OverDrive - Chayka on the Maple Leafs' general manager role, the analytics impact and the outlook of the roster

Episode Date: May 6, 2026

Toronto Maple Leafs general manager John Chayka joined OverDrive to discuss his newest role leading the roster and organization's lineup, the team winning the NHL Draft Lottery, the vision for the selection, the data significance, the relationship with the league's GM, his perspective on building the team, moving forward from the Arizona experience and more.

Let's bring them in here. There's John Chica, the new GM of the Leafs. How you doing, John? Doing well. How are you guys doing? We're doing very well. Take us through your viewing experience of the lottery last night. Yeah, I was standing beside Matt's, and he kept telling me how he's not going to win.

It's not going to happen. And I kept trying to keep him optimistic, and he's a lucky sweet. So we got it done. So, John, you know, you have a plan heading into the lottery. draft last night and then you win it. Does that potentially change your plan or does that just give you more options? You know, the nice part is we just started. So, you know, when we have a plan kind of we're thinking of building out the organization, you know, we didn't have a plan in the draft yet. And so we knew that there was optionality of what would happen. And obviously there was a wide

range, you know, from winning, which we ultimately did to losing the pick even. And we were kind of thinking about and planning for all of those circumstances. So obviously the best outcome possible happened. And, you know, it's luck, you know, a funny thing. And you need it to have success long term. And that's a big one. Does this speed up the process of getting familiar with scouts and everybody's books on these prospects?

I know there's a bunch of players that are at the top of the top of the class this year, John. But like, as far as you're concerned, like, you must want to get as much info as you want on the top guys that are going to be available. Yeah, you know what? We had a few meetings already scheduled for today, so it ended up lining up well. But honestly, I mean, these guys, they're out, you know, every day of the year.

And for these players now, they've seen them over multiple years. So it's always about getting a good book on the players, and I got a lot of confidence in the group we have here. It's a veteran group. I spent some time with them today. I feel really comfortable with where they have things. And, you know, again, it's a big decision, and we've got to be thorough and we've got to be diligent.

But I have no reservations that this group's not prepared to make the right decision. Always curious in terms of the role of the GM plays in the actual draft picks. In other words, I can't imagine you're watching, you know, hundreds and hundreds of prospects. And once you get to the fifth and sixth and seventh round, I'm sure you have to rely on your scouts to tell you, this is the guy we should go for. or this is the guy that fits whatever we're looking for. How does that apply to the first overall pick? Like your specific role in knowing the four or five guys that are on the short list. Like is it basically, are you going to work even more on this pick

because you can narrow it down to two or three guys? It's a great question. I would just say, you know, I think every manager is different and now they approach the draft. Certainly some guys, you know, that's how they were brought up. And that's what they love to do. and they're super involved and super engaged. And that's great.

I think for my seat, like, I'm always a big process guy. It's a really hard thing to do. And it's one of the most challenging problems I've ever come across in life. And like I just find that, you know, their experience, their intuition, what they've gone through, how they've learned, the mistakes they've made, the adjustments they've made over decades are super important. And so, you know, obviously, you know, the first overall pitch, is an organizational pick.

And, you know, it's an important one to get right and we'll dig in and I'll be a part of that process. But I would say, honestly, my part is a part of it. At the end of the day, though, you know, it will be on my record and I own that. And but same time, that's why you have to, you know, have a good staff and empower them to do a good job. John, your data-driven, have you noticed scouting in the way that scouting has been processed changed over the years?

And I'll give an example as maybe watching prospects. through video instead of actually being in the building to watch them? Yeah, sure. I think it's just any business evolves, you know, new technologies come out and you evolve your process. I think one of the challenges of scouting is, especially in hockey specifically, just have this massive player pool across, you know,

different continents. And so, you know, if you're one person trying to get a good feel for the entire drafts, it's almost impossible to get a good sample size. You know, you can do it and you can see everybody. But I think it's a bit of a supplement. And, you know, how can you, you know, use data, use video, use it, you know, in-person experiences, just get the fullest picture possible. And like I said, even after you've done all of that, it's a very challenging decision to make.

