Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
This is the story of the one.
Speaker 2 (00:02):
As a maintenance supervisor at a manufacturing facility, he knows
keeping the line up and running is a top priority.
Speaker 1 (00:08):
That's why he chooses Granger.
Speaker 2 (00:10):
Because when a drive belt gets damaged, Granger makes it
easy to find the exact specs for the replacement product
he needs, and next day delivery helps ensure he'll have
everything in place and running like clockwork. Call one eight
hundred Granger, Clickgranger dot com, or just stop buying Granger
for the ones who get it done.
Speaker 3 (00:30):
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Speaker 4 (00:46):
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(01:07):
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Speaker 5 (01:15):
All right, well, good morning everyone, Welcome and thank you
for joining us for this very exciting day here at
coors Field. I'd like to especially welcome Rockies owner Charlie
Mofford in a corner, excuse me, Rockies President Greg Fiesel,
and the rest of the Deepodesta family over here along
the side. I'd also like to welcome those watching on
MLB Network, Rockies dot Com, and the Rockies YouTube page,
(01:38):
as well as those listening on KWA Radio eight fifty
AM and ninety four to one FM. We're here today
to formally introduce Paul Deepodesta as the Colorado Rockies new
President of Baseball Operations.
Speaker 6 (01:58):
Paul, we're thrilled to have you.
Speaker 5 (01:59):
And your family, some of them, like I said, are
long are along the wall here.
Speaker 6 (02:02):
Joining the Rockies family here in Colorado.
Speaker 5 (02:04):
Welcome up on the stage with Paul or A, Rockies owner,
chairman and CEO Dick Montfort, and Rocky's executive vice president
Walker Montfort. Before taking questions, we'll get started with opening remarks,
and with that it's my pleasure to turn it over
to Dick.
Speaker 7 (02:20):
Yeah, thank you, Corey, and thank you all for being here.
I was going to get up and talk up there,
but I have this fear that one of these days
I'm going to fall off this thing, so I'm going
to just stay seated. But I do thank you all
for being here. It's nice to see some excitement in
this room. I'm going to pretty much let Walker and
(02:45):
Paul do this. I will hang around for questions, but
I'll let Walker introduce and then Paul do whatever you're
going to do.
Speaker 6 (02:56):
All awesome.
Speaker 8 (02:58):
Well, first of all, like you mentioned, thank you all
for being here today. You know, I think a few
of you may actually know Paul a little bit better
than than we do. After a couple of days in
Vegas and Grill and him, he got a good taste
of what it's going to be like here in Denver.
But we do appreciate those of you that made the
trip getting out there and and certainly just you know,
(03:20):
helping us tell the story even just a weekend, So
appreciate that.
Speaker 6 (03:26):
Paul.
Speaker 8 (03:26):
It's great to finally have you here in Denver. It's
been a whirlwind since everything became public last Thursday, and
we're thrilled to officially welcome you, your wife Karen, and
your sons Alex, Evan and Trevor here today and their
Rockies gear over here with with their York Space Systems patch.
(03:47):
You know we also look forward to meeting your daughter
Talia here in short order. When this process began just
over a month ago, someone asked me what we're looking
for in this role coming off of the difficult season.
Speaker 6 (03:58):
My answer was simple.
Speaker 8 (04:00):
We needed someone who could transcend, someone who could take
us beyond where we are today and help us reach
new heights as an organization. We began the search by
reaching out to trusted voices around the game, people who
know what it takes to do the job and who
understand both our market and our mission to win. Through
those conversations, one name quickly rose to the top, the
(04:21):
gentleman sitting right here next to us. Of course, it
was a name we recognized, but as we learned more,
we realized there was far more to his story than
met the eye. Throughout our conversations, Paul impressed all of us, me, Dick,
and Charlie with his leadership style, his deep experience building
not just teams on the field, but a culture within
(04:42):
the front office, and his unique perspective on how the
game should be played and led. From our very first calls,
track record of success, his resilience through challenges and his constant.
Speaker 6 (04:54):
Drive to evolve and improve stood out.
Speaker 8 (04:57):
It became clear that Paul isn't just a problem solver,
He's a visionary leader. He's a visionary leader who inspires
collaboration and conviction and everyone around him. After several more discussions,
we unanimously agreed Paul is the kind of leader that
can make an immediate and lasting impact with our staff,
our players, and throughout the organization. Now we all know
(05:20):
it's been a tough stretch here for the Rockies, say
the least. There are no excuses for that. But today
Mark's something new.
Speaker 6 (05:27):
Today is the.
Speaker 8 (05:28):
First day of our future, and from here on we
will not accept anything other than progress. To our fans,
we know you're frustrated. You have every right to be.
We are too, and I can't express how grateful we
are for your continued passion and support.
Speaker 6 (05:46):
I know you're tired of hearing words. You want to
see action.
Speaker 8 (05:50):
Bringing Paul on board to lead our baseball team as
our first move, and there will be many more to come.
It's the first move towards getting this team back to
where we know it can be and where you, our fans,
deserve it to be. We hear you, We feel your passion,
and we share your belief in what Rockies Baseball can
be and should be. Our mission is to get there,
(06:11):
and we couldn't be more confident that Paul is the
right person to help restore pride in our brand, re
energize this organization, and build something truly special here in Denver.
Most of us in this room have witnessed the electricity
of the city when the Rockies are full steam, and
is our goal to get back to that as soon
(06:31):
as possible. We have our work ahead, but we couldn't
be more excited to begin that journey with Paul.
Speaker 6 (06:36):
Today.
Speaker 8 (06:37):
With that said, it is my pleasure to officially introduce
our new President Baseball Operations, Paul de Podesta.
Speaker 9 (06:44):
Take it away.
Speaker 6 (06:51):
Thanks very much.
Speaker 10 (06:53):
It's really hard to express just how excited I am
to be here and I can't.
Speaker 6 (06:58):
Wait to get started.
Speaker 10 (06:59):
Especially over the course of the past week, I feel
like they've been trying to start and then not actually
being able to do it. So I'm glad to finally
get here in Denver and get going. First of all,
I want to thank the monforts really for entrusting me
with this responsibility. It's been a great process over the
course of the past four or five weeks and getting
to know them and getting to know this market. I
(07:20):
also want to thank that the has On family and
the Cleveland Browns just for the trust they gave me
over the course of the past ten years. And then
even you know, their willingness to allow me to entertain
this and it's sort of an awkward time in the
middle of our season. Not everybody would do that, and
so it means a lot to me, and they've meant
a lot to me over the course of you know,
(07:41):
the last ten years. And also my family, my wife Karen,
my kids, Trevor, Tally, Evan and Alex. They've they've been
unbelievably supportive, you know, through all these years. They've been
great fans, even when they stacked their fantasy teams with
Joe Burrow and Jamar Chase and other plays in the
AFC North.
Speaker 6 (08:02):
It's okay.
Speaker 10 (08:05):
Look, I've been I've been incredibly fortunate over the course
of the past thirty years. Right I was with a
CFL team, five different Major League Baseball teams, an NFL team.
I've gotten to see a lot. I've been on both coasts.
I've been in the Midwest. I've been in big market teams,
small market teams, mid market teams.
Speaker 6 (08:22):
I've sort of seen it all.
Speaker 10 (08:23):
And once you go through all that, you really start
understanding what it is that's important to you in an organization.
And it really for me begins with ownership. And you know,
it's one of the reasons it was so hard to
leave Cleveland, as I thought we had terrific ownership there,
you know, with with the haslms and the foundation that
had ownership. When you're when you're looking at it, at
(08:44):
least from my perspective, is you know, is there a
really high care factor, you know, for the organization and
for the city. Is their patience you know, because these
things don't always happen overnight.
Speaker 6 (08:59):
And is it is it a partnership.
Speaker 10 (09:00):
You know, or you just an employee that if you
don't get it done in year one then they're just
going to move to the next person. Where there's you know,
there there's loyalty. There truly is a partnership. And while
I had that all those things in Cleveland, you know,
over the course of the past month that I got
a chance to spend time with with Dick and Charlie
and Walker and everyone here. I absolutely felt that that
(09:22):
they checked every one of those boxes, and I felt
great about the potential of moving here.
Speaker 6 (09:29):
The second thing, you know, I always looked for is
the challenge.
Speaker 10 (09:33):
You know, thirty different Major League Baseball teams, they all
have their own challenges, and they're all interesting challenges. But
let's be honest, there's there's no challenge as compelling as
this one. You know, this is a unique environment and
there's a reason it's it's interesting to so many people,
not just in baseball, but even in sports.
Speaker 6 (09:51):
So to take that on, you know, that was really
exciting for me.
Speaker 10 (09:56):
The other part of it, you know you start thinking about,
is is the venue and the geography, and look, there's
you know, for the last thirty years, this has consistently
been one of the best venues in all of baseball.
Speaker 6 (10:07):
It's a great place to watch a game.
Speaker 10 (10:09):
Uh probably better as a home fan than as a visitor,
but it's a it's a terrific place to be. And
then again, geographically, you know, this isn't just a city's team.
