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Speaker 1: It's time to get inside the Giants huttle on Giants

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Speaker 1: dot Com. Here we go. Here, We're going on the

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Speaker 1: Giants Mobile. Let him in there, let's go, or do

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Speaker 1: the Giants podcast net World. Welcome to the Giant Subtle Podcast.

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Speaker 1: My name is John Schmilk. Today the voice of the Giants,

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Speaker 1: Bob Papa, will interview new Giants Assistant general manager Brandon Brown. First,

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Speaker 1: to remind you can find the John Subtle Podcast on

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Speaker 1: all our favorite podcast platforms, a Giants Mobile app and

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Speaker 1: of course the Giants dot Com Slash podcast. And I

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Speaker 1: invite you please check out our new NFL draft podcast

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Speaker 1: called Draft Season, is hosted by myself, johnsch Malcolm, joined

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Speaker 1: by Tony, Paul Lane and Eric Crocker on every episode

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Speaker 1: once per week, and we really do a deep dive

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Speaker 1: into all the fantastic prospects in this draft class. All right,

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Speaker 1: let's get to our interview. Bob Papa speaks to new

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Speaker 1: Giants Assistant general manager Brandon Brown. Giants fans, it is

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Speaker 1: with great pleasure we welcome in the new assistant general

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Speaker 1: manager of the New York Giants, Brandon Brown. And uh

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Speaker 1: talk a little bit about this opportunity that you have

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Speaker 1: coming back to the New York area and joining the Giants,

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Speaker 1: well one, thanks for having me. And the biggest thing

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Speaker 1: about coming back to this area is just a sense

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Speaker 1: of responsibility. You know, this is one of the flagship

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Speaker 1: franchises in the league. And the biggest thing come back

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Speaker 1: to this area is knowing that you know, the fan

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Speaker 1: base holds you accountable and it means so much more

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Speaker 1: than just football. You know a lot of people depend

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Speaker 1: on this and I just feel like being a part

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Speaker 1: of this organization. Um, I don't want to let anybody down,

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Speaker 1: and I know we have a collective effort and getting

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Speaker 1: back to where we all want to be with fan

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Speaker 1: base wants to be, where the organization wants to be.

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Speaker 1: You know obviously, uh, you're a Fordham graduate. I'm a

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Speaker 1: Fordham graduate. And when you think of Fordham, uh, you

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Speaker 1: think of the Lombardi Center and Vince Lombardi and his

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Speaker 1: ties to the Giants and of course Wellington Mara. Um

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Speaker 1: do you get a sense of an added responsibility knowing

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Speaker 1: the history of everything. It's the biggest thing. Like the

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Speaker 1: word that comes to my mind is nostalgia, right, It's

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Speaker 1: all the stories you hear about one when you step

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Speaker 1: on campus at Fordham and then after being on campus

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Speaker 1: the responsibility you have a student athlete while you're there

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Speaker 1: to be you know, not just represent the name on

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Speaker 1: the back of your jersey if you're playing, but also

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Speaker 1: is a logo on your front, which is a team.

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Speaker 1: And then have the transition. You hear all the story

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Speaker 1: about the Giants and UH and the history and the

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Speaker 1: Great Risk tradition, and it's no difference. It's a carry

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Speaker 1: over and we all have, I said, a responsibility to

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Speaker 1: UH not just do our best, but exhaust all the

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Speaker 1: resources and be progressive and forward thinking so we can

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Speaker 1: get back to where we want to be. Talk about

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Speaker 1: your interaction with Joe Shane as you were interviewing to

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Speaker 1: the job. You spent five years in the Eagles organization.

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Speaker 1: How well did you know Joe coming in? So with

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Speaker 1: John myself, we we've crossed over on the road on

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Speaker 1: the college side. And he's someone I've always admired from

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Speaker 1: far from as he's come away and grown in his career.

