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Larry Kestelman

Larry Kestelman (born 1966) is an billionaire businessman, property developer, and sports executive, renowned for co-founding the telecommunications company in 2001 and for acquiring majority ownership of the () in 2015, which he has since transformed into a thriving professional competition. Born in , , Kestelman immigrated to with his family at the age of 12, settling in Melbourne's southeastern suburbs where his mother worked as a doctor and his father as an engineer. He attended Murrumbeena High School and later studied accounting at Victoria College (now part of ), laying the foundation for his entrepreneurial career amid humble beginnings marked by financial challenges in his early years. Kestelman's business ascent began in ; he co-founded Dodo, an and utilities provider, which grew rapidly and was sold in 2013 for approximately AU$203 million, establishing him as a self-made success story. Transitioning to property development, he founded and serves as Executive Chairman of the LK Group, a Victoria-based firm specializing in luxury residential projects such as the AU$700 million Capitol Grand development in , alongside other ventures including firm Acquire BPO and digital news platform Newsmodo. As of the 2025 , his net worth is estimated at AU$929 million, reflecting his diverse portfolio in property and investments. In sports, Kestelman purchased the Melbourne Tigers basketball team (rebranded as ) in 2012 alongside his cousin Michael Slepoy, before investing AU$7 million to secure a 51% stake in the in 2015, later increasing it to 94%. Under his leadership as Chairman, the league has seen dramatic growth, including a 25% rise in attendance, 40% increase in TV viewership, and 400% surge in engagement by 2019, alongside the addition of new franchises like the and , record crowds, and major broadcast deals with and . He has poured tens of millions into infrastructure, player development programs like Next Stars (which propelled talents such as to the NBA), and international partnerships, including NBA preseason games in , while in June 2024 announcing plans to co-lead the (WNBL) with chair . In September 2025, Kestelman stepped away from direct ownership of after over a decade, though he remains deeply involved in the 's ongoing expansion and success. Kestelman was married to accountant Liana Kestelman for over 20 years until around 2017; his son , an at the who inspired his father's passion for , manages aspects of the league's operations. He is now partnered with Anita Pahor and is actively engaged in , supporting various charities and earning recognition for his community contributions.

Early life and education

Kestelman was born in 1966 in , (then part of the ), to highly educated parents: his mother was a gynaecologist who ran a , and his father was an electrical engineer. As an , he grew up in modest circumstances in the port city on the , where he was carefree but experienced poverty, including collecting and trading discarded chewing gum wrappers with other children. In 1979, at the age of 12, Kestelman immigrated to Australia with his family as part of a wave of Soviet Jewish émigrés, seeking better opportunities amid fears of anti-Semitic persecution. The family first spent six months in Ostia, Italy, awaiting clearance, before settling in Melbourne's southeastern suburbs. His parents faced significant challenges adapting; his father endured 52 unsuccessful job interviews before finding work as a draftsman at Holden, while his mother became a laboratory assistant at a blood bank. Kestelman attended Murrumbeena High School, where he struggled academically while focusing on integrating into Australian society. He later studied accounting at Victoria College in (now part of ), rather than pursuing a full university degree.

Business career

Telecommunications

Larry Kestelman co-founded Pty Ltd in September 2001 with his cousin Michael Slepoy, establishing it as an focused on delivering , dial-up, and related services at competitive prices to residential and customers in . The company initially emphasized affordable access amid a market dominated by larger incumbents like , quickly gaining traction by offering bundled plans that undercut industry standards. Dodo experienced rapid growth over the ensuing decade, expanding its service portfolio to include , VoIP, and utilities such as and gas retail through Dodo Power & Gas, which launched in 2007 to provide bundled options alongside telecom services. By , Dodo had become a significant player in the Australian sector, serving over 400,000 customers with approximately 660,000 active services, including both residential and business accounts across , , and offerings. This expansion was driven by strategic reselling of wholesale services and aggressive marketing of cost-saving bundles, positioning Dodo as a disruptor in a competitive market. In February 2003, the Federal Court ruled that Dodo had engaged in misleading and deceptive conduct, as well as unconscionable practices, primarily for misrepresenting dial-in numbers as providing unlimited local call —resulting in unexpected long-distance charges for consumers—and falsely claiming that customers had no rights or remedies under the Trade Practices Act 1974. The court, by consent of the parties, issued declarations of breaches under sections 52, 53(e), 53(g), and 51AB of the Act, along with injunctions restraining Dodo and its directors—including Kestelman—from repeating similar representations for three years. Resolutions included orders for Dodo to compensate affected consumers and implement a trade practices compliance program, though no pecuniary penalties were imposed. Kestelman's tenure with Dodo culminated in its sale to M2 Telecommunications Group Ltd, announced in March 2013 and completed on May 1, 2013, for A$203.9 million on a debt-free, cash-free basis, representing a major early success in his business career. The proceeds from this transaction provided capital that Kestelman later directed toward diversified investments.