This is a this is a region's team. It's a
you know, a huge part of the United States that
are Rockies fans. So all of that was intriguing, and
then it really comes down to, you know, the last piece,
(10:29):
which really is the fans.
Speaker 6 (10:31):
Right you.
Speaker 10 (10:32):
If you're going to pour yourself into something, you know,
ideally you do it in a place where it matters
to somebody, or hopefully matters to a lot of people.
And while I know it has been a difficult, you know,
few years here, the fans support has been remarkable. I
mean still lots of fans, you know, in every one
of these games the last few years. I think everybody
(10:54):
sort of dying for this organization to get back to
where it was.
Speaker 6 (10:58):
And I can tell you.
Speaker 10 (10:59):
You know, in from two thousand and four to twenty ten,
I was in this division as an opposition, and in
two thousand and seven, in game one sixty three, I
was here. I was in this building, right and so
I know what it's like when the Rockies are really good,
and like you said, when they're rolling. I know what
the electricity is like in this building. And that night,
(11:23):
while I probably have a very different feeling and memory
of that night than most of the people in this room,
it made a mark, like it made a mark on me,
and I just thought, geez, you know, if you ever
have the opportunity. I mean, this is this is a
special place. So I'm very anxious to get started and
get back to that point you know where the Rockies
are winning every year and we can create that kind
(11:43):
of electricity in this ballpark because it's you know, it's special.
Speaker 6 (11:47):
So thanks again for having me again.
Speaker 10 (11:49):
I can't wait to get started and excited to be here.
Speaker 6 (11:53):
Awesome.
Speaker 5 (11:54):
All right, Well, thank you Paul, thank you for Walker,
Thank you Dick. At this point, we'll go ahead and
take questions from those in the room. If you have
a question, please raise your hand, and Kevin or Edwin
from the Rocky's communication staff, we'll pass you.
Speaker 10 (12:05):
Mike.
Speaker 5 (12:06):
Just please make sure to introduce yourself and state your
affiliation before your question. We'll go ahead and get started
with Thomas Hardin first over here.
Speaker 2 (12:13):
This is the story of the one as a maintenance
supervisor at a manufacturing facility, he knows keeping the line
up and running is a top priority. That's why he
chooses Granger because when a drive belt gets damaged, Granger
makes it easy to find the exact specs for the
replacement product he needs, and next day delivery helps ensure
he'll have everything in place and running like clockwork. Call
(12:35):
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stop buying Granger for the ones who get it done.
Speaker 11 (12:43):
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(13:06):
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Speaker 1 (13:13):
This is the story of the one.
Speaker 2 (13:15):
As a maintenance supervisor at a manufacturing facility, he knows
keeping the line up and running is a top priority.
Speaker 1 (13:22):
That's why he chooses.
Speaker 2 (13:23):
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it easy to find the exact specs for the replacement
product he needs, and next day delivery helps ensure he'll
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eight hundred Granger, Clickgranger dot com, or just stop buying
Granger For the ones who get it done.
Speaker 12 (13:44):
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(14:07):
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it done.
Speaker 13 (14:13):
Thomas Harding MLB dot com. Welcome to Denver. Okay, when
you've talked about Dick and Charlie and Walker, but at
what point in the interview process did you feel like, Hey,
I'm going to have that I don't know if the
word is autonomy, but I'm going to be able to
put my vision in here and they're going to trust
me with it and maybe, you know, just kind of
(14:35):
defer to my thoughts and beliefs in this.
Speaker 6 (14:38):
Sure, Thanks Tomas.
Speaker 10 (14:39):
I think very early on, to be honest with you, look,
let's let's be candidate. I mean, for them to connect
with me. You know this wasn't going to be the
most traditional hire. I mean, it showed me right away
that there was a real open mind in this here.
There was a willingness to you know, to do things
differently and to try some things. So so you know,
(15:00):
from the beginning, I think in our very first conversations,
I got that sense that, hey, we we know we've
done you know, we know we've done things a certain
way for a while.
Speaker 6 (15:09):
They haven't worked the way we wanted to.
Speaker 10 (15:11):
We're ready for a change, and we're ready to bring
someone in here to affect that change. So I felt
that right away, and then throughout the whole process.
Speaker 14 (15:22):
Hey, Paul, I guess this is for your packgram Associated Press.
You know, course Field is a unique venue, as you know,
it's you know, the splits there are different. How do
you how do you turn course Field into an advantage?
I mean, we're some of the ways you can make
that an actual advantage for the Rockies.
Speaker 6 (15:36):
Well, you know that's certainly the goal.
Speaker 10 (15:37):
I mean I can tell you again, as as an
opposing team here, a number of times through those years,
I mean, we'd look at the schedule in March and
you'd circle these dates, you know, and you dread them.
You think, geez, we've got to go in there for
three days. No lead is safe. We don't know how
we're going to get through this with our pitching. We're
going to need to be thinking about how we're going
(15:59):
to set up our pitching for the series after this.
That's what I want this to be. Like, this has
a chance to be. I think that, you know, the
best home field advantage in all of baseball. So that's
our goal, and that's what we that's.
Speaker 6 (16:10):
What we want.
Speaker 10 (16:11):
I'm not going to get into the details of exactly
how we plan on doing that, but that's certainly the
goal here. I see it as a you know, potentially
huge advantage.
Speaker 15 (16:21):
Quest Patrick Saunders, Denver post Walker have a question for you.
Can you, in a nutshell explain to us how the
hierarchy now is going to work, from your dad to you,
to Paul, to who he hires underneath and just just
your hierarchy of how this is going to work.
Speaker 6 (16:37):
Yeah, of course.
Speaker 8 (16:38):
So obviously everyone reports upward to our chairman and CEO,
my father Dick, and basically from there, I'll still be
responsible for oversight of the of the entire organization. So
Paul will report to me, those that he hires will
report to him, and like I told Paul when we
(16:59):
were going through this process. I mean, I'm very much
behind him as it relates to his experience in the sport.
I think my goal is to learn from Paul and
others that he brings in on a daily basis. But
you know, above and beyond that, it's partnering with him
and you.
Speaker 6 (17:17):
Know, really being part of the same team. But that's
how it'll be organized.
Speaker 16 (17:22):
Paul, Welcome to Denver.
Speaker 6 (17:23):
Troy Rank from the Denver Post.
Speaker 16 (17:26):
When the Rockies have had issues through the years, part
of it has been identified as the infrastructure. It's not
just at this level here. Do you feel confident you'll
be able to hire enough people to change how you
do things inherently because you were a data guy at
the forefront of it twenty years ago, to where you
can create a philosophy that runs through the organization with
(17:46):
people where it's consistent. In other words, do you feel
you'll be empowered to create that infrastructure? And Walker, can
you speak to that will? Will you have a chance
to bring in X number of people to create the
change you guys are looking for.
Speaker 8 (18:00):
I'll let you start.
Speaker 6 (18:00):
Sure.
Speaker 10 (18:01):
Uh, yeah, absolutely, I feel really good about the possibilities
in terms of what we can do here as we
continue to sort of build out the base operation.
Speaker 6 (18:09):
You know.
Speaker 10 (18:09):
That being said, the first thing I want to do
is really get to know everybody here that's already here
and understand the capabilities that are already in place. I
think it's probably beyond what maybe some people think, but
I want to do that before I start thinking exactly
about how we maybe want to supplement that with with
additional people or additional skills. But but no, I've been
(18:30):
given assurance is that that there's actually a there's not
just an appetite, there's like a thirst to build this
out and you know, to make it a real strength
for the organization.
Speaker 6 (18:44):
Yeah.
Speaker 8 (18:45):
I mean one of the things that we talked about
through uh through the conversations with Paul was we do
have resources, right, I think we did. We did a
study where we looked at a number of other teams
that are, you know, sort of our size, mid market
type teams, Center of the country type teams. And what
we found is, you know, it's it's not necessarily that
(19:06):
we're not spending enough money.
Speaker 6 (19:08):
We do have resources.
Speaker 8 (19:10):
We have comparable resources to those other clubs. But one
of the things that I think Paul will be tasked
with is figuring out how to allocate the dollars right.
Speaker 6 (19:19):
Where are we missing? Where do we need to add?
Speaker 8 (19:23):
What can be done different with those dollars to provide
you know, long term a greater return on investment. So
we're going to be supportive of that where we look
forward to having his thoughts on what needs to be done.
And again, I think there's going to be plenty of flexibility.
Speaker 6 (19:40):
I want to just add one more thing to that.
Speaker 10 (19:42):
I think it's also not always just about the sheer
volume of people or volume of information. It's how you're
actually utilizing and it is it impacting your decision making?
Is it impacting your player development?
Speaker 6 (19:53):
You know, et cetera. So there is a point.
Speaker 10 (19:56):
We're not there, but there's a point where there's diminishing
returns just adding more and more people are more and
more data. But I think we need to figure out
exactly what that right line is for us so that
the things that we're doing can really move the needle,
you know, for the major league team.