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Speaker 1: His work ethic has never changed second and none. He's

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Speaker 1: a tireless worker and a lot of the traits I

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Speaker 1: see myself, I seen him and you always want to

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Speaker 1: work with a like minded people. It's no different when

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Speaker 1: you're in the business world and your your network and

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Speaker 1: you see people that you like and you like the

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Speaker 1: way that operate and you say, hey, one day I

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Speaker 1: want to work with the guy. And with Joe, it's

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Speaker 1: been We've been like peanut, Butter and Jelly. It's just

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Speaker 1: just just in sync. Um where it's like when you're

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Speaker 1: a kid you go to camp and you meet a

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Speaker 1: guy that becomes your friend. You're like, I didn't know

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Speaker 1: I needed this kind of friend. And that's how it's

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Speaker 1: been with Joe, where um, we just really connected in

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Speaker 1: sync and we have the synergy where we know, like, listen,

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Speaker 1: we have a plan and we have to execute the plan,

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Speaker 1: and we have the right people in place, uh to

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Speaker 1: move forward and get what we need to get done

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Speaker 1: to get back where we want to be. And he's

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Speaker 1: sort of created a role for you similar to what

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Speaker 1: his role was right in Buffalo, where you're in charge

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Speaker 1: of player personnel on the pro side, but there's also

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Speaker 1: that cross training where you're gonna be heavily involved as

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Speaker 1: far as the college concepts are concerned, too correct and

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Speaker 1: I think when you talk about marrying the pro side

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Speaker 1: with the college side. Um, I like using business analogies

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Speaker 1: and it's like knowing the marketplace. Right. You can't really

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Speaker 1: put accurate value to a player into his role until

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Speaker 1: you know where he is on the market. And once

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Speaker 1: we understand the marketplace, we're able to find the sweet

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Speaker 1: spots where we can find players within the margin. Right.

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Speaker 1: It's guys that they may not be um super attractive

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Speaker 1: maybe on the total market, but it's gonna fit what

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Speaker 1: day Ball wants to do, it's gonna fit what Wink

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Speaker 1: wants to do, it's gonna fit what Team Mac wants

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Speaker 1: to do on special teams. And when we do that,

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Speaker 1: it allows us we want to make the big splashes,

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Speaker 1: we can do it in a very conscious way, in

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Speaker 1: efficient way, and we have the right checks and balances

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Speaker 1: because we know we've you know, cross our teas, doted

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Speaker 1: our eyes and done everything in the right way that

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Speaker 1: there is no you know, negligence and spending, no negligence

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Speaker 1: in evaluation right. And listen, everybody who's watching this as

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Speaker 1: a giant fan and eyes wide open. When Joe Shane

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Speaker 1: came in, he understands that there is a salary cap

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Speaker 1: situation that has to get rectified. So you have to

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Speaker 1: find those guys that are productive players that fit within

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Speaker 1: a certain price range. Correct correct. And when you find

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Speaker 1: those players, like I said, it's not just going for

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Speaker 1: the big splash, it's finding one the job requirement. You know,

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Speaker 1: we get that from having a tight relationship and having

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Speaker 1: a conclusive communication with offensive coordinator, defensive coordinator, special teams

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Speaker 1: of what are the test that's being asked. It's very

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Speaker 1: much like if you're in a restaurant. It's a you know,

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Speaker 1: it's a chef to su chef relationship, right, and we

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Speaker 1: can't go out and buy the groceries quote unquote unless

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Speaker 1: we know exactly what the recipe calls for. And just

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Speaker 1: finding players, it's the same way we find out how

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Speaker 1: we can we help them do and be the best

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Speaker 1: that they of their ability in our scheme. So we

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Speaker 1: want to emphasize, you know, what guys can be, you know,

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Speaker 1: elevated to another level in this scheme, and then how

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Speaker 1: do we limit their wards, you know, not worry about

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Speaker 1: what they can't do. We can use them in a

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Speaker 1: roll and in a bucket and what they can do,

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Speaker 1: and that to say, that's how we push the envelope forward.

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Speaker 1: And that's how you know, whether it's shopping on a

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Speaker 1: budget or getting guys that can be better performers than

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Speaker 1: contributors and they were at their previous team location. You

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Speaker 1: spent the last five years in Philadelphia, what were some

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Speaker 1: of the things that you learned as being part of

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Speaker 1: that organization Although it's a rival organization, obviously it's an

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Speaker 1: organization that's had success, UM, Super Bowl Championship organization ation,

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Speaker 1: but lessons that you take moving forward, UM, just being progressive,

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Speaker 1: you know, pushing the needle. The biggest thing I like

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Speaker 1: could like to use is, you know, when everyone knows

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Speaker 1: what we know, what we know is no longer important.

