Phil Gould

When I was given this role at the Panthers many years ago, I said, I'm not a general manager.

I said, I'll get you a general manager.

But I had no aspirations of being a general manager.

And it sort of morphed into something that I've done over a period of time.

Basically, I see as my role to get the right people in the right jobs to do their job, to help them do their job or to support them to do their job or to give them the resources that they need to do their job.

Simple as that.

And that's everywhere from the administration, the commercial part of the operation, if they need me to help on there.

It comes from the recruitment.

It comes from the coaching.

It comes from sports science.

It comes from high performance.

It comes from education and welfare services.

So all the people that we have, and we run a really big operation.

I mean, Bulldogs now is a big operation, runs a big academy program.

We're just about to complete our $50 million new Centre of Excellence at Belmore, which will sustain the club well into the future.

There's some really great things happening there at the moment.

For my role, I reckon my role, as I see it, is to eventually make myself redundant, because I don't need someone like me in that role, and that the club stands on its two feet and goes from there.

But...

Initially, it's to get the right people in the right jobs and to give them the resources they need to do their job and to support them if they need support to do their job.

And that's pretty much it.