Excerpts of this interview ran in SBJ in 2004. The revised interview reflects a conversation that continued during the summer of 2011.
Billy Beane was a first-round pick in 1980 by the New York Mets, one of four teams with whom he played a total of 148 games in six seasons (1984-89) and compiled a career .219 batting average. He became a scout for the Oakland A’s in 1990, assistant general manager in 1994, and then succeeded Sandy Alderson as the team’s GM in 1998.
Beane never bought into the unimaginative groupthink that permeates the game, the copycat philosophy embodied by so many timid managers of “If it’s not broken, we’ll try to fix it.” During his front-office tenure with the small-market A’s, Beane has had to be creative in analyzing and managing the team’s finances, talent evaluation, and baseball product. In doing so, he has defied some of the game’s conventional thinking. Beane’s approach and methodology are discussed in the book Moneyball, by Michael Lewis. The film version, starring Brad Pitt as Beane, had its premiere on September 23, 2011.
Despite the free-agent defection of All-Star players over the years and a payroll that is far less than that of the highest-spending teams, Beane has been able to keep the A’s competitive. He has always been modestly pragmatic in his approach.
“We’re not telling anyone how to do their business,” Beane told me. “We’re going to do it our way that allows us to compete in what is a chaotic market.” He added, “I’ve got a responsibility to my owner to make sure that the money he spent is being well-spent and he’s getting some return on it. We have to function as a business, not just as a baseball team… We’re just a small-market team, and I’m the keeper of the gate when it comes to having responsibility with what my owner spends.”
Fast forward several years. Beane told the New York Times, “There are a lot of smart guys running teams now, and a lot of the guys who are smart also have a lot of money. That’s a pretty tough combination to go against. We’ve all started valuing the same things.”
I first spoke with Beane in 2004 and again at different times over the course of several seasons. A voracious reader, he always spoke enthusiastically about the books he was reading or planning to read during the summer. I remember the first time we spoke. I had arranged a day and time during spring training to call him in his office. When I did, his secretary told me, “He’s on the other phone.” She took my name and number and hung up. Moments later, my phone rang. It was Beane.
“I’m sorry,” he said. “If I knew it was you, I would have taken the call.”
“I thought maybe you were in the middle of negotiating a blockbuster trade. I didn’t want to interrupt,” I told him.
“Nah, it’s not the right time for that,” he said.
Q. Is there an offseason in baseball anymore? Do you take any time off from the job?
Beane: Yeah, for about five or six hours on Christmas day, and even that is not a guarantee. No, there really isn’t. It’s become a 24-hour, 365-day job. Some times are slower than others, but by and large there’s always something to be done and always someone to call.
Q. It’s a practice in art school to copy the old masters. You seem to have made a practice not to copy the old masters in baseball.
Beane: I guess it depends on who you qualify as the old masters. There are some people in the industry who have had a tremendous impact on me and my career. First and foremost is Sandy Alderson. But some of the things we're doing here are not that far off from some of the things the Dodgers were doing years ago. People think on‑base percentage as a statistic is sort of in vogue now, but it’s something the Yankees focused on years and years ago. So, while some of it may be viewed as new, in many cases it’s not that new. What we’re trying to do is examine everything and every dollar we spend to make sure we’re getting the greatest return on our capital.
Q. In Moneyball, Michael Lewis wrote, “The old scouts are like a Greek chorus; it is their job to underscore the eternal themes of baseball. The eternal themes are precisely what Billy Beane wants to exploit for profit by ignoring them.”
Beane: As it applies to how we spend our capital, we're going to do it where we have the least amount of risk and the most amount of success. When you’re in Oakland and you’re splitting a market, you’re one of the smallest markets in baseball, you can’t afford to go on the roulette wheel and place everything on double zero and hope that it gets a return. Every dollar we send out we want to see some return on it, and we want to do it objectively. It is similar to the way an actuary or an insurance company would set insurance rates. Or the other example we use: We are going to play blackjack and, if we can, we’re going to deal the cards. Does that mean every decision is going to be right? No, but we want to place the odds in our favor.
Q. Nonetheless some of this was original thinking. Baseball has long had a conservative streak.
Beane: We’re not telling anyone how to do their business. We’re going to do it our way that allows us to compete in what is a chaotic market. Which in some respects, a chaotic market, is good for us. It allows us to take advantage of the inefficiencies.