Speaker 17 (20:11):
Paul, congratulations and welcome to Denver. Ed Henderson with Crawford
Media Group. I wanted to ask you, I'm sure right
now you're drinking from the fire hose and will be
for some time. But if you can identify maybe one
or two of your top priorities as you move through
this process.
Speaker 10 (20:26):
Well, I think, you know, the first is just to
get to know everybody here, like I said before, and
understand the capabilities that are already in the building.
Speaker 6 (20:35):
But then there's some real decisions we have to make.
Speaker 10 (20:37):
Certainly the manager is a is it you know, first
and foremost I think in my mind, and then from
there it's setting the entire major league staff. We also have,
you know, some some pitching jobs that we need to
we need to fill, including sort of the top pitching jobs,
and that that's not just hiring a person, that's actually
establishing a pitching philosophy for the entire organization. So those
(20:59):
are I think those are sort of front and center
in my mind. Clearly, there will be probably some front
office transactions and obviously this are off set. We've got
to go sign some players and you know, fortunately that's
already been happy. We've had some waiver claims, there's some
some free agents we've been out there trying to sign,
so that'll be happening at the same time or concurrently.
But but yeah, I think you know the personnel here
(21:22):
within the building.
Speaker 1 (21:24):
This is the story of the one.
Speaker 2 (21:26):
As a maintenance supervisor at a manufacturing facility, he knows
keeping the line up and running is a top priority.
Speaker 1 (21:32):
That's why he chooses.
Speaker 2 (21:34):
Granger because when a drive belt gets damaged, Granger makes
it easy to find the exact specs for the replacement
product he needs, and next day delivery helps ensure he'll
have everything in place and running like clockwork. Called one
eight hundred Granger, Click Grainger dot com, or just stop
buying Granger for the ones who get it done.
Speaker 10 (21:55):
You know, starting with the manager is probably the first
order of business.
Speaker 18 (22:00):
Paul Mark kiz led denverg Isette like you two decades
ago and oh seven, I was in the building. So
I have two questions for you. Number one, did Matt
Holiday touch home plate? And number two, how long does
it take to go from last place to first place?
Speaker 10 (22:19):
So I actually was going to purposely try to avoid
this question, but I'm not sure he's ever a touched
home plate, but he just my perspective. You know, I
actually got a chance to connect with Matt late last week,
so I'm sure it'll be a topic for us. You
know at some point, but you know, in terms of timing,
(22:40):
you know, I've I've talked about this before. I as
I've moved.
Speaker 6 (22:43):
To different organizations.
Speaker 10 (22:44):
Oftentimes when you go to an organization, there's a need
for some change, right, things haven't been going great. That's
why these jobs are available. So I've been through this
now a handful of times. I still don't know exactly,
you know, the timeframe, because I think each situation is
a little different, and I don't know enough at this
point to tell you exactly when that would be.
Speaker 6 (23:05):
But I'll tell you this.
Speaker 10 (23:05):
I think what we're actually trying to achieve is this
like fundamental change of state right within the organization.
Speaker 6 (23:12):
And that's both the talent on.
Speaker 10 (23:13):
The field, it's also the culture in the clubhouse, the
culture and the building. And even as I've gone through
these different organizations and experienced that, I still have never
been able to say, oh, yeah, that was perfectly predictable,
like three years ago.
Speaker 6 (23:29):
It was, you know.
Speaker 10 (23:29):
I remember even when I first got to Oakland, for instance,
my first spring training there, it just felt different than
had when I'd come from Cleveland. Like Cleveland, it was
a situation where they just expected to win every single day,
and in Oakland that was lacking for sure, you know
that first spring training.
Speaker 6 (23:48):
And then it sort of evolved to.
Speaker 10 (23:51):
Hey, we think we can compete with these guys, and
then it evolved to, hey, we think we can you know,
compete with anybody, like even the best team, and then
it evolved to we know we can win.
Speaker 6 (24:03):
It doesn't matter who's in the other dugout. And that's a.
Speaker 10 (24:06):
Process, right, and it does take time. I'd love to
speed it up as quickly as we could, but I
do think you have to sort of hit each stage
in that process, and not each one is a year.
You know, sometimes those things happen over the course of
an individual season. But look, I don't want this to take,
you know, a.
Speaker 6 (24:26):
Bunch of years. I'm anxious to get going.
Speaker 10 (24:28):
And you know, as Walker said at the beginning, you know,
start showing some progress right away and and move to where.
Speaker 6 (24:33):
We want to be.
Speaker 10 (24:35):
But I think we'll, I think we'll start to feel
it before it necessarily shows up, and uh, we'll start
feeling that that progress toward that fundamental change of state
you've worked.
Speaker 17 (24:46):
For the empire.
Speaker 1 (24:51):
Challenges.
Speaker 10 (24:52):
Yeah, I mean, you know, when I left the Dodgers,
I went to the podrace, so it was you know,
I've been in the I've been in this boat before.
I've also been in you know, New York when I
was the Mets and they were the Yankees, like right
across the street. Even with the A's the Giants were
right across the street and had some great teams. I
(25:13):
just don't get caught up in those things. I think
we have to worry about ourselves and not worry about
when anyone else, when anyone else in the division is doing.
There are some great teams. There's some really really competitive
teams in this division.
Speaker 6 (25:25):
That's okay.
Speaker 10 (25:25):
We planned to, you know, hopefully be one of them
at some point here relatively soon.
Speaker 6 (25:31):
You know.
Speaker 10 (25:32):
I also started back in the day where there were
eight playoff teams like they're now twelve. There's room for
all of us. So I think, for you know, my
goal is we got to be playing in October, and
I'll take my chances against anybody.
Speaker 6 (25:43):
Once you get there.
Speaker 19 (25:45):
Well, Christian Christian final first and Christian line will be
on the new Denver seven. This question is for Dick
Dick with the Walker as executive vice president and now
Paul as President of Baseball operations. What were you what
specifically will your role be on the baseball side of
the operation moving forward.
Speaker 7 (26:07):
I think they're sort of pushing me out. Doesn't it
feel that way? No, I mean, hey, much has been
said about what I do and don't do. I'm here
to support Walker. I'm here to support Paul. I'm here
to support everybody in this building. And you know, we
(26:31):
we have to have the resources to make all this work,
and that sort of always has been part of my
responsibility too. But I'm here to support people. I'm not
as bad as anyone thinks I am. I do care.
I think that's where it sort of gets foggy. I
care about you know, winning, I care about our players.
(26:55):
I care about our you know, the entire staff that
work here. They work extremely hard, and so you know,
I defend them and I support them, and but you know,
really it's Paul's job, it's Walker's job, and I'm there
to support them. And like I tell people, I'm the
overhead around here.
Speaker 20 (27:17):
Paul Christian Science DMVR Sports. You talked about one of
the biggest decisions facing you being a managerial decision. What
are some of the qualities you're looking for as a manager.
What are you hoping to get from a successful manager
in this hiring search?
Speaker 10 (27:29):
You know, I've always believed that I think the most
important job a manager has is just being a great
relationship manager. Relationships with the players, relationships with the rest
of their staff, relationships with the front office, et cetera.
Speaker 6 (27:41):
Look, it's a hard job.
Speaker 10 (27:42):
I mean, it's it's unbelievable everything that they have to
deal with on a daily basis, But I think that's
at the core of it. Are there other things that
are important, Sure, I mean, you know, game strategy and whatnot.
But I think there are a lot of people that
are capable of doing some of those types of things.
But I think the people that are exceptional relationship managers,
they're they're harder to find.
Speaker 21 (28:06):
Paul Owen Perkins from The Tellier. At times, do you
as there's a lot of concern about twenty seven and
labor and as you're putting together, you know, a rebuild
of the organization, how much do you look to that?
How much does that come into your thinking on putting
(28:27):
things in place now with that looming in your mind,
or do you have to kind of ignore that aspect?
Speaker 10 (28:34):
You know, I'd say this at least as we sit
here today, there's so much right in front of us,
you know that we need to tackle between now and
the middle of February, that that that's really what's on
my mind, more so than anything that's you know, a
year away or more than a season away. Obviously, at
some point, you know, from a strategic standpoint, we need
(28:54):
to be you know, thinking through possibilities. But right now
it's not really not really part of the calculus.
Speaker 6 (29:01):
H John Treach nine News Dick.
Speaker 22 (29:05):
In order to make big changes, you have to take
big swings.
Speaker 20 (29:08):
How much do you want Paul to take those big
swings and risks?
Speaker 7 (29:13):
Yeah, I mean we've taken big swings before. Paul's taken
big swings before. You know, you calculate those risks, and
you know, if the worst possible thing could happen, are
we all right? And so you know, you just have
to weigh those risks. You know, we all you know,
(29:33):
we understand where we're at. As Walker said, we we
fit in a group of about fifteen teams that you
know are not as resourceful, let's say, as you know,
the top five or eight teams. So you know, we
know where we live. But risks you know, we're up
for risks, just like anybody else.
Speaker 23 (29:56):
Got Paul Scottigain's nine News Welcome to Denver. In your
last position in Cleveland, you received a lot of blame
for the Deshaun Watson trade that objectively was a failure
with that organization.
Speaker 6 (30:07):
Is that fair?