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Speaker 1: We always want to be pushing the envelope forward and

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Speaker 1: not be reactive to what's going on, whether it's you know,

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Speaker 1: evolving in scheme, whether it's evolving in player usage, whether

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Speaker 1: it's evolving and knowing where to find players. And that's

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Speaker 1: a process that I know put into practice in Philadelphia

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Speaker 1: was UM football players coming every walks, walks of life.

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Speaker 1: And that was done, you know, showing through finding players

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Speaker 1: in Canada, finding players who played rugby, you know, finding

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Speaker 1: players that came from small schools. UM, it doesn't matter,

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Speaker 1: you know if you have the call it the developmental

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Speaker 1: mindset and the developmental physical traits, and you know you

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Speaker 1: have the attitude to learn. Then uh, you know it's

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Speaker 1: our job in terms of personnel, coaching and player development

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Speaker 1: to get you onto you know, the right on boarding

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Speaker 1: process and then maximize you um as you're going on

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Speaker 1: in your role and eventually on game day. And that's

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Speaker 1: where a term that gets thrown around a lot chemistry.

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Speaker 1: But that's where chemistry it comes in. And people think

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Speaker 1: sometimes it's just chemistry of the team, you know, the

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Speaker 1: locker room, but there also has to be chemistry within

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Speaker 1: the building between the front office, the player evaluators, the

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Speaker 1: decision makers, and the coaching staff kind of have to

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Speaker 1: all be on the same page in order for this

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Speaker 1: to work, right, Right, So, Bob, you know the term

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Speaker 1: I like to use this synergy, right, it's um having

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Speaker 1: an open door communication where a good idea can come

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Speaker 1: from anywhere. And when we find a player, it's not

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Speaker 1: your guy, it's not my guy, it's our guy, it's

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Speaker 1: you know, what does our envision of what does the

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Speaker 1: New York Giant look like? And at each position and

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Speaker 1: having holding everyone to the standard, and we have to

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Speaker 1: be able to poke holes in whether it's the roster,

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Speaker 1: whether it's in position rooms, and know that when the

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Speaker 1: standard isn't being met, we have to make changes. When

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Speaker 1: the standard is you know, is being met, we have

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Speaker 1: to applaud it and lift it up. It goes both ways.

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Speaker 1: It's a it's a salt and sugar approach and consult

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Speaker 1: and sugar looks the same, but it's it tastes different

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Speaker 1: and it feels different. Right, So when we do those

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Speaker 1: kind of things, um, it allows us to be collaborative

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Speaker 1: in the process. Right. We need to know how the

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Speaker 1: guy is from a three sixty view, whether what he

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Speaker 1: is in the building, what he's on the field, and

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Speaker 1: what he is in the community, because all that plays

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Speaker 1: a factor into you know, what our brand is and

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Speaker 1: what our style of ball is. You grew up on

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Speaker 1: Long Island, you went to Fordham. You're an outstanding player

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Speaker 1: at Fordham. What led you on this path to this career? Choice? Uh, competitiveness.

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Speaker 1: I'm a guy who's not uh admittedly patient and I

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Speaker 1: like seeing um instant results. You see the proof in

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Speaker 1: the pudding and football to me is the ultimate team sport.

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Speaker 1: So you get the best of both words. You get

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Speaker 1: team building, you get competitiveness, and then you get results.

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Speaker 1: You know, the wall, the work that you do Monday

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Speaker 1: through Saturday. See the results on whether it's Sunday, whether

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Speaker 1: it's Monday, whether it's playing on Thursday, and the hopefully

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Speaker 1: playing in the playoffs come February in January, and those

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Speaker 1: are the things that that drives me. It's not just

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Speaker 1: knowing you know what is my job during the week,

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Speaker 1: it's the overall goal. We're all building together and you know,

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Speaker 1: we want to hoist that party. It doesn't matter. Um,

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Speaker 1: you know what your role is. Everyone has a role,

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Speaker 1: and it's being a high level you know, efficiency executor

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Speaker 1: within your role. Is that an internal conflict for you

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Speaker 1: when you look at it from the college evaluation side,

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Speaker 1: because guys get drafted, undrafted free agents. College free agents

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Speaker 1: come in and everybody has sort of their own speed

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Speaker 1: in which it kicks in. You said you want to

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Speaker 1: see results right away, but do you have to sometimes

