David Stearns, the president of baseball operations for the New York Mets, has always been young for his role, but it hasn’t hindered his success. After being hired at the age of 30 to run the Milwaukee Brewers in 2015, Stearns quickly adapted and now finds himself leading the Mets.
His enthusiasm is apparent as he speaks about his new position, citing his familiarity with the fan base as a New York native. Stearns, now 39, recognizes the unique opportunity he has been given to run a team he once idolized while growing up in Manhattan. He acknowledges the extraordinary nature of his career transition and understands just how unlikely it is to go from fan to team executive. Despite his age, Stearns has proven himself capable and is excited to take on this new challenge.
David Stearns, the president of baseball operations for the New York Mets, has a clear plan for the team’s future. Despite his relatively young age, Stearns has always been in the right place at the right time. He grew up as a fan of the Mets and now has the opportunity to run the team. Stearns recognizes the significance of this career transition and understands the expectations that come with it. He knows that sustained competitiveness and championships are the ultimate goals for the organization.
It’s not just about spending money on players; it’s about building a strong infrastructure and creating a unique identity for the Mets. Stearns is inspired by the success of the Los Angeles Dodgers but doesn’t want the Mets to simply emulate them. He aims to establish a winning culture and organization that is specific to the Mets.
He believes that achieving sustained success means consistently making the playoffs and competing for championships. The Mets had a rough start to the season, losing their first five games. However, they have since turned things around with a 12-4 record. They even managed to defeat the Dodgers in two games during a recent series. If Stearns can continue to guide the Mets in the right direction, their path to success may resemble that of the Milwaukee Brewers, where Stearns previously served as general manager.
This would be a departure from the “Dodgers East” image that was initially associated with the Mets under the ownership of Steve Cohen. Overall, David Stearns has a clear vision for the Mets’ future. He understands the importance of organization building and believes that sustainable success is achievable with the right infrastructure and culture in place. If he can achieve his goals, the Dodgers may even look to the Mets as a model for their own success.
The Mets’ offseason was relatively quiet compared to previous years. The team is undergoing a complex overhaul that will take time to fully implement. The success of the changes will be reflected in their wins, postseason appearances, and championships. The last time the Mets won a championship was in 1986 with players like Dwight Gooden and Darryl Strawberry.
The Mets acquired Stearns to address their struggles and achieve consistent success, which has been elusive in their 62-year history.
Successful Mets teams have historically had a strong front office and relied on homegrown pitching talent, with executives like Weiss, Devine, Cashen, and Alderson leading the way. Ace pitchers such as Seaver, Koosman, Gooden, Darling, Fernandez, Harvey, Syndergaard, and deGrom have been instrumental in their success.
The Mets’ numerous versions fizzled due to injuries, off-field issues, and trading Seaver. They often had veterans with big contracts, paid for past success elsewhere, resulting in bloated rosters. The Mets have learned from their past mistakes and are approaching this season with a more strategic mindset. Despite not taking any season for granted, they recognize that this is a transitional year that will set them up for a more sustainable future.
“There is always going to be this desire in New York to target the top of whatever is available,” Stearns said.
“That’s the top of free agency and the top of the trade market, and we’re very fortunate that there are going to be times when we can execute at that level, where we can go after premium free agents and execute very aggressive buy-side trades.I also understand that it can’t be every single year. It can’t be every single trade or every single trade opportunity. We have to be thoughtful and strategic about when we’re going to do that.”
To ensure the Mets remain competitive in 2024, Stearns focused on building depth, a quality lacking in their top-heavy rosters. He implemented strategies from his successful tenure in Milwaukee, which holds the longest stretch of continuous success in the franchise’s history. While not flashy or likely to receive praise, these tactics are vital for a team’s sustainability throughout a demanding season.
During the offseason, teams made expensive moves to fill gaps in their rosters while also considering future flexibility. This included acquiring players like Manaea, Severino, Bader, Diekman, Houser, and Taylor, as well as several smaller trades and signings.
Stearns and Cohen pursued Yoshinobu Yamamoto in Japan and were linked to Shohei Ohtani rumors during the winter meetings. Japanese-born stars secured billion-dollar deals with the Dodgers, a conversation impossible during Stearns’ time in Milwaukee. This influenced his decision to go to the Mets. Despite missing out on a top-tier free agent, Stearns remains optimistic about bringing in premium free agents. He also emphasizes the team’s capability to remain competitive by focusing on other areas of player acquisition.
Elite free agents generate headlines, but spending power influences the timeline as Stearns and the Mets reshape the organization. The key to the Milwaukee Brewers’ success under Stearns lies in outperforming expectations and efficiently managing costs. Despite being a small market team, their payrolls were significantly lower than those of the Mets, yet they consistently achieved more victories. Stearns keeps his strategies undisclosed, leaving others to speculate. The Brewers consistently exceeded forecasts and betting markets, a feat the Mets struggled to replicate.
To rise to the level of baseball greats like Friedman and Epstein, Stearns needs to replicate their success in New York. The Mets’ willingness to spend and high expectations create an opportunity for him to surpass already high expectations and make his mark. The financial heft “allows for creativity, because you know that anything is possible,” Stearns said. “The player universe in smaller or midsize markets is just much smaller. The transaction patterns you can execute over the course of an offseason are just much more finite. It is fun when you look at the entirety of players available and you know that any of them could be a New York Met.”
Roster-building is crucial, but there’s much more involved in creating a winning team. From sports medicine to scouting and analytics, Stearns values various aspects of building a successful organization.
Stearns highlighted the comprehensive nature of their operations, emphasizing the external factors such as daily discussions on trades and transactions in major league level, while also acknowledging the significant internal processes like player development, domestic and international scouting, and implementing optimal performance techniques. These factors collectively contribute to their ability to compete at the highest level.