Speaker 23 (30:08):
And if so, how can you be assured that you
won't do something like that again here now in Colorado.
Speaker 6 (30:13):
The previous question was about big swings. Huh yeah, risk.
Speaker 10 (30:17):
Yeah, you know, I was also calling plays for the Browns,
you know. And now, look, and I've said this before,
I think whenever you have a significant player decision, whether
it's trade, bring, free agent, signing, number one draft pick,
whatever it is, like those are organizational decisions, right, Those
are done collaboratively, like a lot of people on board,
(30:39):
And if you're a senior leader of that organization at
that time, then you own that decision.
Speaker 6 (30:44):
I mean you do. We all do. So that's the
way I feel about that, and it's the.
Speaker 10 (30:49):
Way I feel about sort of almost all the decisions
we made there in Cleveland.
Speaker 6 (30:52):
I absolutely you know, own them all.
Speaker 10 (30:54):
And look, I've said this now for probably twenty five plus.
I lost my no hitter a long time ago, Like
a long long time ago.
Speaker 6 (31:05):
I'm not perfect. I haven't been perfect.
Speaker 10 (31:07):
I won't be perfect going forward, Like we are definitely
gonna miss again, but hopefully we learn from that, and
we learned from both the successes and the failures, and
you know, we get better the next.
Speaker 6 (31:17):
Time we need to make a significant decision.
Speaker 10 (31:20):
And I do feel like I've been able to do
that through the course of my career. I feel confident
them a lot better today than I was five years ago,
or ten years ago, or twenty years ago, and I
hope five years from now I'm a lot better than
I am sitting here today.
Speaker 22 (31:32):
Hey, Paul, right in front of Brandon Cristauguerilla Sports. Now
that Scotty asked the football question, I think a lot
of people want to hear about Shad or Sanders, and
if you're ever gonna get on the field, we can do.
Speaker 7 (31:40):
That another time.
Speaker 19 (31:41):
I'm curious because you's started to talk.
Speaker 22 (31:43):
About the uniqueness of course field. What are your thoughts
on the dimensions and potentially changing them to not make
it the biggest outfield so that singles become doubles, and
doubles become triples and the wall that was at it
in right field that Jeff Bridite put up. Any thoughts
to changes to the dimensions, No.
Speaker 6 (31:58):
Not immediately, right.
Speaker 10 (32:00):
I mean, I think I certainly have a sense for
how the ballpark plays because it obviously been here a
bunch is as a part of the visiting team, But no,
I don't have sort of immediate thoughts on that.
Speaker 6 (32:10):
There are Look, I've been a part of parks that
have changed.
Speaker 10 (32:13):
Pet Co change when I was there, city Field change
while I was there, So I think you need to
be open minded about that as you get data and
sort of understand how everything plays. And I know there
have been some changes here, you know, over the time.
But my sort of more immediate concern is how how
we're going to play given the current situation, right And
(32:33):
at some point, if it makes sense to change something,
I'm sure we'll look at that, But right now, just
focused on what it's like today.
Speaker 24 (32:41):
Hi, Susie Hunter, Gerrilla Sports. You've mentioned you're excited to
tackle the very unique challenges here in Colorado. Is there
any one aspect of that that was most exciting to
you when approaching this role.
Speaker 10 (32:56):
I don't know that, you know, playing at altitude obviously
is a is a huge deal. I'm not sure that
it's like this for any other sport. Forget about baseball,
like just any other sport, the impact that the environment
has on the actual play of the game, you know,
not necessarily just the condition of the players, but actually
the way the game is played, the way the ball moves,
(33:18):
you know, et cetera. So I just think, you know, intellectually,
I think it's fascinating.
Speaker 6 (33:23):
It's a real.
Speaker 10 (33:24):
Challenge, you know, for our players. But you know, I'm
again sort of excited to learn even more about it.
I have a lot of theories, but I'm afraid some
of them are probably naive because I've been on the
outside looking in, and i know there are a lot
of things that have been tried here over the course
of the past thirty years, and I'm anxious to learn
about those too. I don't want to I don't want
(33:45):
to try something that someone already tried and it didn't
work right, But I so I want to learn from
those things. But I do think there are probably some
things that we.
Speaker 6 (33:54):
We will have to do differently than everybody else.
Speaker 10 (33:58):
When I left Oakland and I went to the Dodgers, look,
I was really young, and I was, you know, pretty
naive at the time, and I was we were so
successful in Oakland that I thought, Okay, I'll be able
to forklift out what we were doing doing in Oakland
and drop in Los Angeles and we'll be even more
successful because we have more money and more resources, et cetera. Well,
I quickly learned that that's actually not the way things work.
(34:21):
You know, every organization is different, every environment is different.
It has its own strengths, it has its own obstacles,
and again.
Speaker 6 (34:28):
This is unique in that sense.
Speaker 10 (34:31):
So I'm going to no illusion that you can build
a team the same way here that you would anywhere else.
But again that's part of the that's part of the
entrigue that I'm really looking forward to.
Speaker 20 (34:43):
This is kind of a question for both Walker and Paul.
There's been a lot of discussion about a possibility of
there being a lockout in twenty twenty seven, from both
hiring a personnel perspective and also you know, signing players.
Does that change your approach to hiring people the possibility
of there being a lot out in twenty twenty seven, you.
Speaker 8 (35:03):
Know, from our standpoint, and this this really comes from
from Dick here. But you know, we we look at
it as something that could potentially happen down the road.
It's not something that's that's going to be a roadblock.
It's going to be a you know, a speed bump
potentially at some point. But really, I mean, we're not
(35:23):
looking at it with the lens of holding back anything
right now. We're we're looking at it with a lens
of efficiency. Right I wouldn't say we're trying to bring
on too many people, but if we can, you know,
evolve our operation in a way that provides again a
great return in the form of wins, we're open to anything.
Speaker 10 (35:44):
Yeah, And I would say, you know, it's just like
it is what it is in terms of the time frame,
but it's a bit of an artificial time frame. I
think my timeframe is much longer than just, you know,
twenty twenty seven. I think we want to build something
that's robust and lasting and that'll certainly extend well beyond
twenty twenty seven one way or the other.
Speaker 9 (36:05):
Paul Marknutson, Mile High Sports. So the one job that
has been mentioned today is general manager. Can you tell
me what kind of person you're looking for? Is that
somebody you've worked with previously, somebody with some new ideas
exactly when that job might get filled.
Speaker 6 (36:17):
Sure, So.
Speaker 10 (36:20):
I'm not sure exactly how it's going to like, how
it's going to evolve. And the reason I say this
is because I'm a huge believer in building teams as
opposed to just you know, picking individuals, and you know,
I want to find someone who can help fill in
some of my gaps, but also maybe help fill in
some of the gaps in the rest of the organization
as well.
Speaker 6 (36:41):
And even as we look to build out.
Speaker 10 (36:43):
Sort of the you know, the senior leadership team with
people that are already here, maybe people that I bring in,
it truly is a team. So if there's someone that
we hire in one spot, or if there are some
capabilities that are already here in the building, that may
impact how I look at what we'll need out.
Speaker 6 (37:00):
Of a general manager.
Speaker 10 (37:02):
So I'm not dead set on anything right now in
terms of the actual person or exactly what their background
right might be, because it'll I think it'll really depend
on how that piece fits into sort of a larger
hole of our you'll call it senior leadership team.
Speaker 6 (37:19):
Sure.
Speaker 25 (37:20):
Seun Keeler, Denver Post for Walker and Paul. Paul, You've
addressed us a little in the last couple of days.
But with the Chris Bryant contract, when you talk about
big swings and about resources and allocation of those resources,
how does that affect your ability to kind of reshuffle
(37:40):
things and just for both you guys, and to get
a clean slate and to build something going forward with
that contract? There in the financial obligations on the table.
Speaker 8 (37:50):
First, sure, I mean, I think it's it's you know,
it's an obligation that we have, right. But I think
what we've done leading into the end of last season,
whether it be at the trade deadline or you know
since then, over the past month, what we what we've
tried to do is free up additional resources, right, And
so you know, he'll have a he'll have an opportunity
(38:14):
to allocate what we do have available, right, And I
think he'll have an opportunity to, you know, convince us
that there needs to be more available. So it's really
about just you know, you work within what you can
and we feel like we have opportunity to to change
things up and to do things a lot different in
in a variety of areas.
Speaker 6 (38:36):
Yeah, I don't.
Speaker 10 (38:36):
I don't have too much to ad other than to
say that, you know, there are always some guaranteed contracts
on the books that you know, again, when you take
over one of these spots, that that's just what it is.
You it's not an expansion team. You don't start from zero, right,
So you know, I think that's that's fine. And like
I said, I think we feel like we've got we've
got plenty of room to do some things, not just
(38:56):
this year, but over the you know, over the coming years.
Speaker 6 (38:59):
We have a lot of FLEXI.
Speaker 5 (39:02):
All right, I think that's all the questions we have.
So that'll conclude today's press conference. Thank you again for
everyone for being here, and Paul, congratulations and welcome to Colorado.
