Salary Cap Management Quotes

I've tried so far to learn as much as possible. I think I've got a good grasp of what a hockey GM needs to do.

We decided to go the way of trading and getting younger players.

You win pennants in the off season when you build your teams with trades and free agents.

If you want to continue to be good and perform at a high level and be deep in all areas, you still have to hit on some undervalued players, too. You can't just go out and sign marquee free agents or trade for players when they're at the peak of their value. That's not a formula for long-term success.

It's hard to win in the NFL. You have to maintain a very delicate balance putting together the right team to be able to win and have any amount of success.

The greatest decisions I've made in my life are by instinct. I remember when I hired Bill I had a lot of people telling me it was a mistake. But he and I had established a rapport in '96 when he coached the secondary. You need a coach that understands economics, that understands the impact of the salary cap and how to make those difficult decisions that allow you to sustain success over the long term. I don't think there's anyone better than Bill at doing that.

If you want to win in this league, you need quality depth management, in the age of the salary cap.

The Bears need to let me be GM.

If you managed a baseball team, would you listen more closely to the team accountant or the director of player personnel?

I played, but I never got a chance to see how the business worked. How the NBA offices and other teams worked. I learned that when I was an assistant General Manager for five years.

The franchise tag is worth something to the team, and you can't be afraid to use it.

Some people said, 'Why didn't you sign Peyton Manning?' Well, we just couldn't do it. We would have had to let go of two or three of our outstanding players to create enough room in the salary cap to do something with him.