Carmen Policy: Good afternoon, ladies and gentlemen, and it's another one of the famous Cleveland Browns press conferences.
I have the pleasure today to introduce to you Mr. John Collins. John and I have been friendly for about 15 years, and we've been friends for approximately nine, maybe ten. I had the pleasure of meeting John when he was a youngster going to work at the National Football League. He got involved with NFL Films, and that's where he really started developing the love affair with professional football.
He's moved up the ladder at the league level, He's handled some of the biggest deals that have been negotiated by the National Football League with companies and sponsors in the last five years, four years. John has been in the forefront of a great number of the movements within the league that have brought our business to the to the new millennium.
He's a fine guy, he's got a family, he's got a one-year-old, and a soon-to-be-born child in July, and I'll tell you a little bit more about that as we go on.
The simple fact of the matter is, effective May 1st, I shall no longer be the President and CEO of the Cleveland Browns. I will take on the title of Executive Advisor.
Now, you're probably all wondering, ‘what does that mean?' That means that I will have business card. I will have a relationship with the Browns. I will have a continued relationship and friendship with Randy Lerner, Butch Davis and everybody else connected with the Browns. That means that I will get paid. That means I really won't have to work very hard, that means this is a very nice situation.
As we analyze this from a standpoint of the Cleveland Browns, what else it means is that for the next several months, I will be available on a day-to-day basis if needed, but I'll certainly be in Cleveland and in Berea to help manage the transition process.
Now, that's the end result. What I'd like to do with you now is discuss how we got there.
In October of 2002, Randy Lerner and I had our first meeting when it was "Randy Lerner, Owner of the Cleveland Browns". Al Lerner passed away a few days before. That meeting was a very emotional, but not difficult meeting. At that point in time I thought it was going to be a matter of me working out the balance of my contract term, being there assisting Randy as he saw fit, assisting the coach, and then moving on to other things when the 2003 season was over.
Randy indicated that he was committed to not only making sure the franchise was one that was going go grow, prosper and be successful, but he wanted to be involved on a long-term basis. At that time, I advised him that, ‘if you're going to be involved on a long-term basis, you've got to be involved. You must be dedicated, you must be passionate and you must be committed to that franchise. If you're not willing to do that, then my advice is, sell it.' He committed to doing that. He not only committed to it, but I think has a very, very honorable and healthy attitude towards his role with the Cleveland Browns.
He wasn't a 42-year-old guy who walked in saying, ‘Look, I got the deed to the ranch. I own this.' He came in saying, ‘this franchise is a trophy asset of this community and because of certain circumstances, I have become it's caretaker. As its caretaker, I'm going to make sure that it's well taken care of.'
He showed me the respect, dignity and honor of asking that I serve as his architect, in terms of drawing up the plans for the ultimate house he wanted to build. He gave me the opportunity to present to him the format by which he could comfortably, appropriately, and with proper training, step into the role of owner of the Cleveland Browns.
I did provide the architectural scheme. I did provide the plan, and it included four cornerstones.
First, I thought it was critical that Randy understand what it was that his organization was all about, learn who the people were that made up the Cleveland Browns, and understand what they do. He worked at it, he developed one-on-one relationships... he not only talked directly to them, he learned from each one of them. That was accomplished.
The second cornerstone required that, as an owner in this league, you must
learn how to deal with other owners. You must understand your responsibility
within the league. Again, he handled that with intelligence and with old-fashioned respect
for his partners, most of whom are older than him.
He didn't brashly show up at the meetings and talk about how he was going to win the Super Bowl the next year. Instead, he showed up at these meetings and he talked about how he wanted to learn from each and every member of the National Football League so he could somehow contribute. As a result, he was rewarded. He was rewarded by being placed on one of the premiere committees of the League: the Business Ventures Committee. I served on the Business Ventures Committee. I have been on committees for 25 years. That is the most exciting, the most interesting and, in my opinion, the most action-filled committee in the League. That cornerstone is in place.
I felt that it was necessary that he understand the dynamic that exists within the organization of the interrelationship between football and business. It was necessary that he get a feel for what it took to literally understand pressures that were upon the coach... that were upon the football operations... how they had to function, and how they had to function in a way that was going to produce a winner, but keep the organization intact, keep it unified.
Part of the required that he develop, not only a relationship with the head coach, but a close, working relationship. That happened, and a friendship also developed as a result of it. The third cornerstone was in place.
