Thomas Drance

Right?

Who have long careers to get to the level of a director where maybe you crest 100K.

Like, very much an office dynamic.

Like, those that most of our listeners and you and I occupy ourselves.

So, there's, first of all, the, like, very human element of, like, when these are the people who are feeling uneasy, right?

These are the people for whom...

that feeling actually, like, matters and is challenging, right?

Like, these are people whose daily decision-making... Real legitimate economic uncertainty.

In terms of their families, yeah, is angsty and impacted.

But secondly, when you have four picks in the top 45, right?

When you have four picks in the top 45...

what matters a lot for you on the draft floor?

Like as the draft is snaking, there's a factor that I think you have to be very mindful of being critical, which is,

your information edge is critical.

Who you like, what you might be willing to move, do to move up, right?

Like all of that stuff.

If you want, if like, if you have a situation where you're having amateur scouting meetings in May and everyone's expiring, first of all, that's going to impact morale.

Secondly, that creates an environment and I'm not questioning the professionalism of any Canucks amateur scouts.

I'm just talking about the basics of how you organize this from a management theory perspective.

It creates a low morale environment where everyone's incentive is at least partially best served, right, by sharing intel, both with rival teams and with media, so as to feather their nest and make sure that they and their families have a soft landing spot in the event that they're not renewed.