POC: What's a (minor leaguer's) workday look like, Josh?
JN: It's long. It's very long.

POC: But is it? OK, you come in at 2:00. You don't have to be there till 3:00, but you come in at 2:00. From 2:00-3:00, you play cards. And at 3:00 you go out for infield or extra hitting or whatever, and then you come back and you take an hour. While the other team's hitting, you take an hour and you get a sandwich that I (the club) pay for and you eat it. Are you working?

JN: Perhaps not, but at a lot of places where workers are paid an hourly wage, lunch breaks are paid.
POC: But not in all cases. There are people who clock in and clock out for lunch. My point is: We know what minimum wage is, that's easy.

JN: It varies from state to state.
POC: Yeah, but you can go to the national level and keep everybody happy. How do you figure out overtime?

JN: Is there not a medium somewhere between making them full-time hourly workers and raising the pay.
POC: That's it. Like I said, I think it's time for an adjustment, and that's it. This is not a career choice, and people want to debate about the fact that McDonald's worker make more than minor league baseball players, and that's a fact. But I don't think that somewhere there's a major league in French fry prep that makes $550,000 (as its) minimum wage or starting wage.

JN: If that's the analogy, then the top is the manager of the McDonald's?
POC: How about the analogy that you're chasing the brass ring and this is not a profession. I think an adjustment's due, no question about it. And I wouldn't be surprised if in this process you didn't see one.

JN: Over the last couple of years we've seen the branding trend get crazier and crazier. Where do you think it's going, and does it positively or negatively affect in-park attendance?
POC: I give everybody the credit that the re-branding is done in an effort to improve business. E-commerce, merchandise, tickets. You sell tickets and people show up (which means) food and beverage. I think it's going to continue, and it's going to continue because of the success of it. We've launched 10 radically different logos and nicknames in the last three or four years.

JN: And that's just the permanent ones, not even counting the one-offs
POC: But from the permanent standpoint I can't think of one that's been a miserable failure. Look, I told you last year: I used to have opinions and I used to voice them and I used to say 'Well, I don't think that (logo) ought to come in' and I'd look next spring and it's on the top 25 list, so I got out of the business of passing judgment, but I do give our clubs the credit. Is it about drawing people to the park? Absolutely. It's part of the brand and the branding process. We have gotten very sophisticated and very creative. In my mind, maybe sometimes we cross the line, but every time I think we do the public embraces it. I think the market will tell us when we've gone too far and we've had enough.

JN: We went back and forth in the office about the Baby Cakes name. Some people hated it. Others liked it. Then it won our first LogoMania contest.
POC: In the first place, I didn't know what a Baby Cake was. So when they started explaining it to me, I said 'OK, at least I see the regionality. In New Orleans they know what it is, so, OK." And then they come out with that cool, nasty baby logo. He looks angry, so, OK. And then it wins LogoMania, it's in the Top 25 and people down there embrace it. My concern was more stoic and historical. You tell me you're going to put Triple-A professional athletes in a uniform that says Baby Cakes? Then I go to the Congressional baseball game, and Cedric Richmond, who's from Baton Rouge, is in full regalia--he's the pitcher for the Democrats--complete, top-to-bottom, Baby Cakes.

JN: Did you have a favorite?
POC: Well, you're going to get me in trouble. That's like asking which kid do you love the most. No, but I liked the Rumble Ponies, I liked the Jumbo Shrimp and I became very fond of the Baby Cakes. It grew on me.

JN: We talked about the diversity push at the Minor League Promo Seminar. How is that effort going?
POC: It's slow but steady. I think at this meeting we've noticed and it was clear to us there was more interest from the clubs and action from the clubs. This is a--and I don't mean a social cultural--but this is a cultural shift. There's a shift in awareness, a shift in what we need to do and why we need to do it. This is not an equal-opportunity motive, it's not any kind of NA-sanctioned program. This is about our business in the future. This is about our business moving forward. The world is changing, and I think our clubs have always heard me because I keep saying it, but I think they're starting to listen and get it and understand. I'm not looking to change our demographic profile in two years, but we have to start the process. ... As I look at this company, I am pleased with the effort I'm starting to see. Now, we've got to translate effort to results, and that's my job: to keep on them and keep offering better ways and easier ways and better ways and more efficient ways for us to keep accomplishing our goals. ... My job is not to sit in St. Pete and issue mandates and issue edicts and tell them what to do, it's to help make them create an environment where they can excel and do the best they can do.