We did not anticipate the last
cornerstone being in place until probably the end of next year.
The last cornerstone was to bring someone to the table that would offer the kind of expertise and experience that the business side of the building required – someone who is going to understand what the NFL is all about from a business standpoint – someone who is going to understand that they can use the expertise and all of the training that Randy Lerner has from his education, from his work experience and, I'll say most importantly, from his father.
When this last cornerstone appeared... when it became perfectly obvious that we had our guy and everything was in place, that prompted us to realize that a move had to be made sooner rather than later because the plan was complete. To delay execution was possibly be the equivalent of compromising the plan.
John had the opportunity of working directly with Randy as a result of their interaction at the Business Ventures Committee. I pulled John aside when I saw the way these two related to each other in private and public meetings. I saw the way the chemistry was developing. While we were in Houston for Super Bowl week, without Randy along or anybody along, I put it to John very very, pointedly: ‘it's time for you to get out of New York.' Take your two kids, get them away from the concrete. Introduce them to grass. There is a school in Cleveland wherever you live that is every bit as good or better than any school you could possibly send them to in New York, and cheaper. There's an opportunity for you to become part of a community, not just part of an electric atmosphere. Where you can not only put down roots, but you can make a difference. You can make a difference in the schools, at church, the neighborhood. You can even play golf in Cleveland because they have golf courses here close to your home. You can become just a whole different person.
And I said, "You're going to learn that when you're working for a team it differs so significantly from working for the league. You're rooting for your family – you're rooting for your own. You're rooting for your team as opposed to being at the league office and rooting for ratings. There's a huge difference in your life. There's a huge difference in the excitement level that you're going to experience each and every day – especially during the season."
And, I guess this salesman convinced this saleman that this was a good buy.
Once he showed that interest, I introduced him more formally to Randy and the prospects of John becoming a Cleveland Brown and the two of them, after several meetings, hit it off spectacularly. Once they both realized this was a move that should be made, we felt it was totally inappropriate for John to stay at the league for another nine, 10 or 11 months. It wasn't right for the league. It wasn't right for John. It just wasn't right. We made our minds up that we were going to move forward on this proposition.
We sat down with the coach, brought him up-to-date, let the two of them meet. They got along famously. We advised the commissioner, Roger Goodell (NFL Chief Operating Officer). After a tirade, laced with language which was not totally appropriate, I advised them that it was all Randy's fault, and that I had not thing I could do to dissuade him from this fact, and that he's an owner and they will have to take it up with them. We got the deal done.
I think that we'll have in place a young organization, a vital organization. John will be responsible for all business matters. Coach Davis will be responsible for all football matters. It's that clean, it's that simple, and both John and Butch Davis will answer to the owner, Randy Lerner.
I think that your questions are going to be somewhat able to allow me to expand on this, if you need any expansion on it, but at this point I'd like to introduce, again, John Collins, and have John make a couple of comments, and then we'll open it up for your questions.
John Collins: Thank you, Carmen. It's nice meeting you, I'm looking forward to getting to be able to know each and every one of you.
As Carmen said, he's a pretty persuasive salesman, as are Randy and the coach.
I had never, after spending 14 years at the league office, I had not ever seriously thought about joining a club. I hadn't seen it in my career path. I had always been in New York, although I started my career at the NFL in NFL Films. I had always thought that if I ever left the league, it would be to a more traditional, corporate or media job.
When Carmen approached with the pitch you just heard, it was pretty compelling – the idea of getting out of New York with my own family and coming to Cleveland.
Some of my colleagues from the league office have moved out here a couple of years ago. I remember talking to (Browns Vice President, Marketing & Development) Bruce Popko and (Browns Vice President, Operations) Billy Hampton about, ‘could they see living in Cleveland for the rest of their lives?' And they both said, ‘absolutely.' That appealed to us.
Obviously, spending as much time at the league office and starting at (NFL) films, you understand the Cleveland Browns and the heritage of this franchise and what it means. Getting to know Randy and understanding his vision for how he thinks about this team and how he thinks about the value of the franchise in terms of what it means to the community and what it means to the fan base, and obviously getting a chance to spend some time with the coach – it's pretty addictive. It's pretty hard not to get excited about the opportunity to come to Cleveland and join the Browns.
Being able to – I won't say ‘follow Carmen' because I'm not sure someone could follow Carmen, but having the opportunity to work with Carmen over this next year and really get to know what it is to be a club executive really completed the opportunity in my mind. So, I'm happy to be here and thank you.
