John Chayka

It's not that I didn't know anything, but I'd say going to Arizona, there was a lot of instability.

And I don't think it was anyone's fault, but there was a reality of trying to get a new arena done, trying to find an ownership group that could get that done.

We had lots of changes on the executive side for the business.

And so, you know, as the hockey side was pivoting around trying to match all that change, it can be challenging.

So I think just, you know, the value of stability in any sports organization across any sport is a key tenant to their success.

And then alignment, you know, and as you're switching pieces, things shift and move and change.

And again, I think we did our best to try to be adaptable.

But ultimately, you know, a strong owner, CEO through the hockey department down to the bench, those are key variables.

What about managing people?

What did you learn?

Yeah, again, you know, look, I've been managing people from a very young age, right?

I founded Staffleets at a very young age.

Then I went right into Arizona.

I thought I was going to be assistant GM.

That lasted a year.

Ended up being a general manager, managing people there.

My wife and I have, you know, large holdings of assets.

We've got 5,000 employees.

You know, we do several hundred million dollars of revenue in that as well.

And so through all those experiences, I think you're always learning and growing.