the Guardian Touring Fund for the Detroit Symphony Orchestra. Gerson said Davidson thought culture was important for a region — for business reasons, but also for quality-of-life reasons. “[Bill recognized that] having leading cultural institutions, like a world- class symphony, helps businesses hire the quality of people they want,” Gerson added. “And when these cultural organizations achieve excellence, it’s great for the region. It provides a great image for our area, the same way that having a winning sports team does.” A Role Model Among Team Owners Davidson knew a thing or two about winning sports teams. As an athlete who ran track at U-M, played football in the armed services and tennis later in life, Davidson’s interest in owning professional sports teams grew from his love of competition. In Michigan, Davidson was best known as the managing partner of the Detroit Pistons, which he bought in 1974, and its sister team, the Detroit Shock. In 1999, Davidson acquired the NHL’s Tampa Bay Lightning. During his tenure as owner, Davidson’s professional teams won seven world championships: three in the NBA, three in the WNBA and one in the National Hockey League. During a magical run in 2004, Davidson’s Pistons won the NBA championship and his Tampa Bay Lightning won the Stanley Cup a couple weeks later. His Detroit Shock had already won the WNBA championship in late summer 2003, giving him three championships in a year, a feat no sports team owner has ever matched. “We logged a lot of air miles that year between Detroit and Tampa,” said Davidson’s widow, Karen. “It was a hectic, but fun time. We had to stop ourselves and say, ‘Wow, this is history happening.’” A Strong Steward of the Institute “Bill loved being a winner,” noted Karen Davidson. “He wanted to be successful, to be the best in everything he attempted: in sports, business and philanthropy.” It was no surprise then that, after endowing an institute in his name at U-M, he didn’t walk away. Instead, he remained active in WDI affairs — regularly attending board meetings and making sure that the organization stayed true to its mission — right up until his death in 2009. “He was happy that the William Davidson Institute was providing great experiences on the ground for students and faculty,” Karen Davidson said, “and that it was helping people and organizations in emerging countries. “The Institute became exactly what he hoped it would.” “[Bill recognized that] having leading cultural institutions, like a world-class symphony, helps businesses hire the quality of people they want. And when these cultural organizations achieve excellence, it’s great for the region.” 25th Anniversary 11