Q: Carmen, could you speak on your immediate plans after the transition period?
Policy: "John will start effective May 1st. I'll be on board in whatever small way I can. I'll be helping the coach, especially as it relates to the draft and dealing with the department heads to try to position them to be up to speed so that when John comes on board, May 1st, we can kind of hit the ground running... incorporate him into the organization, which really won't be that difficult. It should be pretty easy because John knows how to work with people. That's not going to be a difficult task at all. It can be a little time consuming, but not that difficult. Then, I plan on working pretty closely with Randy to keep him up to date on any issues I see arising that need to be massaged or worked.
I will be a grandfather for the second time, in June. My son Jim and his wife Kristin are having a baby in the Bay Area, so I will probably visit there. I have to keep a close eye on a certain piece of property up in the Napa Valley which is being developed as we speak. I'll be around for the season. Then, as soon as the season's over, I'll be, shall we say, less available. But I'll always be available to Randy and the coach and John, and a simple phone call away. Different area code, probably, but a simple phone call away.
Q: Are you satisfied with where the franchise is five years after you took
Policy: I'm very satisfied with the quality of the organization. I'm very satisfied with where the franchise is in terms of its stability, the first class attitude and reputation it has developed. John can speak for this: the National Football League considers the Cleveland Browns organization as one of the top organizations in the NFL.
I'm very satisfied in terms of Randy's vision of where he wants this team to go. I think our facilities are as good as we can have, here in Cleveland. I think that a lot of what we have accomplished was really quite extraordinary.
But, in this business, if you don't win on the field, nothing else seems to matter. From a football standpoint, I felt we were headed in the right direction. Last year was a situation where - it's kind of like, you know, that terrible winter that causes tremendous damage to driveways and highways, with a lot of potholes and ruts. We kept hitting those potholes and ruts last year.
But I think that was just the extraordinary circumstance.
I think we're going to be back on track this year. I really feel good about this draft. I think we'll be where we hoped we'd be when the season is over. I'm holding my judgment on the football aspect of the past five or so years because I think this year should be included in that process. I feel good - obviously, no one feels good about not winning a Super Bowl. No one feels good about not being as accomplished in terms of wins and losses last year as we wanted to be, but by in large, I think we're in pretty good shape.
Coach and I were talking earlier today. Lal Hanighan showed us both a sheet that said, beginning with the '05 season, the Cleveland Browns will have the least amount of dead money on the cap of all the teams in the National Football League. Not saying Randy is imprudent or is wasteful, but... he has some cash, so I think we're OK in that regard, and I think he's ready to spend it. I think we have a coach who will spend it when the value is there. I feel really good about where the organization is and that's part of the reason I can feel the way I do as I make this move."
Jim Donovan (Channel 3): Under the category of "If you knew then what you know now...", what kind of ride has this been?
Policy: Well, this would have been a glorious ride if we had not lost Al Lerner. That was a tumultuous period for me, and you can imagine what it was for the family.
But it was also quite bumpy for the organization, because he was a major presence for this organization. I don't mean a presence of coming to work everyday and showing up at the office, I'm talking about just the aura and the inner-power of the man. I'll never forget the morning I walked into the building and I think I had told you this privately Jimmy.... When I walked up those steps at about 7:00 in the morning, I opened the door and it was like somebody had sucked the air and the life out of Berea. It was almost something surreal. I had a feeling it would be different from that day on.
But... what a great experience coming here, starting from, really, nothing... The furniture was rented. The Lerner family found out about the decision of the National Football League on September 8th, 1998. We showed up. The leasing company was coming on October 1st to pick up the rented furniture. So, it was truly starting from nothing, and you saw what we did to this facility.
So, there's a great deal of gratification to be involved in something like that, and to be involved in it with some great, great people who came here from the very beginning.
The 9/11 crisis - to have Lew Merletti, who I consider really to be a national hero, great patriot, wonderful man, being tapped by the National Football League and certain members of the United States Government to help set up our security system... our best practices program... to really help lead the league and some others in terms of how to deal with those challenges that came after that. I had such a great sense of pride as a result because... He's a Cleveland Brown. It goes beyond the football field, and I can't thank Al Lerner, Norma Lerner, and Randy Lerner enough having me and Gail this opportunity.
Jeff Schudel (Lake County News-Herald): When you signed your five-year contract last year, did you have this timetable in mind?
