When I took the reins of the University of Hawaii football program, it was a lot like being hired as chief executive officer of a failing, nearly defunct company. We had no real product. Our brand was outdated and vilified. Our customers were dissatisfied. Our sales organization was in total disarray. We were failing at every level of the supply-and-demand food chain. We were teetering on the brink of emotional, financial, and marketing bankruptcy.
But there is little difference between being a CEO and being a head coach of a Division I football program. I was responsible for changing our brand, our coaches, and our style of play—our product. I was solely responsible for reversing the cycle-of-losing mindset, overhauling the vision, ...
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