Randip Janda

It's two distinct lanes.

I don't know if the Vancouver Canucks are going to do that, but I think that would make a lot of sense, right?

Because what is one of the things that we've heard about here in Vancouver?

It's the culture, making sure that the players understand what that level is, both on the ice, in the community, and resetting that, getting back to the way it used to be, whether that was 10 years ago, whether that was 15 years ago.

So if that is the lane that they choose to go in, maybe the Matt Sundin lane, where you're saying, you don't have to have president of hockey ops experience.

We want you to be a hockey person, but there's more to this from a business and a culture component.

Yeah.

I can understand that.

Now, the other aspect of that is that's a lot of work for the GM, then, because you're taking all of the hockey operations role, which... Yeah, but I think that's fine if you allow them to maybe add to the staff, right?

Yeah, you need to have a team and, you know, credit to the organization as well.

where when Rutherford and Alvina were brought in, they did have a pretty significant hockey operations staff.

They still do.

So having that division of power, labor, whatever you want to call it, is going to be vitally important here because I don't think in today's NHL you need a president of hockey operations.

You just have to have a divisional labor of, hey, if you're the business person, you're the business person.

This is what you handle.

Because over the last four or five years, it has been confusing.

You don't really know, you know, sometimes Rutherford would talk about specific players.

Other times he'd talk more about the business side.

And I think the Toronto case and the Toronto example is one now where you're going to see more teams doing that.

You're going to say, actually, hockey ops, you stay there.