Speaker 6 (39:10):
Thanks very much.
Speaker 5 (39:11):
Thanks everyone.
Speaker 1 (39:16):
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Speaker 2 (39:20):
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Speaker 1 (39:25):
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Speaker 4 (39:27):
Instead, we got lemonade for Roscoe and it covered vaccines.
Speaker 1 (39:31):
Micro chipping. We saved ninety percent on vet bills.
Speaker 17 (39:34):
Uh, here we go.
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Speaker 5 (01:15):
All right, well, good morning everyone, Welcome and thank you
for joining us for this very exciting day here at
coors Field. I'd like to especially welcome Rockies owner Charlie
Mofford in a corner, excuse me, Rockies President Greg Fiesel,
and the rest of the Deepodesta family over here along
the side. I'd also like to welcome those watching on
MLB Network, Rockies dot Com, and the Rockies YouTube page,
(01:38):
as well as those listening on KWA Radio eight fifty
AM and ninety four to one FM. We're here today
to formally introduce Paul Deepodesta as the Colorado Rockies new
President of Baseball Operations.
Speaker 6 (01:58):
Paul, we're thrilled to have you.
Speaker 5 (01:59):
And your family, some of them, like I said, are
long are along the wall here.
Speaker 6 (02:02):
Joining the Rockies family here in Colorado.
Speaker 5 (02:04):
Welcome up on the stage with Paul or A, Rockies owner,
chairman and CEO Dick Montfort, and Rocky's executive vice president
Walker Montfort. Before taking questions, we'll get started with opening remarks,
and with that it's my pleasure to turn it over
to Dick.
Speaker 7 (02:20):
Yeah, thank you, Corey, and thank you all for being here.
I was going to get up and talk up there,
but I have this fear that one of these days
I'm going to fall off this thing, so I'm going
to just stay seated. But I do thank you all
for being here. It's nice to see some excitement in
this room. I'm going to pretty much let Walker and
(02:45):
Paul do this. I will hang around for questions, but
I'll let Walker introduce and then Paul do whatever you're
going to do.
Speaker 6 (02:56):
All awesome.
Speaker 8 (02:58):
Well, first of all, like you mentioned, thank you all
for being here today. You know, I think a few
of you may actually know Paul a little bit better
than than we do. After a couple of days in
Vegas and Grill and him, he got a good taste
of what it's going to be like here in Denver.
But we do appreciate those of you that made the
trip getting out there and and certainly just you know,
(03:20):
helping us tell the story even just a weekend, So
appreciate that.
Speaker 6 (03:26):
Paul.
Speaker 8 (03:26):
It's great to finally have you here in Denver. It's
been a whirlwind since everything became public last Thursday, and
we're thrilled to officially welcome you, your wife Karen, and
your sons Alex, Evan and Trevor here today and their
Rockies gear over here with with their York Space Systems patch.
(03:47):
You know we also look forward to meeting your daughter
Talia here in short order. When this process began just
over a month ago, someone asked me what we're looking
for in this role coming off of the difficult season.
Speaker 6 (03:58):
My answer was simple.
Speaker 8 (04:00):
We needed someone who could transcend, someone who could take
us beyond where we are today and help us reach
new heights as an organization. We began the search by
reaching out to trusted voices around the game, people who
know what it takes to do the job and who
understand both our market and our mission to win. Through
those conversations, one name quickly rose to the top, the
(04:21):
gentleman sitting right here next to us. Of course, it
was a name we recognized, but as we learned more,
we realized there was far more to his story than
met the eye. Throughout our conversations, Paul impressed all of us, me, Dick,
and Charlie with his leadership style, his deep experience building
not just teams on the field, but a culture within
(04:42):
the front office, and his unique perspective on how the
game should be played and led. From our very first calls,
track record of success, his resilience through challenges and his constant.
Speaker 6 (04:54):
Drive to evolve and improve stood out.
Speaker 8 (04:57):
It became clear that Paul isn't just a problem solver,
He's a visionary leader. He's a visionary leader who inspires
collaboration and conviction and everyone around him. After several more discussions,
we unanimously agreed Paul is the kind of leader that
can make an immediate and lasting impact with our staff,
our players, and throughout the organization. Now we all know
(05:20):
it's been a tough stretch here for the Rockies, say
the least. There are no excuses for that. But today
Mark's something new.
Speaker 6 (05:27):
Today is the.
Speaker 8 (05:28):
First day of our future, and from here on we
will not accept anything other than progress. To our fans,
we know you're frustrated. You have every right to be.
We are too, and I can't express how grateful we
are for your continued passion and support.
Speaker 6 (05:46):
I know you're tired of hearing words. You want to
see action.
Speaker 8 (05:50):
Bringing Paul on board to lead our baseball team as
our first move, and there will be many more to come.
It's the first move towards getting this team back to
where we know it can be and where you, our fans,
deserve it to be. We hear you, We feel your passion,
and we share your belief in what Rockies Baseball can
be and should be. Our mission is to get there,
(06:11):
and we couldn't be more confident that Paul is the
right person to help restore pride in our brand, re
energize this organization, and build something truly special here in Denver.
Most of us in this room have witnessed the electricity
of the city when the Rockies are full steam, and
is our goal to get back to that as soon
(06:31):
as possible. We have our work ahead, but we couldn't
be more excited to begin that journey with Paul.
Speaker 6 (06:36):
Today.
Speaker 8 (06:37):
With that said, it is my pleasure to officially introduce
our new President Baseball Operations, Paul de Podesta.
Speaker 9 (06:44):
Take it away.
Speaker 6 (06:51):
Thanks very much.
Speaker 10 (06:53):
It's really hard to express just how excited I am
to be here and I can't.
Speaker 6 (06:58):
Wait to get started.
Speaker 10 (06:59):
Especially over the course of the past week, I feel
like they've been trying to start and then not actually
being able to do it. So I'm glad to finally
get here in Denver and get going. First of all,
I want to thank the monforts really for entrusting me
with this responsibility. It's been a great process over the
course of the past four or five weeks and getting
to know them and getting to know this market. I
(07:20):
also want to thank that the has On family and
the Cleveland Browns just for the trust they gave me
over the course of the past ten years. And then
even you know, their willingness to allow me to entertain
this and it's sort of an awkward time in the
middle of our season. Not everybody would do that, and
so it means a lot to me, and they've meant
a lot to me over the course of you know,
(07:41):
the last ten years. And also my family, my wife Karen,
my kids, Trevor, Tally, Evan and Alex. They've they've been
unbelievably supportive, you know, through all these years. They've been
great fans, even when they stacked their fantasy teams with
Joe Burrow and Jamar Chase and other plays in the
AFC North.
Speaker 6 (08:02):
It's okay.
Speaker 10 (08:05):
Look, I've been I've been incredibly fortunate over the course
of the past thirty years. Right I was with a
CFL team, five different Major League Baseball teams, an NFL team.
I've gotten to see a lot. I've been on both coasts.
I've been in the Midwest. I've been in big market teams,
small market teams, mid market teams.
Speaker 6 (08:22):
I've sort of seen it all.
Speaker 10 (08:23):
And once you go through all that, you really start
understanding what it is that's important to you in an organization.
And it really for me begins with ownership. And you know,
it's one of the reasons it was so hard to
leave Cleveland, as I thought we had terrific ownership there,
you know, with with the haslms and the foundation that
had ownership. When you're when you're looking at it, at
(08:44):
least from my perspective, is you know, is there a
really high care factor, you know, for the organization and
for the city. Is their patience you know, because these
things don't always happen overnight.
Speaker 6 (08:59):
And is it is it a partnership.
Speaker 10 (09:00):
You know, or you just an employee that if you
don't get it done in year one then they're just
going to move to the next person. Where there's you know,
there there's loyalty. There truly is a partnership. And while
I had that all those things in Cleveland, you know,
over the course of the past month that I got
a chance to spend time with with Dick and Charlie
and Walker and everyone here. I absolutely felt that that
(09:22):
they checked every one of those boxes, and I felt
great about the potential of moving here.
Speaker 6 (09:29):
The second thing, you know, I always looked for is
the challenge.
Speaker 10 (09:33):
You know, thirty different Major League Baseball teams, they all
have their own challenges, and they're all interesting challenges. But
let's be honest, there's there's no challenge as compelling as
this one. You know, this is a unique environment and
there's a reason it's it's interesting to so many people,
not just in baseball, but even in sports.
Speaker 6 (09:51):
So to take that on, you know, that was really
exciting for me.
Speaker 10 (09:56):
The other part of it, you know you start thinking about,
is is the venue and the geography, and look, there's
you know, for the last thirty years, this has consistently
been one of the best venues in all of baseball.
Speaker 6 (10:07):
It's a great place to watch a game.
Speaker 10 (10:09):
Uh probably better as a home fan than as a visitor,
but it's a it's a terrific place to be. And
then again, geographically, you know, this isn't just a city's team.
This is a this is a region's team. It's a
you know, a huge part of the United States that
are Rockies fans. So all of that was intriguing, and
then it really comes down to, you know, the last piece,
(10:29):
which really is the fans.