Q. Is it oversimplifying to say that college players are a lower risk than high school players?
Beane: I don’t know if you can put it any more simply. Not only that, but you get a quicker return. There’s a return on your asset probably more immediate than there is with a younger player. The bottom line is, there’s more data from which to make a decision. That’s really what it comes down to. We’re not good enough to walk onto a high school baseball field and watch some kid and predict what's going to happen. We’re just acknowledging we need more data from which to make a decision. The more info we have, the better decisions we think we're going to make.
Q. Your approach is less risky than that of others.
Beane: That’s what I would say. Listen, I’ve got a responsibility to my owner to make sure that the money he spent is being well-spent and he’s getting some return on it. We have to function as a business, not just as a baseball team.
Q. Years ago, Davey Johnson...
Beane: I always thought Davey Johnson was one of the most underrated baseball minds. He was a roving instructor and then was the manager with the Mets when I came up. Here was a guy who was not only a very good major league player, but he was also a guy with a mathematics degree from Texas A&M. So, he had an analytical approach. And he played under my favorite manager of all‑time, Earl Weaver. I always thought Davey never got the recognition as a manager he deserved. He won everywhere he went: Cincinnati, New York, Baltimore, Los Angeles. I've always been a big admirer of Davey Johnson.
Q. It must have been an interesting player/manager relationship between Johnson and Weaver.
Beane: I never had the privilege of meeting Weaver, but there was a brilliance in the simplicity, just in the way he ran the team. He was a proponent of the three‑run home run as a much more efficient way to score runs. He wasn’t a proponent of losing outs on the base paths. He wasn't someone who believed in losing outs by bunting someone over in the second inning. He understood the value of an out.
Q. Selena Roberts in the New York Times wrote about how threatening an alternate view is to baseball’s theology: "It’s a threat to inept owners and/or a certain baseball commissioner who have used their small‑market woes as habitual excuses for futility. It’s a threat to romanticized scouts whose legends are built on a five percent success rate."
Beane: We’re just a small‑market team, and I'm the keeper of the gate when it comes to having responsibility with what my owner spends. I find it somewhat humorous that with a market of this size, someone would be so concerned with what we do.
Q. You’re a small‑market team that has had success. There is a built‑in underdog appeal.
Beane: Well, I think the greatest compliment this organization can take is that we’re no longer viewed as an underdog. There’s now an expectation level placed upon us. There’s an assumption that we are going to, and should, succeed. Some people have forgotten about the payroll, and I take that as a compliment to the organization. We are a small‑market club and one of the lowest payrolls in the game. We still continue to lose players because we can’t afford to sign them, which isn’t necessarily a bad thing from a business standpoint. But I think the bar has been raised for us.
Q. The A’s have lost not just talented players, but also key personnel off the field. Has it been difficult to rebuild the front office?
Beane: It is probably harder to rebuild there. I’m no revolutionary. Sandy was the one who started this whole thing. I sort of view us all as coming off that tree, because [Alderson's] background was the most unique: a Harvard law graduate and Marine officer who came into the game as a legal counsel. The thing that I’m probably most proud of here in this organization are the people who have left. I shouldn’t say left. They’ve been pursued by others to run other franchises. That’s the greatest compliment you can have. I would love nothing more than to see a number of people who work here in parallel positions to myself or even higher.
Q. Has your playing experience—a first‑round pick in 1980 by the Mets—given you any kind of advantage or unique perspective?
Beane: Having played the game gives you some credibility in the locker room. But what I’ve drawn from my playing experience are the people I’ve met. Some very bright people. Guys I mentioned already. Davey Johnson, in a strange way, has had a very big impact. And Frank Cashen, Andy MacPhail, and Bill Lajoie. I always thought I was like Forrest Gump. In my brief career, I played under Sparky Anderson, Davey Johnson, Tom Kelly, and Tony LaRussa, all guys who have a chance to go to the Hall of Fame or have been successful in most people’s judgments. That’s where the advantage of playing came for me. The one thing I don’t get caught up in is the idea that I played the game and therefore I know. Being in the front office is completely different, and you’re not giving enough credibility to some people who have not played and are very bright, capable people.
Q. You have said, as much as anything, we don’t complain about what we don’t have. We focus on what we do have and we make the most of the opportunities we get.
