Aaron Sansoni isn’t short on titles — investor, entrepreneur, founder of nearly 80 companies. But his latest move is the most personal one yet: becoming majority owner of Melbourne United, the basketball team he grew up watching. In this wide-ranging chat, Aaron talks about crossing the line from fan to owner, building a legacy in Australian basketball, and why balance isn’t about splitting your time evenly — it’s about being all-in, wherever you are.
You’ve spoken about growing up watching basketball and now owning a team. What’s it like crossing that line from fan to owner, and what does the NBL mean to you today?
I grew up glued to the game, whether it was backyard basketball with mates or watching the NBA & NBL as a kid. To now sit courtside as an owner is surreal—it’s like crossing a line you don’t even think exists when you’re young. For me, the NBL isn’t just a league, it’s a living, breathing community. It’s families in the stands, kids wearing jerseys with dreams in their eyes, and the heartbeat of a sport that represents resilience and growth in Australia. Being an owner of Melbourne United means I’m not just a fan anymore—I’m a custodian helping shape the next chapter of basketball here.
From a business perspective, what’s your vision for Melbourne United and Australian basketball more broadly? Where do you see the biggest opportunities?
From a business perspective, Melbourne United is already the most recognisable basketball brand in the country, but there’s still so much untapped potential. I see huge opportunities in digital fan engagement, expanding our global footprint, and building new commercial models that create shared upside between clubs and the league. More broadly, Australian basketball is perfectly placed. Our athletes succeed on the world stage, participation is booming, and the appetite for live sport is only growing. If we do this right, the NBL can be the second-biggest sport in the country within the next decade.
You’ve built a portfolio spanning nearly 80 companies. What’s your day-to-day like now, and how do you decide where to focus your energy?
My day-to-day is about rhythm and focus. I’ve built a portfolio that spans nearly 80 companies, but I don’t try to do everything. Instead, I invest my energy where I can create the most leverage—big strategic calls, unlocking new partnerships, or mentoring leaders to step up. I operate on the principle of impact: where can my decision, my time, or my network move the needle most? That’s where I lean in. The rest is handled by exceptional teams and operators in my private equity firm, Sansoni Management that oversees the day-to-day.
Scaling.com.au and EmpireOne both aim to support founders in practical ways. What gaps in the startup ecosystem are you most passionate about solving?
Both Scaling.com.au and EmpireOne were born from a simple frustration: too many founders are left to figure it out alone. Scaling is about giving them the playbook—connections, partnerships, growth strategies—while EmpireOne is about giving them infrastructure, so they don’t waste years building what could be in place tomorrow. The gap I’m most passionate about solving is speed. Founders don’t lack ideas or drive; they lack time and proven pathways. I want to collapse that distance between where they are and where they could be.
When you reflect on your journey—from humble beginnings in Melbourne to the AFR Young Rich List—what principles or habits have been key to staying grounded and driven?
I will never forget growing up in Melbourne without much—no silver spoon, no shortcuts. That grounding has been my compass. The principles that keep me steady are discipline, service, and hunger. Discipline to keep showing up, service to always think bigger than yourself, and hunger to never settle, even when things are good. My habits are simple: I reflect daily, I keep my circle tight, and I make sure I’m always learning. Those basics keep me both grounded and driven, no matter how big the stage gets.
What does balance look like for you these days? How do you maintain perspective and energy across business, sport, and life?
For me, balance isn’t about equal hours—it’s about being fully present in whatever moment I’m in. When I’m courtside, I’m an owner and a fan. When I’m in a boardroom, I’m a builder. When I’m home, I’m a husband and a dad. The key is perspective. Sport has taught me that the scoreboard resets every game, and life works the same way. I prioritise energy and time—if I protect my energy with the right habits, I can show up fully for business, sport, and most importantly, my family.
