The axe finally fell in Leafland. On Thursday, Brendan Shanahan, President and Alternate Governor of the Toronto Maple Leafs, was relieved of his duties. After a decade at the helm that promised much but ultimately delivered familiar playoff heartbreak, the move isn’t entirely a shock to many observers. However, the more pressing question is whether this is a genuine course correction or merely a shuffling of the deck chairs.

Notably, General Manager Brad Treliving, hired just under a couple of years ago, is reportedly staying. This isn’t surprising; his tenure has been relatively short, and continuity in the GM role is likely seen as a priority, especially with the draft and free agency looming. Treliving now finds himself as the primary architect, ostensibly with a clearer runway.
But I can’t shake the feeling that the issues plaguing the Leafs run deeper than the individual in the President’s office. My contention, and something I’m currently exploring for a longer-form piece, is that Maple Leaf Sports & Entertainment (MLSE) itself may have larger, structural issues related to its ownership model. When a sports franchise is owned by massive, publicly-traded corporations not inherently specialized in sports or entertainment (think telecom giants, in this case), does that create unique pressures and perhaps, inefficiencies?

The recent reporting from The Athletic on the sheer scale of the Leafs’ front office under Shanahan seems to bolster this concern. According to their sources, the organizational chart was remarkably top-heavy, listing “15 executive positions beneath Shanahan… including five assistant GMs and a special adviser to the GM, plus seven directors.”

One has to ask: is such a sprawling executive team a sign of thoroughness, or a symptom of corporate bloat? In large, multi-layered organizations, it’s not uncommon to see an expansion of roles and titles that can, paradoxically, diffuse responsibility and slow down decision-making. Could this be a byproduct of the MLSE structure, where multiple corporate stakeholders might necessitate more layers of management and reporting than a more traditionally owned sports team?

While Shanahan ultimately bears responsibility for the team’s performance during his tenure, his departure might only be treating a symptom if the underlying environment remains unchanged. Will Treliving have the autonomy and streamlined support structure needed to build a true contender, or will he be navigating the same complex corporate currents that may have contributed to the previous regime’s stumbles?

The firing of a prominent figure like Shanahan is always a significant event. But for the Leafs to truly turn a corner, MLSE might need to look inward at its own operational philosophy and how its corporate nature impacts its sports franchises.