I’m not a fan of either description that the pundits here in London give me.  And I guess I can’t blame the reaction. The only people who really know me are those back home.

The truth of the matter is simple: I, Noah Tong, have never stepped onto a baseball diamond nor into a baseball front office.  Now I’m being thrust headfirst into the Head General Manager role for the London Underground. There’s generally not going to be a lot of optimism for such an unknown hire, not in a city known for rabid sports fans. Not in an era where fan loyalty and fan interest is through the roof. So I understand the concerns, but I don’t agree with them. To me, I’m just doing everything ‘backwards’ from what is usually expected. And that’s fine by me. Sometimes the world needs a little bit of crazy.

Let me back up. In fact, let me back all the way up. I certainly have the time (that’s a lie, I certainly do not), as I sit here in my new shiny office, completely unfurnished besides a desk, chair, and family photo. As a youngster, my mind was always interested in sports. I was a crazed soccer player in my youth, playing from the age of 4 to the age of 24 until a devastating leg injury had me hang up my boots.

But the bug never went away. In fact, I always experienced the ‘manager’s mind’ as I called it. Why would that coach switch from a 4-4-2 to a 4-5-1 when the lone striker has proven to be utterly worthless by himself in the attacking half? Why do franchises continue to sign journeymen quarterbacks instead of developing their own? The more I questioned, the more I learned.

And so I picked myself up, took my business administration degree, and submitted my application for assistant Youth Development Director for the Seattle Sounders. It was there that I slowly climbed the ladder in American soccer, gaining more and more trust by the board as I went along. Long story short, I led the Sounders to an MLS Cup Final and developed numerous national team players. My tenure was widely considered a success.

I went on holiday to England. I needed a break. After visiting some of the major sights for the day, my agent, Rob, gave me a call. He informed me a professional baseball team was interested in hiring me as GM. It baffled me. Do they have the wrong person? 

Evidently, they did not. London went through an almost irrational front office change as Nigel Laverickmutually terminated his contract with the club. After 5 straight playoff appearances, and even a championship ring, Nigel decided to march on towards Marseille. He left a contender intact, that is certain. With so many stars on the roster, this team is at a crossroads. Can the success continue for many more years? Or is a fire-sale in order? All of this is in my mind as I sit next to Sir John Fowler Jr. in an interview the next morning.

“Noah, I’m a sports fan, not just a baseball fan. I’ve been following your almost unreal progression in the states. From what I can see , you have one of the greatest young minds in the management business. Leadership skills are transferable in life. I don’t care what sport it is – if you can build a winner like those before you, London wants you. If you’re not a good fit, I have 30 other candidates on my shortlist who would die to have this job. So I’m going to ask you 1 question today. If hired, how will you bring a championship to London once again? You’ll have some of the best and brightest sabermetrics assistants with information to help. But in the end, the final decisions would be in your hands. What would you do?”

“Sir, I will be blunt. There is no simple answer to that question. There are three routes we can go down. One, we can scrape every last win out of this roster trying to squeeze out one last title. Two, we can sell every asset we have in the hopes prospects develop. Three, we can combine the two ideas and try to get the best of both worlds. I’d be a fool to suggest I know which way is best. My familiarity with the organization is not where it should be. But I can promise you one thing: I will work day and night figuring out the best approach to this roster. Every decision, just like every decision made in Seattle, will be made with long-term interests in heart. If ample time is given, I’m confident you will be happy with the results.

That was the most important interview of my life.

And that is how I became a baseball GM. The media thinks I’m unqualified for this sport. I’m unknown to the fans. I prefer another description.

Unproven.