And you're trying to blend all these things in a really artistic way, as opposed to just being pure science. But I think anyone that's gone through it and done it has got the humility to understand that, you know, viewings are helpful and certainly being live. and feeling it and seeing stuff away from the puck brings a lot to the table. But if you're also just trying to make sure that you're not missing anything and seeing players in different segments of the season or against different competition, you know, supplementing some of those viewings can be really valuable. So data has been brought up twice in this interview already and you're associated with that

word. We have a new segment on our show that we're heavily involved with it. We talk about it too. Like, what does that mean for people listening that you're, described as a data guy, analytics. As far as your view on a hockey team and your association with this, how does it all come together and how do you kind of view things? Yeah, I mean, my approach and my view is, as you guys know, as well as I do or better,

like it's just really hard to win the National Hockey League. There's a ton of really smart people doing great work, lots of experience, they've got a lot of knowledge. And so you're always trying to find an edge, an advantage, something different. you know, not trying to play the exact same game as everybody else and just hope the ping pong balls hit every year for you. Like, you know, what can you do that's different that kind of gives you a right to win? And, you know, look with my background and some of the things I've experiences I've had, you know, I feel like I've got a lot of experience on the

data side. And, you know, having said that, I think no matter what your background experience is, you have to be, you know, cognizant if not over-indexing to something or under-indexing in another way. So, so for me, it's just, you know, I really believe that you even the power of the room, like I've said before. I think, again, these are really hard decisions. So if you get the best people around the table, you know, put all the information on the table in terms of quantitative or qualitative evaluations,

your book on the players, you know, anything you've got on them in terms of intangibles. And just, you know, it's hard. You know, you're trying to wait all these things in different ways and it's always different, you know, depending on the player and the situation and that the part of the draft that you're in, it'll evolve and it's never the same waiting. But ultimately, you know, you have to be right when you make your pick.

And when you do that, you know, you want to have a lot of conviction that you've turned over every stone. You've looked at it from every different angle. And then you've got to make a judgment call. With John Chiker, GM of the Maple Leafs. So intangibles, physicality, intimidation, you know, they all play a role in the sport. You, again, I think maybe fairly or unfairly you've been labeled as just the data guy, just a, you know, it's all science. and you're going to put the numbers together. Do you want to address that and how important you think it is

in terms of building the Leafs in the future to make sure there is a physical element to their game? You know, they can fight if they have to fight. Like all the different things that also come with the sport, where do you stand on that? And how would you address Leaf fans that are wondering, you know, your stance on that part of the game? Yeah, I'd just say, like, you know,

much like any fan, you'll turn on play off hockey and, you know, it doesn't take you long to figure it out. I mean, these are, it's a, it's a battle out there. You got to be ready physically, mentally to go out and compete at that level. Obviously, that's, you know, a reason why Matt Sundeen is a big part of what we're doing. You know, he's a guy that's, that's been in those situations and knows what it takes. You know, he'll be a big part of our decision-making process. And, you know, we're going to surround ourselves with lots of individuals like Matt's

or would have similar different backgrounds that can bring those elements to the table and understanding of what it means. but you know I would just say like if you're going to win you got to be good across the board and certainly this time of year you need those elements that you raise but you also need to be you know the pace of these games is also noticeable

you know and not just the pace of skating but decision making and reads and you know making plays under pressure and escaping pressure and making a play so yeah I think our job is is to not miss those elements that you suggested because those are clearly part of the recipe, but also have a well-rounded team that no matter of the opponent,

you know, you have a diversified attack that can match up well against anybody. John, you just mentioned the other general managers around the league that everyone does good work and everyone's trying to win. There's been a lot of speculation about your specific relationships with these people. Like in your estimation, do you want to speak to that? Like, what do you think your relationship is? And I know there's some different people moving. moving around the deck chairs are different.