Beane: When Sandy was here, when I was working for him, we knew with our payroll we weren’t going to be able to put together the perfect player at every position. In most cases, we couldn’t even find the perfect player in one position. So, we had to look for players who at least did one thing really well and then had to find a way to put them into the jigsaw puzzle.
Q. Out of necessity you have had to be imaginative.
Beane: The great thing about being in this market is that it does force you to be creative and it also puts you in a position not to make bad decisions. The last thing you want to do is give your credit card to your 16‑year‑old kid. It forces discipline on you, and therefore forces creativity. Every year there’s going to be a major free agent who comes out, or a major decision that we have to make or can’t make because of finances. We always take it as a chance to be creative and find an answer. We try not to spend our time wishing for what we had. We try to spend our time coming up with answers for what we are going to lose.
Q. I wonder if some of the lessons of the A’s success have translated to the business world. For example, Michael Moritz, in a keynote address at the 2004 Venture Capital & Private Equity Conference at Harvard Business School, said venture capitalists should study your formula for finding winners among undervalued players.
Beane: It’s very flattering. What’s been interesting is that a term I use, the larger culture, has been very receptive to what we've tried to do here. As an example, if you look at the draft, it has changed significantly in the last years as it related to what type of players were being drafted in the first round. There has been a noticeable change in the way many people have started to put together teams and run their businesses.
Q. How so?
Beane: When Sandy was here we were on a quest for every high on‑base percentage guy we could get, and people were sort of laughing at us. And now the highest paid stat in baseball is for on‑base percentage. And the lowest‑paid stat is stolen bases. The one thing about Wall Street is that there is an immediate return usually on your decisions. In most other businesses there is a significant lag time. But the incentive and the return on your decisions and finances are right there right away, so you’re probably more apt to make change in that sort of business than you are in other businesses.
Q. What’s the best new idea in baseball?
Beane: When I see guys like Theo Epstein running the Boston Red Sox and Paul DePodesta down in Los Angeles, I think that some of the people who are now attracted to this business are those that in many cases you would have seen working at, say, Goldman Sachs. It’s people who can implement new ideas.
Q. Do millionaire players need incentive clauses?
Beane: A contract is not a unilateral decision. It's something that is negotiated by two parties. So, if [the incentive clause] is there, it means that two parties have agreed upon it.
Q. What is the best call you have made in your position?
Beane: That’s easy. Hiring J.P. Ricciardi as my director of player personnel and Paul DePodesta as my assistant general manager.
Q. Billy Martin said, "There is nothing greater in the world than when someone on the team does something good, and everybody gathers around to pat him on the back." What do you consider the best thing about sports?
Beane: It’s a fraternity of people going in the same direction. And I think that that also exists when it comes to being in the front office as an executive. You sort of build your team in the front office. You have long days and long nights, and then when you win, you have that same espirit de corps that you have on a baseball team in a locker room. You’re around each other so much and you’re all pulling in the same direction. And when it’s realized with a division championship or a playoff appearance it’s really satisfying.
Q. Rick Reilly called you the shrewdest or most creative business man in sports today. Who is your choice?
Beane: I really like the way the New England Patriots as a whole are run, from Bill Belichick on the field to their front office, and the way they balance their personnel decisions with their finances, and the fact that they’ve won a championship but they’ve also set themselves up for the future. From a personality standpoint I’ve always admired Jerry West. And I’m kind of a [Bill] Parcells guy, too, when it comes to personality.
Q. What has been the most interesting story of the 2011 offseason?
Beane: As it relates to the A’s or in baseball in general?
Q. In baseball, first.
Beane: Oh, man. I don’t want to sound jaded. Maybe I just take some of the things for granted. The most recent one is the [Albert] Pujols’ negotiations…a player of that caliber, who seems to be on his way to the Hall of Fame. You know, we have one of these every couple of years, but there’s always something unique about each one.
Q. What about the A’s?
Beane: For us, the interesting thing is our continued quest for a new venue and our frustration there as we watch every other city come up with a new stadium, Florida being the latest. I think it’s pretty much us and Tampa are the last two waiting for one.
Q. Will a new stadium mean greater revenue and a bigger player payroll budget?
Beane: Selfishly, that’s one of the reasons, but it’s a better fan experience, a better player experience. From a general manager’s standpoint, that’s where I go every single day. I’m there more than anybody, so it’s just a better environment in which to work. It’s updated, and I think everybody would like that. But it’s a lot of reasons beyond just the revenue.
