Q. Do you worry about being pigeon-holed as a defensive coach?
A. “I don’t. I think I’m a coach of men. I talk about a plan to build a team. I don’t talk about ‘hey, I can build this offense or this defense and good luck with the rest of the team.’ Whether you’re an offensive coach, you’ve got to have a defensive guy who can do something on that side. It all blends together. I think that’s a zero issue.”
Q. When they ask you about staff structure, do you say I’m still going to run the defense?
A. “Nope. I delegate. I think a guy that controls everything, controls nothing. I would be there to assist and help if needed. But I trust the coaches I hire to be experts at their positions. Now am I going to get 11, 15, 22 experts who are going to be experts at every position? Probably not. But the two coordinators are going to be experts. Really, in my power structure, that’s how it works. Your head coach and two coordinators have to be expert at their position. It’s a trickle-down effect of getting this guy to do this and hey, coach this this way and do that. There’s a hierarchy of critical positions. The quality control is not the most critical position on the staff.”