Speaker 6 (10:31):
Right you.
Speaker 10 (10:32):
If you're going to pour yourself into something, you know,
ideally you do it in a place where it matters
to somebody, or hopefully matters to a lot of people.
And while I know it has been a difficult, you know,
few years here, the fans support has been remarkable. I
mean still lots of fans, you know, in every one
of these games the last few years. I think everybody
(10:54):
sort of dying for this organization to get back to
where it was.
Speaker 6 (10:58):
And I can tell you.
Speaker 10 (10:59):
You know, in from two thousand and four to twenty ten,
I was in this division as an opposition, and in
two thousand and seven, in game one sixty three, I
was here. I was in this building, right and so
I know what it's like when the Rockies are really good,
and like you said, when they're rolling. I know what
the electricity is like in this building. And that night,
(11:23):
while I probably have a very different feeling and memory
of that night than most of the people in this room,
it made a mark, like it made a mark on me,
and I just thought, geez, you know, if you ever
have the opportunity. I mean, this is this is a
special place. So I'm very anxious to get started and
get back to that point you know where the Rockies
are winning every year and we can create that kind
(11:43):
of electricity in this ballpark because it's you know, it's special.
Speaker 6 (11:47):
So thanks again for having me again.
Speaker 10 (11:49):
I can't wait to get started and excited to be here.
Speaker 6 (11:53):
Awesome.
Speaker 5 (11:54):
All right, Well, thank you Paul, thank you for Walker,
Thank you Dick. At this point, we'll go ahead and
take questions from those in the room. If you have
a question, please raise your hand, and Kevin or Edwin
from the Rocky's communication staff, we'll pass you.
Speaker 10 (12:05):
Mike.
Speaker 5 (12:06):
Just please make sure to introduce yourself and state your
affiliation before your question. We'll go ahead and get started
with Thomas Hardin first over here.
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Speaker 13 (14:13):
Thomas Harding MLB dot com. Welcome to Denver. Okay, when
you've talked about Dick and Charlie and Walker, but at
what point in the interview process did you feel like, Hey,
I'm going to have that I don't know if the
word is autonomy, but I'm going to be able to
put my vision in here and they're going to trust
me with it and maybe, you know, just kind of
(14:35):
defer to my thoughts and beliefs in this.
Speaker 6 (14:38):
Sure, Thanks Tomas.
Speaker 10 (14:39):
I think very early on, to be honest with you, look,
let's let's be candidate. I mean, for them to connect
with me. You know this wasn't going to be the
most traditional hire. I mean, it showed me right away
that there was a real open mind in this here.
There was a willingness to you know, to do things
differently and to try some things. So so you know,
(15:00):
from the beginning, I think in our very first conversations,
I got that sense that, hey, we we know we've
done you know, we know we've done things a certain
way for a while.
Speaker 6 (15:09):
They haven't worked the way we wanted to.
Speaker 10 (15:11):
We're ready for a change, and we're ready to bring
someone in here to affect that change. So I felt
that right away, and then throughout the whole process.
Speaker 14 (15:22):
Hey, Paul, I guess this is for your packgram Associated Press.
You know, course Field is a unique venue, as you know,
it's you know, the splits there are different. How do
you how do you turn course Field into an advantage?
I mean, we're some of the ways you can make
that an actual advantage for the Rockies.
Speaker 6 (15:36):
Well, you know that's certainly the goal.
Speaker 10 (15:37):
I mean I can tell you again, as as an
opposing team here, a number of times through those years,
I mean, we'd look at the schedule in March and
you'd circle these dates, you know, and you dread them.
You think, geez, we've got to go in there for
three days. No lead is safe. We don't know how
we're going to get through this with our pitching. We're
going to need to be thinking about how we're going
(15:59):
to set up our pitching for the series after this.
That's what I want this to be. Like, this has
a chance to be. I think that, you know, the
best home field advantage in all of baseball. So that's
our goal, and that's what we that's.
Speaker 6 (16:10):
What we want.
Speaker 10 (16:11):
I'm not going to get into the details of exactly
how we plan on doing that, but that's certainly the
goal here. I see it as a you know, potentially
huge advantage.
Speaker 15 (16:21):
Quest Patrick Saunders, Denver post Walker have a question for you.
Can you, in a nutshell explain to us how the
hierarchy now is going to work, from your dad to you,
to Paul, to who he hires underneath and just just
your hierarchy of how this is going to work.
Speaker 6 (16:37):
Yeah, of course.
Speaker 8 (16:38):
So obviously everyone reports upward to our chairman and CEO,
my father Dick, and basically from there, I'll still be
responsible for oversight of the of the entire organization. So
Paul will report to me, those that he hires will
report to him, and like I told Paul when we
(16:59):
were going through this process. I mean, I'm very much
behind him as it relates to his experience in the sport.
I think my goal is to learn from Paul and
others that he brings in on a daily basis. But
you know, above and beyond that, it's partnering with him
and you.
Speaker 6 (17:17):
Know, really being part of the same team. But that's
how it'll be organized.
Speaker 16 (17:22):
Paul, Welcome to Denver.
Speaker 6 (17:23):
Troy Rank from the Denver Post.
Speaker 16 (17:26):
When the Rockies have had issues through the years, part
of it has been identified as the infrastructure. It's not
just at this level here. Do you feel confident you'll
be able to hire enough people to change how you
do things inherently because you were a data guy at
the forefront of it twenty years ago, to where you
can create a philosophy that runs through the organization with
(17:46):
people where it's consistent. In other words, do you feel
you'll be empowered to create that infrastructure? And Walker, can
you speak to that will? Will you have a chance
to bring in X number of people to create the
change you guys are looking for.
Speaker 8 (18:00):
I'll let you start.
Speaker 6 (18:00):
Sure.
Speaker 10 (18:01):
Uh, yeah, absolutely, I feel really good about the possibilities
in terms of what we can do here as we
continue to sort of build out the base operation.
Speaker 6 (18:09):
You know.
Speaker 10 (18:09):
That being said, the first thing I want to do
is really get to know everybody here that's already here
and understand the capabilities that are already in place. I
think it's probably beyond what maybe some people think, but
I want to do that before I start thinking exactly
about how we maybe want to supplement that with with
additional people or additional skills. But but no, I've been
(18:30):
given assurance is that that there's actually a there's not
just an appetite, there's like a thirst to build this
out and you know, to make it a real strength
for the organization.
Speaker 6 (18:44):
Yeah.
Speaker 8 (18:45):
I mean one of the things that we talked about
through uh through the conversations with Paul was we do
have resources, right, I think we did. We did a
study where we looked at a number of other teams
that are, you know, sort of our size, mid market
type teams, Center of the country type teams. And what
we found is, you know, it's it's not necessarily that
(19:06):
we're not spending enough money.
Speaker 6 (19:08):
We do have resources.
Speaker 8 (19:10):
We have comparable resources to those other clubs. But one
of the things that I think Paul will be tasked
with is figuring out how to allocate the dollars right.
Speaker 6 (19:19):
Where are we missing? Where do we need to add?
Speaker 8 (19:23):
What can be done different with those dollars to provide
you know, long term a greater return on investment. So
we're going to be supportive of that where we look
forward to having his thoughts on what needs to be done.
And again, I think there's going to be plenty of flexibility.
Speaker 6 (19:40):
I want to just add one more thing to that.
Speaker 10 (19:42):
I think it's also not always just about the sheer
volume of people or volume of information. It's how you're
actually utilizing and it is it impacting your decision making?
Is it impacting your player development?
Speaker 6 (19:53):
You know, et cetera. So there is a point.
Speaker 10 (19:56):
We're not there, but there's a point where there's diminishing
returns just adding more and more people are more and
more data. But I think we need to figure out
exactly what that right line is for us so that
the things that we're doing can really move the needle,
you know, for the major league team.
Speaker 17 (20:11):
Paul, congratulations and welcome to Denver. Ed Henderson with Crawford
Media Group. I wanted to ask you, I'm sure right
now you're drinking from the fire hose and will be
for some time. But if you can identify maybe one
or two of your top priorities as you move through
this process.
Speaker 10 (20:26):
Well, I think, you know, the first is just to
get to know everybody here, like I said before, and
understand the capabilities that are already in the building.
Speaker 6 (20:35):
But then there's some real decisions we have to make.
Speaker 10 (20:37):
Certainly the manager is a is it you know, first
and foremost I think in my mind, and then from
there it's setting the entire major league staff. We also have,
you know, some some pitching jobs that we need to
we need to fill, including sort of the top pitching jobs,
and that that's not just hiring a person, that's actually
establishing a pitching philosophy for the entire organization. So those
(20:59):
are I think those are sort of front and center
in my mind. Clearly, there will be probably some front
office transactions and obviously this are off set. We've got
to go sign some players and you know, fortunately that's
already been happy. We've had some waiver claims, there's some
some free agents we've been out there trying to sign,
so that'll be happening at the same time or concurrently.
But but yeah, I think you know the personnel here
(21:22):
within the building.
Speaker 1 (21:24):
This is the story of the one.