Property development

Kestelman's entry into property development began with the acquisition of a block of land in Caulfield South in the early , during his mid-20s, where he subdivided the site to build two townhouses, residing in one while selling the other. This initial venture marked the start of his activities, which expanded in the early 2000s through further land subdivisions and small-scale developments in 's suburbs. Over the subsequent decades, he progressed to constructing townhouses and mid-rise apartment blocks across various suburbs, building a centered on residential projects during the 2000s and 2010s. A pivotal moment came in 2015 with the launch of the Capitol Grand project, a development comprising a 50-storey residential tower at the corner of and Toorak Roads in . Approved by the Victorian Civil and Administrative Tribunal that year, the A$800 million mixed-use precinct includes high-end apartments, retail spaces, and amenities, positioning it as Melbourne's tallest building outside the and targeting affluent buyers with features like panoramic views and premium services. The project exemplified Kestelman's shift toward upscale, iconic developments, with initial sales exceeding $100 million shortly after its announcement. Kestelman established LK Property Group as the primary entity for his endeavors, founded over two decades ago to oversee developments emphasizing exceptional and dynamic urban living spaces. The group specializes in luxury inner-city residential towers and premium mixed-use properties, collaborating with renowned architects such as Bates Smart to deliver five-star precincts like Capitol Grand. Proceeds from the 2013 sale of his firm Dodo for A$203.9 million provided the capital to accelerate these ventures, enabling larger-scale projects in .

Retail and services

In the 2010s, following the sale of his business Dodo, Larry Kestelman established the LK Group as a and to manage a diverse portfolio of investments across sectors including , , and . The group, headquartered in , oversees nearly 20 businesses and emphasizes innovation and operational excellence in its holdings. A key early investment under the LK Group's umbrella was in Acquire BPO, a firm co-founded in 2006 with Kestelman providing initial backing through his Dodo operations to deliver back-office and services. Acquire BPO has since expanded globally, particularly in the , serving clients with contact center solutions, , and administrative support, while Kestelman maintains a majority ownership stake. This acquisition underscored Kestelman's of leveraging service-oriented businesses to support scalable, cost-efficient operations. Expanding into consumer retail, the LK Group's private equity arm, Queens Lane Capital, acquired the PAS Group in 2020, a Melbourne-based apparel specializing in women's brands such as , , and Yarra Trail, with a focus on design, manufacturing, and distribution across and . In 2021, it further invested in Brand Collective, a and apparel wholesaler and owning licenses for international brands like , Volley, and , operating over 200 stores and emphasizing multi-channel distribution. The two entities merged in 2022 to form a combined $600 million powerhouse, enhancing scale in and while preserving jobs and streamlining supply chains. In April 2023, Queens Lane Capital acquired Snooze, a leading Australian bedding and mattress retailer with approximately 70 stores, along with related entities Futuresleep (a manufacturer) and G&G (a furniture importer), for an undisclosed sum, marking Kestelman's entry into the home goods sector. The deal, completed by May 2023, formed the Hypnos Group to integrate these operations, with plans to invest in digital capabilities and expand Snooze's market presence amid a recovering consumer economy. This move diversified Kestelman's retail footprint beyond apparel into essential home products, aligning with his long-term approach to acquiring undervalued consumer brands for growth.

Sports ownership

In 2012, Larry Kestelman, along with his cousin Michael Slepoy, acquired majority ownership of the Melbourne Tigers, an club facing financial challenges. Under their leadership, the team was rebranded as in 2014 to modernize its identity and broaden its appeal. Building on this involvement, Kestelman purchased a 51% controlling stake in the (NBL) in 2015 for A$7 million, providing critical recapitalization to a league on the verge of collapse. By the , his ownership had increased to 94%, solidifying his role as the league's primary steward. Kestelman's tenure has focused on revitalizing the NBL through strategic initiatives, including securing new television rights deals, reviving dormant franchises like the , and enhancing marketing efforts to boost attendance and sponsorships from one major partner in 2015 to multiple high-profile brands. He has also strengthened partnerships, particularly with the NBA, fostering talent pipelines and joint events such as the NBAxNBL Series to elevate the league's global profile. These efforts, backed by tens of millions in personal investment, have achieved financial stabilization, transforming the into a commercially viable entity valued at over A$300 million by 2024. In 2018, Kestelman partnered with his son to launch First Ever, an online sports apparel company specializing in uniforms and gear, initially developed to supply teams and later expanded to . This venture integrated directly with his interests, aiming to emulate NBA-style merchandising while supporting league branding. In June 2024, Kestelman led a consortium including Tesla chair Robyn Denholm and Wollemi Capital to acquire majority ownership of the Women's National Basketball League (WNBL) from Basketball Australia, with the agreement finalized in November 2024 and operational control assumed from April 2025. The NBL holds a 29% stake in the new structure, aiming to align and grow women's professional basketball alongside the men's league. By 2025, Kestelman had divested his ownership stakes in several NBL teams, including the Tasmania JackJumpers (sold February 2025), Brisbane Bullets (sold April 2025), and Melbourne United (September 2025), while retaining his 94% ownership of the NBL itself.