Policy: We had a timetable in mind. When Randy and I sat down, Randy's idea was "Let's do a five-year contract". The contract is specifically drawn up with the proviso that, for the first two-and-a-half years, it anticipated my being involved on a basically full-time basis with the full authority, the full responsibility.
The second-half of the contract, the last two-and-a-half-years, was going to anticipate that I would be spending a lot more time out of Cleveland... that whoever we would have nurtured and developed to come in, to take over some of the business ways that were required, would have me available as a resource, but I basically would be in kind of a consulting mode.
We honestly believed that we were going to go through at least two years without a significant change in structure.
But I explained earlier that the reason for that change became very, very apparent, and I have to tell you that I'm the one who led the charge.
I think Randy was very concerned and very polite, the coach was concerned, and John was overly concerned and polite. Thinking... "No we shouldn't do this... we didn't want to do anything that was contrary to our level of affection and respect for Carmen. "
But I think that it was professionally incumbent upon me to see the right way through this and do what was right for the organization.
How many times have I come before you, and said "We had to do what is right for the Browns". No matter how tough it was personally, professionally, business-wise or emotionally, I think that what we're doing here, today, is what's right for the Browns.
Casey Coleman (WTAM): Knowing what you want to put your own stamp on the organization, Carmen mentioned earlier Lew Merletti, Bruce Popko, Kofi Bonner, Bill Hampton. Do you anticipate keeping those people on board and around. The second question is "Did you play at CW"?
John Collins: I didn't play football, I went out there and played baseball, and that didn't work out all too well for me, either.
In terms putting my own stamp on the organization, I don't feel like I need to do that. Randy, coach and Carmen have built a world-class organization. I know a lot of the people who are here. I think I'm really inclined to help to find a way to complement the team.
John Collins: Well, I think that what I have done over the past 10 years with the league is find different ways to build value. That's been across a range of different business activities, whether it's been on the marketing side or sales side. Building partnerships, working with our broadcast partners, working with our football operations group to figure out how to better stage some of our public events like the Super Bowl or kick-off or something like that.
Another thing that really appeals to me, which the coach mentioned often, was really this is a team environment. That feels real good to me. Not that the league office isn't, but it's different because this truly is a team and in the league you're more servicing the 32 clubs. As Carmen said, a lot of times you wake up on Monday morning more excited about what the ratings are going to tell you than what your team did. That will be a nice change.
Q: Carmen, did you want to retire?
Carmen Policy: I hope there's nothing in anything that I said that could be construed to indicate that I'm retiring. Because, if that were the case, Gail Policy would take a gun and either shoot me or her, OK? The thought of me being around on an extended basis would drive this woman absolutely nuts. And I love her dearly... but... I think that probably she would do is either something drastic in terms of me or her, OK? So I want to go on record, Gail: This is in no way intended to be the equivalent of a retirement.
Randy has seen fit to permit me to do some other matters, be involved in other types of businesses, so long as there is no conflict with the Browns, so long as I'm able to be available, as I indicated, as a resource for the Browns.
I think that there's a lot that I can do, a lot that I will be doing. I'll probably be getting calls from the Coach, you know, complaining about Randy... calls from Randy complaining about the coach... What I will do now, as an executive advisor, I can tell each of them that they're right, and that the other one is wrong. It will be kind of fun, actually.
Q: Did you decide to leave the Browns? Were you ready to leave the Browns?
Carmen Policy: I was ready to leave the Browns. I am ready to leave the Browns because it's the right time pursuant to the right plan – by the way, a plan that I designed. This is the right thing. It is the right thing to do for the Browns, it is the right thing to do for the Policy's. It's just right.
Carmen Policy: I really don't think so. I haven't given that much thought. I couldn't work for another team and remain connected with the Browns. That would not be acceptable.
I like my connection with the Browns. I want to be part of this organization when it wins. You know what I mean about winning - I'm talking about serious, serious, winning and ultimately going all the way.
I do want to stay involved with the NFL, if I can, in some way, shape, form, or capacity. And, again, Randy has been good enough to permit me to do that as long as it doesn't conflict with the interests of the Browns. So, I just have a feeling that I'm going to be pretty busy.
Q: (Opportunities in California)
Carmen Policy: My leaving has nothing to do with any other opportunities. My leaving has
strict relevance to the Cleveland Browns. Those opportunities in California are
difficult opportunities and they're not near-term. I haven't really given them
much consideration at all.