Establishing best practices in baseball operations can give teams a competitive edge. Other teams study successful strategies, so clubs keep details private. Stearns rejects the idea of a model to follow, as the Dodgers’ success stems from hidden operations.
“Candidly, we don’t know what the Dodgers are doing, and even if we did, it would be really tough to replicate that,” Stearns said. “We will create systems here that are elite, that produce elite results, but that we create organically.”
Mets owner Steve Cohen built a state-of-the-art pitching lab at their training camp in Port St. Lucie, opened in June. Cohen admitted that the Mets were lagging behind other teams in developing this kind of facility. A decade ago, Brewers’ GM Stearns had already built a similar lab, ahead of the trend.
Using biomechanical data, the Mets can improve pitch mechanics and design. However, analysis and communication are essential for players to benefit. Capturing the data is easy, but making it useful remains a challenge, according to Stearns.
The Mets have the option to sign high-profile pitchers even after their operations improve. In contrast, the Brewers’ success is largely attributed to the development of their rotation, including two non-premium draft picks and a middling international prospect acquired via trade.
The Mets will also scout for bargains like the Dodgers and Rays do. This approach has helped Milwaukee succeed by getting more out of underperforming players than their former teams. The Mets plan to emulate successful teams like the Dodgers and Rays by targeting undervalued players. Milwaukee also benefited from this approach, getting more out of struggling players than their previous teams.
The Mets are committed to maximizing value in every aspect, from spending to developing players in both minor and major leagues. They prioritize each roster spot equally and constantly seek alternatives. This ongoing process is not bound by time.
“[The options] create more work,” Stearns said. “It creates more potential outcomes throughout an offseason, so you probably can’t be too definitive with any one plan. There is probably more scenario planning involved when you have so many different options available.”
Stearns prioritizes various aspects of the organization, beyond flashy spending. He values collaboration and includes everyone from Cohen to the front office, players, and his chosen manager, Carlos Mendoza. Stearns set the tone by creating an environment that fosters individual growth and allows everyone to thrive in their roles.
Corporate buzzwords like collaboration, consistency, creativity, camaraderie, and continuity often lack substance in the Mets’ history. However, one person exemplifies these traits: Craig Counsell. Counsell was Stearns’ manager in Milwaukee and is now the manager of the Chicago Cubs with the richest contract ever given to a manager. Stearns witnessed how Counsell ensured effective communication and a well-functioning baseball operation throughout the organization.
Counsell’s contract ended last season and there were expectations he might join Stearns in New York. While there was contact, it was unlikely due to distance and ideological differences. The Mets quickly hired Mendoza as Counsell joined the Cubs. Already familiar in New York as the Yankees’ bench coach, Mendoza now holds a key position in the Stearns operation. Stearns is highly recommending the first-time manager.
“Carlos has this very unique ability to relate to people and communicate effectively with people at all levels of the organization,” Stearns said. “He can communicate with ownership, he can communicate with the front office, the other coaches and the players, the development staff, with the kids at our Dominican academy who are 16 and 17 years old. “There are very few people in baseball that have the experience and frankly the personality to pull that off. That creates a tremendous foundation for a major league manager.”
The Stearns-Mendoza relationship will defy cynics’ expectations, as it won’t follow the typical dynamic of a field manager being controlled by front office executives. While this has been true for some teams, it won’t apply to a team led by Stearns.
Counsell openly voiced disagreements with the front office, a trait that Stearns values. He expects Mendoza, and everyone else he works with, to challenge and offer differing opinions. “He definitely has it, and it is incredibly important,” Stearns said. “And not just for the manager, but for everyone. We are all looking at this game from different angles, and no one has the perfect perspective that can inform them in every specific situation. Combining all the different perspectives and experiences that we have I think generally leads us to the best outcome. Carlos certainly has the ability to do that. He knows how to express opinions, and they are well-founded and informed.”
In the short term, there will be a learning process as the Milwaukee clubs under Stearns excelled at having strong bullpens, led by elite pitchers like Corey Knebel, Josh Hader, and Devin Williams. The Mets have Edwin Diaz, but what made the Brewers unique was their front office’s ability to have a variety of reliable options for every bullpen role and maintain a strong group despite constant changes. Counsell’s role, alongside pitching coaches, was instrumental in translating strategies into on-field success, leading Milwaukee to exceptional victories in close games. Mendoza, on the other hand, will not be navigating this challenge alone; he will receive support. Stearns acknowledges the importance of a manager’s soft skills in understanding players’ well-being beyond statistics, such as recognizing fatigue or personal issues. Carlos’s keen awareness of players’ conditions and appreciation for these skills will be crucial.
In 2024, the Mets have twin goals: to compete and to set themselves up for success with their new general manager, market, and owner.
The real fun begins in 2025, when the fully operational Mets will have flexibility to seize any opportunity that arises. The Mets will be in conversations about impact stars like Juan Soto, Roki Sasaki, Walker Buehler, and Burnes. General manager Stearns will also focus on the draft, international scouting, and development staff to ensure prospects have a path to the majors.
This approach is important for organizational development and gives prospects a real chance to play at the highest level. Stearns believes in giving minor league players who excel a chance in the majors, but he also remains open to improving the team through all avenues. The roster will continue to evolve as Stearns wants to seize any opportunity that arises.
Stearns aims to create a culture and structure that allows the team to get better and be industry leaders. The Mets will continue to iterate and add to their front office as they build a successful team. They hope to develop their own stars while signing and keeping the stars they want.
The ultimate goal is to have all the resources needed to make championship moves when necessary. This dream scenario is even greater than what Stearns imagined as a young Mets fan. He understands the importance of the team to the community and embraces the passion, attention, and scrutiny that comes with it.