Personal life

Family and relationships

Kestelman was previously married to Liana Kestelman, an accountant, for approximately 20 years until their separation around 2012. Since 2012, Kestelman has been in a long-term relationship with , a philanthropist and founding patron of the , whom he met that year; the couple married in the early 2020s and often appear together at public events, including sports awards and community functions. He is the father of son Justin Kestelman, born from his first marriage, and the two collaborated in 2018 to launch Hommey, an online sports apparel business aimed at revolutionizing culture in . Justin married Sophia Pafitis in 2023, and the couple welcomed a son in 2024. Kestelman's family immigrated from , , to when he was 12 years old, during the Soviet era; this background has deeply shaped his personal values, emphasizing , hard work, and a survivor mentality that permeates his family dynamics.

Philanthropy and social involvement

Larry Kestelman has supported community initiatives primarily through the Larita Academy, an intensive training program for at-risk founded by his partner Anita Pahor in 2019, with his backing via the LK Group. Under Pahor's as founder and head of , the academy focuses on and development by providing immersive real-world learning experiences, CEO coaching, scholarships, and to build confidence, skills, and employment pathways for participants aged 15-24. The program, which began its pilot and expanded its scholarship intake around 2020 in partnership with youth organization Whitelion, targets issues like and disconnection among vulnerable young people, with annual reviews to refine its impact. Kestelman has leveraged his ownership of the (NBL) as a platform for social advocacy, promoting diversity and inclusion within the sport. In 2017, he publicly voiced support for , stating it was a "no-brainer" and signaling the league's alignment with the cause amid Australia's national debate. He initiated surveys among players, coaches, and fans to identify priorities, aiming to position the NBL as a voice on issues like . This commitment extended to anti-discrimination campaigns, including the league's inaugural Pride Round in 2023 and ongoing celebrations of inclusion and diversity, approached with "love and respect without judgement." Drawing from his own background as a immigrant to , Kestelman has contributed to immigrant support programs, emphasizing the need for the to address immigration-related social issues. While not formalized through a dedicated , these efforts reflect his personal experiences and broader push for to engage on topics affecting newcomers. Post-2020, Kestelman's family has expanded involvement in community work, with Pahor leading growth in initiatives like the Larita Academy and related programs to foster positive connections and entrepreneurial opportunities for youth. These efforts build on the academy's foundation, prioritizing long-term social impact through family-driven philanthropy.

Net worth and legacy

Net worth

Larry Kestelman first appeared on the Australian Financial Review Rich List in 2017, with an estimated net worth of A$749 million. His wealth continued to expand in subsequent years, reaching A$912 million as of the 2024 Financial Review Rich List (published March 2024). As of the 2025 (published March 2025), his is estimated at A$929 million, underscoring the value of his diversified investments across multiple sectors. Kestelman's fortune primarily derives from the 2013 sale of his Dodo to Group for A$203.9 million, alongside substantial holdings in property development and the broader portfolio managed by his , LK Group.

Business impact

Larry Kestelman's acquisition of the (NBL) in 2015 is widely credited with saving the league from financial collapse and sparking its revitalization, transforming it from a struggling entity into a thriving organization with increased attendance, media deals, and international appeal. Under his leadership, the NBL secured a landmark television rights agreement, revived dormant franchises like the , and expanded its footprint, including the launch of the women's league WNBL in a restructured format, thereby elevating 's profile in and fostering greater competition and fan engagement. In the sector, Kestelman's co-founding of in 2001 introduced an affordable model for internet and phone services that disrupted the Australian dominated by larger incumbents, pressuring competitors to lower prices and expand accessibility for consumers. This approach not only grew Dodo into a major player but also influenced broader industry dynamics by emphasizing cost-effective bundled utilities, ultimately contributing to greater and innovation in residential telecom offerings. Kestelman's ventures in property development through the LK Property Group have similarly shaped the residential market in , with high-profile projects like Capitol Grand in setting benchmarks for premium inner-city living and driving competition among developers to elevate design standards and amenities. These developments have influenced urban landscapes by integrating features that attract buyers, thereby stimulating in high-end real estate and contributing to the sector's growth amid evolving consumer demands. The expansion of the LK Group under Kestelman's stewardship exemplifies a successful model for diversified family-owned enterprises in , managing over 20 businesses across , , and while maintaining private control and fostering synergies between sectors. This structure has enabled resilient growth, demonstrating how family offices can navigate economic shifts through strategic diversification without relying on public markets. His substantial wealth underscores the financial success of this model. However, Kestelman's influence has faced scrutiny in recent years, particularly with 2024-2025 ownership disputes in the , where club owners like Jared Novelly accused him of conflicts of interest and excessive control, prompting an investigation by into governance practices. These challenges highlight ongoing tensions in balancing with regulatory oversight in sports and business, potentially shaping future discussions on league ownership structures.

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