Les Levine: In your original timetable, and the extension of your contract. Now you're saying you're ready to leave the Browns. Yet in recent, in the last couple of months in some of the press conferences we had here, there appeared to be some difference of opinion, whether it was on the approach to Tim Couch or whatever. Did that enter into hurrying up your timetable?
Carmen Policy: No, if anything, what was complicating the process was my personal relationships with the people here. The coach, Tammy, Gail and myself spent an extra three or four days in Palm Beach when the league meetings were over. We enjoy each other's company, we travel together, we adore their son and we talked quite extensively during that period of time. The coach kind of suggested that I hang around a little longer, maybe a lot longer, develop some sort of a program, formula, a presence...
Those kind of personal relationships... the dignity and respect and the civility and the friendship that Randy Lerner has shown me... I don't know that I deserve it - but - I welcome it.
That clouded my judgment for a while because I started thinking, well, maybe I can do that. But, then, I would like to think that the professional in me finally won out, and I realized that I would be confusing this organization if we bring John Collins in as President, and Butch is going to run football, and Randy is emerging as the caring and dedicated owner who wants to wrap his arms around this organization and learn faster, and learn more, and be more productive.
If I'm here, I cloud that process. For this organization to move forward, it needs clarity, total clarity. I think that I would be part of a problem, rather than what I've tried to be over the years, in any organization I've been with, which is part of the solution.
Q: Carmen, you talked about what it was like coming in the building the day after Al Lerner died. As much affection as you had for him, Was it just different for you, in that transition, and that effected how long you wanted to stay here?
Policy: It was very different, dealing with Randy as opposed to dealing with Al. The fact that it was different doesn't mean that it was anything that wasn't pleasant, that wasn't positive, and so forth. Al and I got together, and we did this thing. He was a person in his late 60s, who had done certain things in his life and was looking forward to setting up an organization that would run a certain way, with his involvement being at a certain type and at a certain level.
Randy was a 40-year-old bright Columbia Law grad who had traveled the world, been involved in business at the highest levels in Manhattan, and was really anxious to do some things. In effect, accomplish quite a bit in those 29 years ahead of him. Twenty-nine years, it was 29 years difference, so to speak, between Randy and where his Dad was. So, you're dealing with a whole different dynamic there.
He was very honest and very straightforward in telling me what he wanted and how he saw his role and the organization developing. He showed me the respect and the confidence to allow me to come up with a plan to help him accomplish it. I think it was the greatest compliment that you could pay to a man in my position, when someone - 40 years old - finds out that they own a football team, comes up to you and says "OK, set it up for me to succeed, set it up for me to learn, set it up for me to walk in here and do a good job and be able to be meaningful in my new position".
I can't think of a higher compliment that could be paid to me than that.
Q: I can imagine this upcoming season has taken on even more meaning to you, hasn't it?
Policy: This is a pretty important season. Now, all of a sudden, it's important to the Policys, not only because we're still part of the Browns, and not only because it's our team, but because it's kind of the final opportunity for the report card to get a little better. We'd better study hard for these exams, because I need to boost my accum. It's going to be exciting and frantic.
By the way, just let me apologize in advance if I'm not as available to you as a group or individually as I've tried to be in the past. I think that you will understand that the right thing for me to do is back away from comment, back away from commentary. I'm afraid that if I'm not dealing with issues in a business sense, and in a formal sense, I might get myself in trouble by trying to be a little too funny or a little too entertaining, so the best thing for me to do is stay out of trouble and mind my Ps and Qs and back away a bit, OK?
Mike McLain: ..(inaudible)... the greatest disappointment in your time here?
Policy: I think that's one of my biggest disappointments because Tim Couch was the very first pick of the very first draft of the reborn Cleveland Browns. Tim Couch is a great guy, I like him and I rooted so hard for him. Every interception he threw was a dagger to the heart... the same type of pain you would feel when your son or your daughter is out there performing, or competing, and they don't do well. I felt that I wanted him to succeed, I wanted him to do well. I wanted him to succeed for the Browns, I wanted him to succeed for Cleveland. I thought Cleveland needed a star, especially on the football team. I wanted to succeed for himself, and I wanted him to succeed for very selfish reasons.
