Welcome on to a Hollinger and Duncan, which I will actually look into the camera while doing the intro.

We are making some huge progress here.

It is kind of hard.

What do you look at at?

I'm looking at a wall.

It is kind of hard to set up a camera because I have my monitor in front of me.

I have to look at all the stuff that I actually, like my notes and all that.

Yes, I actually do take notes.

So we're going to do some organization rankings here.

We typically do this in three parts.

I imagine that's how long it will take us.

We have a lot of stuff to discuss.

A lot of changed in the organizational landscape over the last year or so. So given that,

let's just take people through some of the criteria we use to rank these organizations.

And I'll just begin with the overarching one, which is simply who do we want

running our team, a random team in the NBA? Let's say we're a fan of a random team over the

next five years. So that includes ownership. That includes general manager. It includes the

medical staff. It doesn't include coaches. That is a separate ranking,

but certainly the hiring of coaches, the synergy with coaches is something that will come

into as well. Overall organizational development is something that will come into this as well.

So that's what we're looking at. We want, we're a fan of a random team. Who do we want running it? That is how we are doing these rankings. Also, maybe we should talk about how we're market agnostic here in theory. Yes. Yeah. So the fact that you're LA or New York, that doesn't get you bonus points. So that you're able to attract free agents or whatever. So we're grading you on a curve based on that. Yeah. Yeah. If you want to put the buses in, you know, some mid-tier market, how would they perform? That's kind of what we're thinking of here. How would this group do in various different MBA situations?

So let's drill down a little bit more then.

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