Q. What about the coming season. What are you looking for?
Beane: We’ve had a real tough time with injuries the last few years, and if we stay healthy, I think we’ll have a pretty competitive club. We’ve got a great young pitching staff and some good young players coming up. But for us to achieve what we’re capable of, we’re going to have to keep guys on the field.
Q. Last season (2010) was a great pitchers’ year. Was that a reflection of drug testing?
Beane: People will look to that, and I think maybe it’s an easy connection to make. But I also think these things go in cycles. In this game, whenever there’s a void in pitching, you spend your time looking for good young pitchers, putting a lot of investment into them. And the young players come up wanting to pitch because of the opportunity, and then once again that cycle will turn around.
Q. During an interview last summer, you said that power is a very expensive commodity. You said, “We take the starting pitchers first and work from there.” Is that still true?
Beane: Yeah, because in this game the one thing that’s constant is that you have to have starting pitching to win. I don’t know if there’s a club that’s been successful that doesn’t have it. If you use that as the foundation from which you build your team, it’s not only a necessity but it’s also difficult to acquire.
Q. Especially for small-market teams.
Beane: So, for us, particularly in a small market, it has to be done through the draft or through trades for younger pitchers that develop. But once you have that, that’s about 60 percent of the battle. If you have a good young starting staff, the other part is a lot easier to put together.
Q. I talked to Peter Gammons a few weeks ago and asked him to give me a breakout team for this season. He tabbed the A’s because he said your pitching is so good.
Beane: We hope so. We’ve got a good defensive club as well and a strong bullpen. I think we’ve upgraded the offense. I don’t think we have that 35- or 40-homer guy that you like to see, but the lineup is deeper, and at the end of the day it’s a zero-sum game. So, with the additions to the bullpen and the fact that the starting pitchers should be at least as good and conceivably could be better because of their age, the fewer runs we give up, the less we have to score. You can attack it from both ends, and I think we have this winter.
Q. Gammons also said, “It is amazing how Billy keeps reinventing himself. He’s like the Curt Schilling of general managers. About every five years, he’s completely different.” I should have followed up because I’m not sure what that means.
Beane: (laughing) Well, I think it’s because we have to. We’re not really in a position to follow the herd because of our market and our revenue. We have to look for gaps, look for gold where other people aren’t looking. We’re just not going to be able to compete head-to-head financially with where everybody else is going.
Q. The A’s have changed styles over the years.
Beane: Ten or 11 years ago, we didn’t run a lot. We were a big power-hitting club that hit a lot of home runs and walked a lot. Those are no longer skill sets that we can afford in our market, so we’ve turned into a very good defensive club that runs the bases well. And, as always, if you’re going to be good, you’re going to have to have pitching, whether you hit homers or you don’t hit homers.
Q. You emphasize pitchers throwing strikes and batters recognizing strikes.
Beane: It’s a yin yang. If you want hitters who are selective at the plate, you also want pitchers who throw strikes and don’t give up homers. In a perfect world of an offensive team, you have one that hits homers and takes a lot of walks. In a perfect world, your pitching staff throws a lot of strikes and doesn’t give up many homers.
Q. Earl Weaver, your all-time favorite manager, was not a proponent of giving away outs, either by bunts or on the bases, because you only get 27 outs.
Beane: That’s still the case. The stolen base is a great weapon; the caught stealing is not a very good weapon. So, if you’re going to run the bases well and if you’re going to steal bases, make sure you’re doing it at a high percentage because the caught stealing really hurts you.
We’ve been a more aggressive base-running team. What we try to stay away from is just needlessly running just because it looks like you’re supposed to, or just for the sake of being aggressive. I think you have to be aggressive and intelligent at the same time.
Q. In 2010, the A’s set a record for most quality starts by pitchers 26 years of age and under. Quality starts and pitch counts seem incompatible now.
Beane: That’s where it comes down to having guys who throw strikes who are efficient as well. We have a few strikeout guys on our staff, like Gio Gonzalez. But we also have guys who are very efficient with their pitch counts, and that allows them to get deep in the game. Guys who are capable of going through five or six innings and keeping their pitch count down. With strikeout pitchers, it’s difficult for them to complete games just because by virtue of striking guys out their pitch count gets high.