How do you think your relationship is from your view with other GMs around the league? Yeah, no, it's a fair question. I think from my side, I would say, you know, the folks that I know, which is a large majority, you know, I think I have pretty good relationships with. And I would just point to my history of making transactions. And we made quite a few in Arizona as we were trying to kind of move that team around and get into a competitive position. I think the main theme is that whenever you're trying to make a deal or create a transaction,

that there's two sides to the equation and you're trying to understand what they're trying to accomplish and you're trying to accomplish something for your clubs well. So by no means am I looking to make friends or anything like that. I'm trying to do the best thing in the interest of the Toronto Maple Leafs. That's my loyalties and that's where that lies. And for Edward Rogers and Keith Pelley and the whole staff, know, that's my focus, but at the same time, I think in order to get transactions done consistently, you need have to be honest and forthright and directing your dealings. And like I said,

historically, I've been able to do that. Well, and Keith Pelley, the other day, obviously, was not concerned, and was not concerned about, you know, your history and your time in Arizona, the way you left Arizona. And he, he said you impressed him with your vision. Can you shed any light on that? Not necessarily your full blueprint of the next three to five years for the least, but what you think you did in particular to tip the scales and have Keith Pally in the end choose you as the GM? Yeah. Again, that's a good question for Keith. But from my perspective, I think, you know, obviously, you know, resources aren't a problem in Toronto. Again, the directive from Edward Rogers to me is to, you know, do whatever it takes to win a Stanley Cup. I take that seriously.

I think, you know, as we think about how we can, you know, again, gain a competitive advantage, it's not just resources. It's being resourceful. And I think, you know, coming from a place like Arizona, you know, it teaches you a lot about that. And so, you know, how can you be really disciplined in your decision making, how you can be really disciplined in how you spend money in a cap system, even though you can spend the cap, it still matters how you spend those dollars. And so I think combining, you know, resourcefulness with the resources could be a blueprint of, you know, how we continue to evolve the organization. And, you know, again, I would just say, like, I think there's been a lot of good things done here over a decade, too. And so we're

certainly not looking to throw the baby out with the bathwater in any way, shape or form. There's a lot of good people that have done a lot of good work over a long period of time. And, you know, Matt and I are coming in with a different slant and, you know, maybe a fresh perspective. And, you know, we're going to try to iterate on things. But, you know, I think ultimately Keith was looking for someone that could come in and bridge them between some departments and try to, you know, again, take what's here and bring into another level. your opening statement the other day in your press conference you said you know you were younger and a lot different in Arizona this is a different beast here in Toronto I mean how different are you and how different is your approach going to be

you've talked about it with more resources but is it more about relationships or more about just you maturing and second time around you're looking for a different approach yeah look I think a little bit all the above I was 26 I was I was dating now 36, I'm married, I've got three kids, life changes. And so, yeah, I'm always looking to get better and improve and, you know, do different things. Obviously, done some things now on the business side in different formats and, you know, look to bring some big best practices from there as well. But I'd say, you know, spend a lot of time in global sports, global football, baseball, you know, NBA even. You know, the common theme is always the human element. There's just a human connectivity and a pulse and a heartbeat to these environmental.

And again, I think you can have the most talented teams in the world. I don't think that's going to get the job done. And so while talent is a necessary part of the equation, I don't think it's a sufficient part. And, you know, anything we can do here with the Leafs to continue to build up culture. And again, that's why I love having Matt Sundeen as a partner in this. And someone who knows the market has lived it, has felt the weight of it, but I was also embraced what it is and what it means. I don't have that exact perspective, of course. And so, you know, having the best front office matters.

So as far as the culture that's in place, like, how are you going to dig down and drill down on the culture that's already here? Like, are you just going to have to ask around, get to know guys? Like, have you spoken to Austin Matthews, William Neelander about what's up here and what's been happening? Or how are you going to find all these things out? Yeah, I mean, at the end of the day, I think it is just having conversations. And so the last two days, we've been kind of in the boardroom here, buckled down and trying to meet with everyone from the chef to the equipment staff to the coaches we're going to go through and talk to them and get their perspective.

I'm just a big believer. Again, we're on the outside. We don't know what we don't know. And so having those conversations and digging deep and trying to have real honest conversations about where we're at, you know, and there's great. been a great perspective already. You know, people that are in the room every day that just have a pulse on what's going on.

