of mastering the game.

Through middle school, while Natalie was often the tiniest player, she also became the most “relentless and fearless” on the court, according to her oldest sister. “Other teams’ parents would cheer for her, which was really funny because she would be like the smallest person on the court, but she would just be very feisty,” Nicola said, remembering Natalie’s time in AAU. “They just liked the way she played, so they would be cheering for her too … she would get a lot of fans just because she was so energetic.”

As a point guard at Marina High School in Huntington Beach, Natalie Nakase led the team to its first CIF-SS title in 1998, earning Orange County Player of the Year. She drew some attention from recruiters—including Colleen Matsuhara while she was the head coach at UC Irvine—but Natalie had become dead set on playing at UCLA. At her height, she faced an uphill battle. “She was too short, and she was Japanese,” James said. “So she had two things against her.” Nonetheless, Natalie held firmly to her self-belief, cultivated by her father Gary.

Natalie began her career at UCLA in 1998 by walking on to the women’s basketball team, then redshirted her freshman season after tearing her ACL in a summer league game. By her senior year, she became the starting point guard and team captain. With a player bio describing her at the time as “a coach on the floor,” she became a source of pride among Asian-American communities in Southern California (even if she was often mistaken for a gymnast or tennis player on campus). After a brief professional stint, Natalie began her coaching career overseas, rising through the ranks of the Los Angeles Clippers to become a player development/assistant coach, before she joined the Las Vegas Aces for back-to-back championships in 2022 and 2023.

The throughline of Natalie’s success was her father’s lessons. “My philosophy is going to be tough love, same as how my dad raised me,” Natalie told reporters after the Valkyries’ preseason victory over the Phoenix Mercury. “Strict. Stern. Truth teller.” Like many other Japanese-American families, the Nakases passed basketball down as resilience. With the history of incarceration, discrimination and hysteria not as distant as we’d like to think, generations of Nisei and Sansei (third generation) athletes made Japanese-American basketball leagues a focal point of their communities. This is the culture that shaped Natalie Nakase, whose new challenge is to lead the WNBA’s latest expansion team, with minimal roster depth and everything to prove. Once again, the only option is to start over.

She’ll have to do so without her father Gary, who died in 2021. “For those that just don’t know my background: My dad, who also was my best friend, he passed away a couple years ago,” Natalie said in her introductory Valkyries presser. “And so he was always my first phone call. Whether it was life or basketball, that was my first phone call.”

Her voice trembled slightly as she continued, speaking to her obsession with winning. “What drives me is, again, like my dad taught me when I was young: ‘You always gotta be the best.’ And so I almost feel like he has trained me in a way, or he’s raised me, to be where I am today.”