Randip Janda

If there's some major decisions you need consultation on, but moving forward for, I think that's also a selling point, Jamie, for the new person coming in.

Because you want,

autonomy, you want the ability to say, okay, what is the structure here?

Am I the GM?

All right, who do I report to?

Is there a president of hockey operations?

Okay, we're on the same page.

You don't want a lack of clarity when it comes to

the chain of command.

And I think with Rutherford, he is a hall of famer.

He's somebody that I think obviously his Stanley cup wins and what he was able to do in Pittsburgh and his entire career shows you that, you know, he can perform at a high level in that job.

And he has, but at the same time, if you're turning the page, you don't want that in every conversation.

You don't want that third wheel, so to speak.

So the Toronto example is a very interesting one because we had a time and a place where president and hockey operations were, that was the new trend, right?

Maybe it started with the Shannon plan, maybe even a little bit before that.

Now with Matt Sundin, he's been given a different role.

There's an advisor in there, executive in there.

It's not your typical president or even vice president of hockey operations.

It's a new role, which leads you to believe that he is somebody that's there for two reasons.

He's not the head of hockey operations, but the culture question and having a rapport with the fan base, but also making sure that the standard within the building's head, you know, held in a, it's basically, you know, players are treating the crest the right way.