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Speaker 1: remember that patience is also a virtue. But when I

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Speaker 1: mean want to see results, Um, it comes in different

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Speaker 1: styles right UM. To me, there's benchmarks that are put

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Speaker 1: in and putting put in place. You know, when you

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Speaker 1: know what a guy's ceiling is or where you where

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Speaker 1: you gauge it, say you're one verse the end of

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Speaker 1: the first contract. You know you have these quarterly benchmarks

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Speaker 1: as I like to call them where um either as

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Speaker 1: certain types of progressions you'd like to see, you know,

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Speaker 1: one percent better every day. There's an incremental addition to hey,

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Speaker 1: what does he what did he do last week or

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Speaker 1: last quarter? Vers this quarter, and that allows us to

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Speaker 1: hold an accountable right if there's something that I know

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Speaker 1: that you just haven't gotten yet as a player, because

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Speaker 1: you know you're still green to the process, that's fine.

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Speaker 1: There is patients there, but things that we all expected

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Speaker 1: the organization to be uh met in terms of the

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Speaker 1: degree of proficiency in whether it's skill set, whether it's

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Speaker 1: learning the playbook, whether it's understanding concepts. We need to

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Speaker 1: keep seeing growth, and everybody grows, it's at a at

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Speaker 1: a different rate. But as we figure out, okay, what

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Speaker 1: you're ceiling is and how do we get you there?

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Speaker 1: We established on boarding plan. So we expect you, you know,

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Speaker 1: player aber's player B to be at different levels based

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Speaker 1: on what their aptitude is. You're obviously young and you're

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Speaker 1: in this cool part of your career analytics has because

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Speaker 1: become such a buzzword, your knee deep in it. Do

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Speaker 1: you find it funny that it has become a hot

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Speaker 1: button issue considering that Tom Landry and Paul Brown, you

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Speaker 1: can go back decades. Analytics has always been a part

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Speaker 1: of the sport, just kind of you just had a

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Speaker 1: different name to it. Well, if you hate it on

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Speaker 1: the head, analytics has been around for the longest. It's

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Speaker 1: now just has an in vogue term put to it, right,

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Speaker 1: And I think the application UM doesn't change. It's always

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Speaker 1: been the same, but now the resources and the data

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Speaker 1: has evolved. UM. And I think it's always been a

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Speaker 1: part of the decision making process, whether how small or big.

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Speaker 1: And I just think when it's used as a checks

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Speaker 1: and balance, you know where if you don't exhaust all

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Speaker 1: your resources, I kind of call it negligence, right. We

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Speaker 1: want to we all know, always make sure that we're

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Speaker 1: making the most sound decisions, whether it's for the roster,

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Speaker 1: for the organization. And it serves as a part of

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Speaker 1: the puzzle where we said, you know, the best thing

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Speaker 1: about being you know, New York Giant is you know

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Speaker 1: that you're gonna have the resources and if you have

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Speaker 1: the resources. It's shame on us if we don't exhaust them,

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Speaker 1: and I think, you know we poke holes in our process.

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Speaker 1: We want to make the whole system and process of

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Speaker 1: acquiring players and evaluating players the best it can be,

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Speaker 1: and part of that is utilizing data, manipulating data, um

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Speaker 1: having confirmation by it. So it's not always using analytics

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Speaker 1: as a way to being an opposition of your initial thought.

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Speaker 1: It actually can bolster your argument, right. It's like no

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Speaker 1: different than going to the court as a lawyer and

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Speaker 1: putting towards evidence, uh in your case. So analytics can

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Speaker 1: serve a lot of functions and it's been it's been done.

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Speaker 1: It's just we want to use it as a checks

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Speaker 1: and balance um and just make the best decisions possible. Brandon,

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Speaker 1: we appreciate a couple of minutes. I know this is

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Speaker 1: gonna be a fun journey. Thank you so much for

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Speaker 1: joining us. Thanks for having me. That's Brandon brown the

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Speaker 1: new assistant general manager of the New York Football Giants.

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Speaker 1: That's new Giants assistant general manager Brandon Brownie. Thank you

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Speaker 1: for joining us on this episode of the Giants Total Podcast.

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Speaker 1: For Bob Popping, Brandon, I'm John Schmilk. We'll see you

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Speaker 1: next time.