Les had mentioned that there may have appeared to be differences of opinion when it came to player/personnel. I don't have a difference of opinion when it comes to player personnel than the coach. I have a difference of perspective. I have a difference in terms of how I might view something. Oftentimes, I say that I view things from 20,000 feet above sea level. I see other things, I see personalities, families, community relations. I see public relations, I see all kinds of different things. The coach operates at sea level. He looks at things right in the eye, and he looks at things from the perspective of the competitive response, the competitive reaction, the competitive result. That's what you want your coach to do, so you may thing you're hearing different things, you're not. You're hearing different perspectives on the same subject.
Q: John, at what point in the process did you know that it was time to put New York in the rear view mirror?
John Collins: When my wife told me that she was starting to have fantasies about getting in the car and going to the supermarket for groceries. (laughter)
Q: Do you think that it's too much to ask one man to be both in charge of football operations and coach?
Policy: Oh, I thought you were talking about me. Do you want to repeat that so that I'm sure...
Q: As you leave, it it too much to ask one man - no matter who it is - to be in charge of both football operations and coaching the football team? Are the two jobs too big for one person?
Policy: It's not too much to ask one man to be in charge of the football operations and coaching. It's too much to ask one man to be in charge of both football operations and coaching if he doesn't have the right supporting cast. The key is to capitalize on the strengths, skills, and talents of the person you put in that position, and help them to be able to do their job by making sure that they get the best supporting cast possible. With the right supporting cast it works, and it works perfectly.
I've been involved in both situations, and that's what it's all about. I can tell you this - there are a lot of great coaches that are in the Hall of Fame that wouldn't be there if it were not for their coordinators and their assistant coaches.
Q: John, why did you not (inaudible)
John Collins: I just really... I just hadn't thought of it. You deal with all 32 clubs, and they're all different and unique, and as Carmen said, you have a different perspective when you're at the league. You're also more heavily involved in the corporate marketing and the media business, and you're just exposed to different things. I guess my background is marketing and sales and programming. It was only really recently that.. the Cleveland Browns situation is really unique for a lot of the reasons that we talked about.
Tony Grossi: John, what role did you play in the Super Bowl halftime show?
John Collins: I was... I was involved as many league people were. Again, the only thing that I can say that hasn't been said, or hasn't been said too much about this... it was something that everyone at the league office was deeply embarrassed about. We took full responsibility for it. There were assurances made that weren't kept. There have been changes in the policies to make sure that it never happens again.
Policy: You know, can I add one thing to that, Tony? Forgive me for piling on, OK? I have been able to observe from my position as a President and CEO of two organization now that John has displayed a unique ability to be a team player. He has never pointed fingers, even when there were attempts to point fingers at him. That's a great quality to have in a football operation, in a football team environment. Secondly, he has been called upon by more departments within the NFL to quote "help out", and they value his thinking process and value his judgment, his negotiating skills, his input. He's welcomed into the inner circle of different areas, different responsibilities, because he has that unique talent, and I think that was another thing that impressed Randy a great deal about bringing someone in here who could do that, who could go through the membrane, and interact, and then come back through without causing any rupture. I think he's pretty humble, which isn't too bad a quality to have if you're in this business. There are some talents here that have never surfaced unless you've been able to see him in action.
Q: (Turning to Randy Lerner, who is in the back) Randy, what do you...
Policy: Why don't you direct your questions up here? This is our day today. You can talk to Randy when this is over.
Q: What is this day like for you personally? Is this a good day, is this a sad day for you?
Policy: Well, it's a little of both, because I like what I do, and I liked being President and CEO of the Cleveland Browns, but by the same token there's a responsibility that comes with that job and I like thinking that I perform those responsibilities and that I execute my duties at a high level, and in a professional way. .
We also have a great life ahead of us. No matter what we do, no matter how involved we are with the Browns or other businesses. I'm fortunate. I have a great family, a wonderful wife, a life in Northern California that most people pretty much dream about. So, I'm pretty fortunate.
Mike Trivassano (WTAM): Can you bring some of that Policy luck to Cleveland for this last season?
Policy: Well, I can help you with the wine, I don't know about the luck. I feel lucky about this year. Don't ask me for a prediction, but I do feel lucky about this year. I think we've had enough bad luck. I think we've had enough setbacks. I just have a feeling things are going to turn around. I sense momentum, ever since the season was over. A lot of good things have happened. A lot of very positive things have happened, and I think the coach, when he won the coin flip with Atlanta. I thought that, coupled with some other situations bodes well for us.
Thank you very much.
(Press conference ends)