Speaker 2 (21:26):
As a maintenance supervisor at a manufacturing facility, he knows
keeping the line up and running is a top priority.
Speaker 1 (21:32):
That's why he chooses.
Speaker 2 (21:34):
Granger because when a drive belt gets damaged, Granger makes
it easy to find the exact specs for the replacement
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buying Granger for the ones who get it done.
Speaker 10 (21:55):
You know, starting with the manager is probably the first
order of business.
Speaker 18 (22:00):
Paul Mark kiz led denverg Isette like you two decades
ago and oh seven, I was in the building. So
I have two questions for you. Number one, did Matt
Holiday touch home plate? And number two, how long does
it take to go from last place to first place?
Speaker 10 (22:19):
So I actually was going to purposely try to avoid
this question, but I'm not sure he's ever a touched
home plate, but he just my perspective. You know, I
actually got a chance to connect with Matt late last week,
so I'm sure it'll be a topic for us. You
know at some point, but you know, in terms of timing,
(22:40):
you know, I've I've talked about this before. I as
I've moved.
Speaker 6 (22:43):
To different organizations.
Speaker 10 (22:44):
Oftentimes when you go to an organization, there's a need
for some change, right, things haven't been going great. That's
why these jobs are available. So I've been through this
now a handful of times. I still don't know exactly,
you know, the timeframe, because I think each situation is
a little different, and I don't know enough at this
point to tell you exactly when that would be.
Speaker 6 (23:05):
But I'll tell you this.
Speaker 10 (23:05):
I think what we're actually trying to achieve is this
like fundamental change of state right within the organization.
Speaker 6 (23:12):
And that's both the talent on.
Speaker 10 (23:13):
The field, it's also the culture in the clubhouse, the
culture and the building. And even as I've gone through
these different organizations and experienced that, I still have never
been able to say, oh, yeah, that was perfectly predictable,
like three years ago.
Speaker 6 (23:29):
It was, you know.
Speaker 10 (23:29):
I remember even when I first got to Oakland, for instance,
my first spring training there, it just felt different than
had when I'd come from Cleveland. Like Cleveland, it was
a situation where they just expected to win every single day,
and in Oakland that was lacking for sure, you know
that first spring training.
Speaker 6 (23:48):
And then it sort of evolved to.
Speaker 10 (23:51):
Hey, we think we can compete with these guys, and
then it evolved to, hey, we think we can you know,
compete with anybody, like even the best team, and then
it evolved to we know we can win.
Speaker 6 (24:03):
It doesn't matter who's in the other dugout. And that's a.
Speaker 10 (24:06):
Process, right, and it does take time. I'd love to
speed it up as quickly as we could, but I
do think you have to sort of hit each stage
in that process, and not each one is a year.
You know, sometimes those things happen over the course of
an individual season. But look, I don't want this to take,
you know, a.
Speaker 6 (24:26):
Bunch of years. I'm anxious to get going.
Speaker 10 (24:28):
And you know, as Walker said at the beginning, you know,
start showing some progress right away and and move to where.
Speaker 6 (24:33):
We want to be.
Speaker 10 (24:35):
But I think we'll, I think we'll start to feel
it before it necessarily shows up, and uh, we'll start
feeling that that progress toward that fundamental change of state
you've worked.
Speaker 17 (24:46):
For the empire.
Speaker 1 (24:51):
Challenges.
Speaker 10 (24:52):
Yeah, I mean, you know, when I left the Dodgers,
I went to the podrace, so it was you know,
I've been in the I've been in this boat before.
I've also been in you know, New York when I
was the Mets and they were the Yankees, like right
across the street. Even with the A's the Giants were
right across the street and had some great teams. I
(25:13):
just don't get caught up in those things. I think
we have to worry about ourselves and not worry about
when anyone else, when anyone else in the division is doing.
There are some great teams. There's some really really competitive
teams in this division.
Speaker 6 (25:25):
That's okay.
Speaker 10 (25:25):
We planned to, you know, hopefully be one of them
at some point here relatively soon.
Speaker 6 (25:31):
You know.
Speaker 10 (25:32):
I also started back in the day where there were
eight playoff teams like they're now twelve. There's room for
all of us. So I think, for you know, my
goal is we got to be playing in October, and
I'll take my chances against anybody.
Speaker 6 (25:43):
Once you get there.
Speaker 19 (25:45):
Well, Christian Christian final first and Christian line will be
on the new Denver seven. This question is for Dick
Dick with the Walker as executive vice president and now
Paul as President of Baseball operations. What were you what
specifically will your role be on the baseball side of
the operation moving forward.
Speaker 7 (26:07):
I think they're sort of pushing me out. Doesn't it
feel that way? No, I mean, hey, much has been
said about what I do and don't do. I'm here
to support Walker. I'm here to support Paul. I'm here
to support everybody in this building. And you know, we
(26:31):
we have to have the resources to make all this work,
and that sort of always has been part of my
responsibility too. But I'm here to support people. I'm not
as bad as anyone thinks I am. I do care.
I think that's where it sort of gets foggy. I
care about you know, winning, I care about our players.
(26:55):
I care about our you know, the entire staff that
work here. They work extremely hard, and so you know,
I defend them and I support them, and but you know,
really it's Paul's job, it's Walker's job, and I'm there
to support them. And like I tell people, I'm the
overhead around here.
Speaker 20 (27:17):
Paul Christian Science DMVR Sports. You talked about one of
the biggest decisions facing you being a managerial decision. What
are some of the qualities you're looking for as a manager.
What are you hoping to get from a successful manager
in this hiring search?
Speaker 10 (27:29):
You know, I've always believed that I think the most
important job a manager has is just being a great
relationship manager. Relationships with the players, relationships with the rest
of their staff, relationships with the front office, et cetera.
Speaker 6 (27:41):
Look, it's a hard job.
Speaker 10 (27:42):
I mean, it's it's unbelievable everything that they have to
deal with on a daily basis, But I think that's
at the core of it. Are there other things that
are important, Sure, I mean, you know, game strategy and whatnot.
But I think there are a lot of people that
are capable of doing some of those types of things.
But I think the people that are exceptional relationship managers,
they're they're harder to find.
Speaker 21 (28:06):
Paul Owen Perkins from The Tellier. At times, do you
as there's a lot of concern about twenty seven and
labor and as you're putting together, you know, a rebuild
of the organization, how much do you look to that?
How much does that come into your thinking on putting
(28:27):
things in place now with that looming in your mind,
or do you have to kind of ignore that aspect?
Speaker 10 (28:34):
You know, I'd say this at least as we sit
here today, there's so much right in front of us,
you know that we need to tackle between now and
the middle of February, that that that's really what's on
my mind, more so than anything that's you know, a
year away or more than a season away. Obviously, at
some point, you know, from a strategic standpoint, we need
(28:54):
to be you know, thinking through possibilities. But right now
it's not really not really part of the calculus.
Speaker 6 (29:01):
H John Treach nine News Dick.
Speaker 22 (29:05):
In order to make big changes, you have to take
big swings.
Speaker 20 (29:08):
How much do you want Paul to take those big
swings and risks?
Speaker 7 (29:13):
Yeah, I mean we've taken big swings before. Paul's taken
big swings before. You know, you calculate those risks, and
you know, if the worst possible thing could happen, are
we all right? And so you know, you just have
to weigh those risks. You know, we all you know,
(29:33):
we understand where we're at. As Walker said, we we
fit in a group of about fifteen teams that you
know are not as resourceful, let's say, as you know,
the top five or eight teams. So you know, we
know where we live. But risks you know, we're up
for risks, just like anybody else.
Speaker 23 (29:56):
Got Paul Scottigain's nine News Welcome to Denver. In your
last position in Cleveland, you received a lot of blame
for the Deshaun Watson trade that objectively was a failure
with that organization.
Speaker 6 (30:07):
Is that fair?
Speaker 23 (30:08):
And if so, how can you be assured that you
won't do something like that again here now in Colorado.
Speaker 6 (30:13):
The previous question was about big swings. Huh yeah, risk.
Speaker 10 (30:17):
Yeah, you know, I was also calling plays for the Browns,
you know. And now, look, and I've said this before,
I think whenever you have a significant player decision, whether
it's trade, bring, free agent, signing, number one draft pick,
whatever it is, like those are organizational decisions, right, Those
are done collaboratively, like a lot of people on board,
(30:39):
And if you're a senior leader of that organization at
that time, then you own that decision.
Speaker 6 (30:44):
I mean you do. We all do. So that's the
way I feel about that, and it's the.
Speaker 10 (30:49):
Way I feel about sort of almost all the decisions
we made there in Cleveland.
Speaker 6 (30:52):
I absolutely you know, own them all.
Speaker 10 (30:54):
And look, I've said this now for probably twenty five plus.
I lost my no hitter a long time ago, Like
a long long time ago.
Speaker 6 (31:05):
I'm not perfect. I haven't been perfect.
Speaker 10 (31:07):
I won't be perfect going forward, Like we are definitely
gonna miss again, but hopefully we learn from that, and
we learned from both the successes and the failures, and
you know, we get better the next.
