David Stearns

This may have been the greatest gift of my career, is working for so many different people. It's a lot. All of them led in very different ways, valued different sources of information, had very different decision-making structures. Whenever I went from team to team, I was always pretty amazed by how different it was. And so that taught me, there's no one way to do this.

This may have been the greatest gift of my career, is working for so many different people. It's a lot. All of them led in very different ways, valued different sources of information, had very different decision-making structures. Whenever I went from team to team, I was always pretty amazed by how different it was. And so that taught me, there's no one way to do this.

This may have been the greatest gift of my career, is working for so many different people. It's a lot. All of them led in very different ways, valued different sources of information, had very different decision-making structures. Whenever I went from team to team, I was always pretty amazed by how different it was. And so that taught me, there's no one way to do this.

There's no one, you gotta be good at this or you have to look at that. Look, I do think we are all seeking the most predictive information possible. But that process starts so far before you actually get to the guys with fancy math degrees or the ladies with fancy math degrees. who actually created the models, it starts like, what are you investing in? What are you collecting?

There's no one, you gotta be good at this or you have to look at that. Look, I do think we are all seeking the most predictive information possible. But that process starts so far before you actually get to the guys with fancy math degrees or the ladies with fancy math degrees. who actually created the models, it starts like, what are you investing in? What are you collecting?

There's no one, you gotta be good at this or you have to look at that. Look, I do think we are all seeking the most predictive information possible. But that process starts so far before you actually get to the guys with fancy math degrees or the ladies with fancy math degrees. who actually created the models, it starts like, what are you investing in? What are you collecting?

What technologies are you going to take a flyer on that maybe five years from now are going to give your organization a competitive advantage? And I think all the people I worked for looked at those questions very differently and probably helped inform how I look at it now.

What technologies are you going to take a flyer on that maybe five years from now are going to give your organization a competitive advantage? And I think all the people I worked for looked at those questions very differently and probably helped inform how I look at it now.

What technologies are you going to take a flyer on that maybe five years from now are going to give your organization a competitive advantage? And I think all the people I worked for looked at those questions very differently and probably helped inform how I look at it now.

Ich glaube, ich habe den Raum ziemlich gut gelesen. Und ich bin da hineingegangen, um zu verstehen, wo die Organisation aus einer Talentperspektive war. Ich verstehe, dass mit dem Talent, das in der Organisation vorhanden ist, die Distribution von Talent zwischen den Major League-Leveln und den Minor League-Leveln, du nicht auf eine konsistente Kompetenz kommen würdest.

Ich glaube, ich habe den Raum ziemlich gut gelesen. Und ich bin da hineingegangen, um zu verstehen, wo die Organisation aus einer Talentperspektive war. Ich verstehe, dass mit dem Talent, das in der Organisation vorhanden ist, die Distribution von Talent zwischen den Major League-Leveln und den Minor League-Leveln, du nicht auf eine konsistente Kompetenz kommen würdest.

Ich glaube, ich habe den Raum ziemlich gut gelesen. Und ich bin da hineingegangen, um zu verstehen, wo die Organisation aus einer Talentperspektive war. Ich verstehe, dass mit dem Talent, das in der Organisation vorhanden ist, die Distribution von Talent zwischen den Major League-Leveln und den Minor League-Leveln, du nicht auf eine konsistente Kompetenz kommen würdest.

Also brauchte man eine Art Reset. Ich verstehe auch, dass der Unternehmensgruppe dort, lediglich von Marc Adonacio, unglaublich kompetent ist. Und durch einen sogenannten verlängerten Reboot, wie es die Astros oder die Cubs gemacht haben, doing at that time was not a recipe for success there.

Also brauchte man eine Art Reset. Ich verstehe auch, dass der Unternehmensgruppe dort, lediglich von Marc Adonacio, unglaublich kompetent ist. Und durch einen sogenannten verlängerten Reboot, wie es die Astros oder die Cubs gemacht haben, doing at that time was not a recipe for success there.

Also brauchte man eine Art Reset. Ich verstehe auch, dass der Unternehmensgruppe dort, lediglich von Marc Adonacio, unglaublich kompetent ist. Und durch einen sogenannten verlängerten Reboot, wie es die Astros oder die Cubs gemacht haben, doing at that time was not a recipe for success there.

There was not going to be an appetite for a five to seven year bad baseball draft at the top and slowly build up. So I knew we were going to have to take some risks. I didn't know exactly where those risks were going to occur. The first thing you do in those situations is you get the payroll down to get the business a little bit more sustainable, which we did.

There was not going to be an appetite for a five to seven year bad baseball draft at the top and slowly build up. So I knew we were going to have to take some risks. I didn't know exactly where those risks were going to occur. The first thing you do in those situations is you get the payroll down to get the business a little bit more sustainable, which we did.

There was not going to be an appetite for a five to seven year bad baseball draft at the top and slowly build up. So I knew we were going to have to take some risks. I didn't know exactly where those risks were going to occur. The first thing you do in those situations is you get the payroll down to get the business a little bit more sustainable, which we did.

Und dann, die Risiken, die wir begannen zu nehmen, waren, wir haben das Farmsystem ziemlich schnell gebaut. Zuerst durch die Betreuung von Veteranen, was eine ziemlich konventionelle Taktik ist. Aber dann, als wir das gemacht haben, haben wir wahrscheinlich gezwungen, den Team zu erhöhen, in einer viel früheren Phase, als die Leute vorher gemacht haben. Also...

Und dann, die Risiken, die wir begannen zu nehmen, waren, wir haben das Farmsystem ziemlich schnell gebaut. Zuerst durch die Betreuung von Veteranen, was eine ziemlich konventionelle Taktik ist. Aber dann, als wir das gemacht haben, haben wir wahrscheinlich gezwungen, den Team zu erhöhen, in einer viel früheren Phase, als die Leute vorher gemacht haben. Also...