Q. Your defense complements the pitching.
Beane: Our defense does help out there. Keeping pitch counts down is also a function of how good your defense is. When your defense doesn’t play well, that adds to the pitch count. We had a great defensive team and some pitchers that, despite their youth, who were relatively efficient.
Q. I’m sure you remember what a bulldog of a pitcher Mike Marshall once was: the middleman, the set-up guy, and the closer back when there wasn’t such an emphasis on pitch counts. He is so derisive about today’s specialists and maintains that the job of a closer is relatively easy because usually he comes into a game in the ninth inning with the lead and the bases empty.
Beane: I think everyone has an opinion on that. The game has definitely changed. It is an age of specialists. It used to be, when Mike Marshall pitched, guys pitched three innings for a save. But some guys have trained now to throw just one inning.
I think it’s hard to pick out one era and then compare it to another era and say that it’s definitely easier, because I think athletes are getting bigger, stronger, faster, and better at what they do as time goes on. I would say that what Mariano Rivera has been doing for 15 years has not been easy. He’s arguably the greatest closer of all time, and he’s been doing it when there’s been a lot of pressure on in some of the biggest games.
I haven’t pitched the ninth inning, so it’s hard for me to say. But I know that eras change, and it’s hard to compare.
Q. Teams place such an emphasis on closers, but you were able to trade your closer, Huston Street, and get a return on the trade, and then plug in another closer, or a closer-in-the-making.
Beane: Listen, we have been successful—as have other clubs—but a lot of ours is a function of our financial situation, and it’s a necessity for us to move guys. It’s not necessarily because we want to, but financially for us to be able to afford the club that we have. We’re not in a position to be able to afford the luxury of, say, a Mariano Rivera at that type of salary for one inning.
Q. It’s an enviable position to be in to have such a dominant closer.
Beane: It is still nice to have a shut-down guy regardless of what you’re paying him because it certainly makes life a lot easier. But sometimes, once again, the financial part of it forces us to do that. At times we’ve been pretty successful doing that, but there’s no guarantee that the next time we’ll be as successful.
Q. Who is going to be what Michael Lewis called “the new new thing?”
Beane: Gosh. Well, two of the most exciting talents coming in to the game are Stephen Strasburg—we saw some of that last year—and this kid Bryce Harper, who as a teen-ager has created quite a buzz already despite the fact that he signed in June. I think everybody is excited about those talents.
Q. You have always analyzed the numbers and the dollars. For example, looking at the money spent in the first round on high school and college and then analyzing the return on that investment. What are the numbers telling you now? Does anything jump out?
Beane: It’s always shifting. For us, when everyone’s zigging, we have to zag. But I will say that it is getting more and more difficult to find some of the inefficiencies because there are some really bright people out there that also have capital and are doing the same thing.
So, any value you might have gotten in one area is quickly going to be discovered by other people. You’ve got to be willing to change and be open-minded. If you have the idea that there’s going to be a template in any business that’s progressive…you’re probably being a fool.
For us, I think it’s constantly keeping an open mind. And if we do think there’s something out there, try to keep quiet about it until someone else figures it out.
Q. You hear about playing baseball “by the book.” You have refuted some of the popular or accepted thinking. I read where you said, “Liberation means you no longer care what anyone else says.” Does that relate to how you regard conventional wisdom?
Beane: No question. And a lot of it is because we’ve been forced into that position. We have to think differently because of our marketplace. A lot of the way that you do business is dictated by the business you have.
That being said, in our market it does force you to be creative. You’re in a position where you can take some chances that you can’t take in other markets. To do in our market what everyone else does, you’re destined to fail because the resources tell you that you will.
Q. Baseball is a copycat business. What works for one is imitated by others.
Beane: If you’re successful, someone will probably figure out a way to do it better than you do it. And that’s just like any other business. The only difference is, it’s not so capitalistic that you go out of business. But our market forces us to take risks. And in some respects, it’s also very stimulating, too, because it doesn’t let you get too comfortable.
Q. Some teams are working with a bigger net than you, as far as payroll and resources, but maybe the imagination isn’t always there. By the way, where is the imagination in baseball?
Beane: I think at times there is a lot of ingenuity in small markets because they have to have it to survive. But now there are some big markets that are very intelligent, which makes it even tougher.
