John Chayka

But ultimately, I understood the weight of the decision.

Yeah, I think we've had those conversations kind of academically, of course.

Right.

And, you know, as we get to work together on different opportunities, I think that'll flesh itself out even further.

But again, I think ultimately what we're trying to do too is build like an entire organization.

in a front office that, you know, we have different perspectives and different inputs, and ultimately we all put the best information on the table, and, you know, someone's got to make a judgment call.

And you can have the best data, but that doesn't mean that there's a conclusion.

Someone's got to, you know, read the data and interpret it and make a decision, and that'll be our collective decision.

And, you know, I'm very comfortable that, like Matt said, we have an aligned vision and a common goal.

And I hope that there's, you know, a lot of people in the organization that bring other ideas that aren't ours.

and, you know, forced us to make good decisions that maybe didn't, you know, come from our, you know, our thought process.

Yeah, to answer your first question about what we talked to Keith about, I think it's important, and then we talked to Edward about it.

As I think about building out an organization, again, I said this at the beginning, it's two tracks, right?

There's the foundational pieces.

amateur scouting, player development, player care, sports science, R&D, the list goes on.

These are things that, you know, hopefully will sustain the Toronto Maple Leafs for a very long time and honestly well beyond my years, hopefully.

That's the goal.

And I think those things are, you know, daily things.

Everyone in the organization every day is going to be committed to doing that again and again and again until we have a real player development machine.

And if we can do that, we'll put ourselves in a really good position to answer your question much more forcefully.