Speaker 6 (31:17):
Time we need to make a significant decision.
Speaker 10 (31:20):
And I do feel like I've been able to do
that through the course of my career. I feel confident
them a lot better today than I was five years ago,
or ten years ago, or twenty years ago, and I
hope five years from now I'm a lot better than
I am sitting here today.
Speaker 22 (31:32):
Hey, Paul, right in front of Brandon Cristauguerilla Sports. Now
that Scotty asked the football question, I think a lot
of people want to hear about Shad or Sanders, and
if you're ever gonna get on the field, we can do.
Speaker 7 (31:40):
That another time.
Speaker 19 (31:41):
I'm curious because you's started to talk.
Speaker 22 (31:43):
About the uniqueness of course field. What are your thoughts
on the dimensions and potentially changing them to not make
it the biggest outfield so that singles become doubles, and
doubles become triples and the wall that was at it
in right field that Jeff Bridite put up. Any thoughts
to changes to the dimensions, No.
Speaker 6 (31:58):
Not immediately, right.
Speaker 10 (32:00):
I mean, I think I certainly have a sense for
how the ballpark plays because it obviously been here a
bunch is as a part of the visiting team, But no,
I don't have sort of immediate thoughts on that.
Speaker 6 (32:10):
There are Look, I've been a part of parks that
have changed.
Speaker 10 (32:13):
Pet Co change when I was there, city Field change
while I was there, So I think you need to
be open minded about that as you get data and
sort of understand how everything plays. And I know there
have been some changes here, you know, over the time.
But my sort of more immediate concern is how how
we're going to play given the current situation, right And
(32:33):
at some point, if it makes sense to change something,
I'm sure we'll look at that, But right now, just
focused on what it's like today.
Speaker 24 (32:41):
Hi, Susie Hunter, Gerrilla Sports. You've mentioned you're excited to
tackle the very unique challenges here in Colorado. Is there
any one aspect of that that was most exciting to
you when approaching this role.
Speaker 10 (32:56):
I don't know that, you know, playing at altitude obviously
is a is a huge deal. I'm not sure that
it's like this for any other sport. Forget about baseball,
like just any other sport, the impact that the environment
has on the actual play of the game, you know,
not necessarily just the condition of the players, but actually
the way the game is played, the way the ball moves,
(33:18):
you know, et cetera. So I just think, you know, intellectually,
I think it's fascinating.
Speaker 6 (33:23):
It's a real.
Speaker 10 (33:24):
Challenge, you know, for our players. But you know, I'm
again sort of excited to learn even more about it.
I have a lot of theories, but I'm afraid some
of them are probably naive because I've been on the
outside looking in, and i know there are a lot
of things that have been tried here over the course
of the past thirty years, and I'm anxious to learn
about those too. I don't want to I don't want
(33:45):
to try something that someone already tried and it didn't
work right, But I so I want to learn from
those things. But I do think there are probably some
things that we.
Speaker 6 (33:54):
We will have to do differently than everybody else.
Speaker 10 (33:58):
When I left Oakland and I went to the Dodgers, look,
I was really young, and I was, you know, pretty
naive at the time, and I was we were so
successful in Oakland that I thought, Okay, I'll be able
to forklift out what we were doing doing in Oakland
and drop in Los Angeles and we'll be even more
successful because we have more money and more resources, et cetera. Well,
I quickly learned that that's actually not the way things work.
(34:21):
You know, every organization is different, every environment is different.
It has its own strengths, it has its own obstacles,
and again.
Speaker 6 (34:28):
This is unique in that sense.
Speaker 10 (34:31):
So I'm going to no illusion that you can build
a team the same way here that you would anywhere else.
But again that's part of the that's part of the
entrigue that I'm really looking forward to.
Speaker 20 (34:43):
This is kind of a question for both Walker and Paul.
There's been a lot of discussion about a possibility of
there being a lockout in twenty twenty seven, from both
hiring a personnel perspective and also you know, signing players.
Does that change your approach to hiring people the possibility
of there being a lot out in twenty twenty seven, you.
Speaker 8 (35:03):
Know, from our standpoint, and this this really comes from
from Dick here. But you know, we we look at
it as something that could potentially happen down the road.
It's not something that's that's going to be a roadblock.
It's going to be a you know, a speed bump
potentially at some point. But really, I mean, we're not
(35:23):
looking at it with the lens of holding back anything
right now. We're we're looking at it with a lens
of efficiency. Right I wouldn't say we're trying to bring
on too many people, but if we can, you know,
evolve our operation in a way that provides again a
great return in the form of wins, we're open to anything.
Speaker 10 (35:44):
Yeah, And I would say, you know, it's just like
it is what it is in terms of the time frame,
but it's a bit of an artificial time frame. I
think my timeframe is much longer than just, you know,
twenty twenty seven. I think we want to build something
that's robust and lasting and that'll certainly extend well beyond
twenty twenty seven one way or the other.
Speaker 9 (36:05):
Paul Marknutson, Mile High Sports. So the one job that
has been mentioned today is general manager. Can you tell
me what kind of person you're looking for? Is that
somebody you've worked with previously, somebody with some new ideas
exactly when that job might get filled.
Speaker 6 (36:17):
Sure, So.
Speaker 10 (36:20):
I'm not sure exactly how it's going to like, how
it's going to evolve. And the reason I say this
is because I'm a huge believer in building teams as
opposed to just you know, picking individuals, and you know,
I want to find someone who can help fill in
some of my gaps, but also maybe help fill in
some of the gaps in the rest of the organization
as well.
Speaker 6 (36:41):
And even as we look to build out.
Speaker 10 (36:43):
Sort of the you know, the senior leadership team with
people that are already here, maybe people that I bring in,
it truly is a team. So if there's someone that
we hire in one spot, or if there are some
capabilities that are already here in the building, that may
impact how I look at what we'll need out.
Speaker 6 (37:00):
Of a general manager.
Speaker 10 (37:02):
So I'm not dead set on anything right now in
terms of the actual person or exactly what their background
right might be, because it'll I think it'll really depend
on how that piece fits into sort of a larger
hole of our you'll call it senior leadership team.
Speaker 6 (37:19):
Sure.
Speaker 25 (37:20):
Seun Keeler, Denver Post for Walker and Paul. Paul, You've
addressed us a little in the last couple of days.
But with the Chris Bryant contract, when you talk about
big swings and about resources and allocation of those resources,
how does that affect your ability to kind of reshuffle
(37:40):
things and just for both you guys, and to get
a clean slate and to build something going forward with
that contract? There in the financial obligations on the table.
Speaker 8 (37:50):
First, sure, I mean, I think it's it's you know,
it's an obligation that we have, right. But I think
what we've done leading into the end of last season,
whether it be at the trade deadline or you know
since then, over the past month, what we what we've
tried to do is free up additional resources, right, And
so you know, he'll have a he'll have an opportunity
(38:14):
to allocate what we do have available, right, And I
think he'll have an opportunity to, you know, convince us
that there needs to be more available. So it's really
about just you know, you work within what you can
and we feel like we have opportunity to to change
things up and to do things a lot different in
in a variety of areas.
Speaker 6 (38:36):
Yeah, I don't.
Speaker 10 (38:36):
I don't have too much to ad other than to
say that, you know, there are always some guaranteed contracts
on the books that you know, again, when you take
over one of these spots, that that's just what it is.
You it's not an expansion team. You don't start from zero, right,
So you know, I think that's that's fine. And like
I said, I think we feel like we've got we've
got plenty of room to do some things, not just
(38:56):
this year, but over the you know, over the coming years.
Speaker 6 (38:59):
We have a lot of FLEXI.
Speaker 5 (39:02):
All right, I think that's all the questions we have.
So that'll conclude today's press conference. Thank you again for
everyone for being here, and Paul, congratulations and welcome to Colorado.
Speaker 6 (39:10):
Thanks very much.
Speaker 5 (39:11):
Thanks everyone.
Speaker 1 (39:16):
I can't believe they're having a gender reveal for their dog. No, no, no, no,
this is a breed reveal.
Speaker 2 (39:20):
Oh so yeah, they're finding out the breed of the
puppy they're rescuing.
Speaker 1 (39:25):
So they could just be spending all their money on
like pet insurance.
Speaker 4 (39:27):
Instead, we got lemonade for Roscoe and it covered vaccines.
Speaker 1 (39:31):
Micro chipping. We saved ninety percent on vet bills.
Speaker 17 (39:34):
Uh, here we go.
Speaker 1 (39:35):
Why what do you think beige confetti means? I don't
know that we'll never get this Saturday back.
Speaker 9 (39:43):
Get a quote for any breed at Lemonade dot com
slash pat.
Speaker 12 (39:46):
This is the story of the One is a custodial
supervisor at a high school. He knows that during cold
and flu season, germs spreadfast. It's why he partners with
Granger to stay fully stopped on the products and supplies
he needs shoes, to disinfectants, to floor scrubbers. Also that
he can help students, staff and teachers stay healthy and focused.
(40:07):
Call one eight hundred Granger, click Grainger dot com, or
just stop buy Granger for the ones who get it done.
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