Q. Like Boston and New York, for example?
Beane: Look at the Red Sox. And people like to point at the Yankees and assume that all they’re doing is just spending money. I don’t think there’s any denying the capital they have, but the fact is they’re very intelligent, too. Brian Cashman and his staff are far more progressive than people give them credit for.
If you go down the line, I think the brainpower that’s come into the game in the last 10 years is the kind of brainpower you saw go into other industries and maybe into high tech in the late nineties. And now these guys dream of running baseball teams, which makes it more challenging for clubs like ours.
Q. It must be tougher to compete with all that brainpower and all that payroll, too. It’s not quite an even playing field?
Beane: Yes. In some respects I guess I’m lucky that I’m not now starting my career (laughing).
Q. Bud Selig brought up the notion of expanded playoffs. How do you feel about that?
Beane: On a limited basis. I think one of the beauties of baseball is that the sanctity of the 162-game season needs to be preserved. American sports are very dear towards television and the playoffs, and that’s a fact of business. But I also think that we’ve got to be careful in not diluting the regular season. We need to respect the teams that go out and win 102-103 games and give them a chance to be the champions because they’ve proven it over the course of the season. So I do think we need to be careful.
Q. Other professional leagues have expanded playoffs.
Beane: Some of the other sports, particularly in basketball and hockey, in some cases the regular season doesn’t seem to mean a whole lot and the playoffs are really where the entire season is. I think we’ve got to make sure that we keep interest from April all the way through October. Adding too many playoff teams can dilute that.
Q. What are you reading [in 2004], and what books have meant the most to you?
Beane: I am currently reading Charlie Wilson's War. I finished When Genius Failed. I'm usually reading a couple of books at one time. I didn't start doing that until I read that Bill Clinton did it, and I said, “Well, heck, if he can do it, maybe I should try it.” I try to read every Warren Buffett book—anything that's ever been written about him or that he's written. I've always been fascinated by his discipline.
Q. What are you reading this spring [of 2011]?
Beane: Keith Richards’ autobiography, Life. I’ve found it far more interesting and fascinating than I thought I would. He comes across as very, very bright. I’m right in the middle of that, and I’m soon to be on to a book about Alex Ferguson from Manchester United. That’s in the queue.
Q. You’ve always been a voracious reader with a stack of books lined up.
Beane: Between the iPad and the Kindle, I end up lining up a lot more because at the touch of a finger you can order one. So I’ve got a long line of books far beyond those that are in the queue.
Q. When do you find time to read—on plane rides?
Beane: You know, I used to fly a lot more than I do. I try to limit my travel when I can because of my kids. I look forward to a long plane ride just so I can get back into a book, but I try to find at least some time during the day or during the night to get some reading in—almost like homework, to some extent.
Q. I don’t have a commute anymore. That was always an opportunity to read.
Beane: That’s one thing I do miss about travel. I enjoy the quiet time when I can actually read something other than what’s necessary for my job. But I do make sure I try to find some time, and, as I said, the books are stacking up on my electronic devices.
FAVORITES
Book: Les Miserables
Piece of music: I’m kind of a closet alternative music guy, going back to the New York City punk scene. I consider Johnny Ramone a friend.
Actress: I’ll start with Elizabeth Hurley. Gosh, I sound so shallow (laughs). Hey, how about Diane Lane? She's had a renaissance last year. I think she’s great.
Movies: It’s a Wonderful Life. And I love Braveheart.
Sportswriter: I think probably the greatest ambassador baseball has is Peter Gammons. He has a real passion for the game and he’s a very bright guy.
Greatest competitors: Len Dykstra and Dave Stewart
Smartest players: In my first major league camp with the Mets I lockered next to Tom Seaver. He wouldn’t know me from anybody, but all I remember thinking to myself was—forget baseball—this is a guy who should be running a company. I was very impressed with how smart he was beyond baseball. Also, Keith Hernandez, Larry Bowa, and Tony LaRussa.
Q. What's a typical day off like?
Beane: During the season it’s very much wrapped around baseball. I take a fishing trip every year during the season. That’s a good getaway. During the winter it’s quite a bit of skiing and spending time with my daughter.
Q. We’ve thrown around a few quotes. Oscar Wilde said, “We are all in the gutter but some of us are looking at the stars.” Do you have a favorite quote?
Beane: I save them, too. I pull a lot from the books I read. Chuck Yeager said, “The rules are made for people who aren’t willing to make up their own.”