And the question isn't what's gone on the past. The question is, you know, where do we go from here? How do we get better? How do we elevate things? Obviously, it was a disappointing season for everyone. And at the same time, I think there's a lot of resolve in the group. There hasn't been, you know, that missed playoff experience in a long time. And our hope is that, you know, this group can benefit from that, actually.

You know, use some of that adversity in a positive way and bounce back. well with that in mind there was a report in the athletic this week that Austin matthews is uncertain if he's even going to return next year is that your understanding of where Matthews is at right now and how would you approach that report that's not my understanding i think uh you know Austin's invested a lot of his career his entire NHL career into the Toronto Maple Leafs and um you know I think that's been an affirmative decision on his behalf and uh you know I think as he evaluates his career and what the next decade of his career looks like,

I think it's important that he feels a connectivity and alignment. He has a similar vision and passion that we do. And so, you know, we'll have those conversations and get together and share notes. And honestly, I want to be a good listener. You know, he's the captain. It's his room. He's been through the ups and downs of this market. You know, obviously, Matt's is a unique perspective to share as well.

and I'm sure there'll be some good back and forth in that regard. But I totally understand the perspective of, you know, you only have so many years as a player, and it goes by quick, as you guys know. And, you know, you want to make sure that you feel fully aligned and engaged in what's going on. And I have no problem, you know, having those conversations, sharing our thoughts, learning, seeing if there's a, you know, shared common vision and, you know, charing a path forward. John, Keith Pelly, in a roundabout way, a few different times, thinks that with some of the cornerstone pieces, as he labeled them, with some additions and possibly being healthy, that this team can turn it around and get back into contention of some sort, I guess, for the Stanley Cup next year. Do you share in that belief?

Was that a big part of the interview process, what your thoughts were on this team, and how quickly they could turn around if that's even possible? some think it's not. Yeah, I would just share my perspective, which is, you know, we spent some time on, you know, this roster, this season, you know, walking through the players, I'd say it's a very small portion of the interview process. The much larger part of the process was organizational building, you know, a vision for what world-class organization looks like, how we can be the best class across, you know, all these different departments and integrate them in a really effective way to create a competitive

advantage for the long-term for the Toronto Maple Leafs. And, you know, so as we're doing that and evaluating that right now and trying to find, you know, the best ways to put this thing on solid foundation, not just for my tenure, but hopefully, you know, into the future. We also believe very strongly that, you know, we owe it to the players, first and foremost, the fans, ownership, to, you know, put the best team on the ice next year. And, you know, I think you got to do that in a way that's thoughtful and constructive. And, you know, this isn't something where we're building a team for one season. But at the same time, I do think we need to, you know, continue to push this team ahead, generates some momentum and get some positivity back. So as far as next year, do you think that this team could turn around and be competitive

and compete for a Stanley Cup with some additions? Or what are your thoughts on that? I think, look, I think, again, as I sit here today in May, the season played out. And, you know, you know the result as well as I do. And so obviously the answers we sit here today is that they're not the contending club that we'd like to be. We've got a full off season. We're going to go hard. We're going to give it everything we got.

I'm very committed to that. You know, I think we got some world-class players. And those players deserve our best efforts to put the best team on the ice, you know, under the constraints. And the realities are trying to do that while other 31 teams are trying to do the same. But it won't be for a lack of effort on our side. And, you know, as we get into training camp, you know, happy to address that question with more specificity.

But, you know, I can say anything in May, as you know. It's more about what it looks like because we enter the season. Yep, absolutely. Well, John, you're the first guest to come on since O debuted his new ponytail. So we appreciate you keeping a straight face throughout the whole thing. Staring in the screen at that. It's tough. And next time, I'm sure he'll be back to a tight fade.

We appreciate you taking time for us. We'll do it again down the road. Thank you. Yeah, thanks, guys. Appreciate it. You too. The new GM of the Maple Leafs. You and a guest on an epic rock adventure. Live in Toronto with flights and hotel.

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