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I know it suits your story, but they are not "best buddies". I completely disagree with your 2nd comment as well. One thing that Herbert has (and I consider him a friend, albeit not 'best buddy') is integrity. I have no problem with his appointment to this position. They've recruited from within and its justifiable to me. Herbie has done a great job in his role and has suitable history to do the role, which I imagine is largely negations and relationship / person management. It was always going to go to a former player, and I see no concern for this..
It does not 'suit my story'. I only reference such things here when I have heard them from parties I know to be reputable adults, close to the whole Reds camp and that I know to be qualified to report objectively. I have heard of this social and professional closeness between Herbert and Graham from at least two such parties neither of whom has obvious axes to grind.
Much of what I reported months ago (from such sources as above) re very serious dysfunction and resentment inside RG's squad, his very poor man management skills, etc - even though some here immediately came to his defence with the 'good bloke, nice guy, tries really hard, it's the players that are difficult' type stuff - all of that has since leaked out and been validated in numerous ways including by rugby journos who've had vast leaks from many disgruntled players and so on.
Re Herbert. Aside from being an ex-player and ex-head of commercial/merchandising operations at the Reds, he has zero qualifications and clear track record of the right kind to head up the whole rugby operations group, incl HC, HPU, coaches development, squad planning etc.
Given the appalling on-field performance of the Reds for 2 full years, senior players leaving, the KH and QC (Quade Cooper) debacles, etc, if the QRU (and 'the review' committee) was worth their salt they would have recommended a new, outside party with an established track record in rugby team systems oversight
and squad and coach development excellence for the role that Herbert is now given. Clearly new, independently-minded blood that has no ties to the immediate past or immediate persons is best needed in such a situation demanding major change, improvement and reform.
The QRU has, for all these supposedly 'reorganised' positions, opted for insiders all of whom are part of the QLD rugby old boy network that pervades the place. To me, that speaks volumes. They are not about genuine change and renewed customer focus and the building of a good, results-focussed culture.
Rather, they are about a weak and reckless form of ego preservation, positional and 'prestige' self-preservation and a chronic lack of institutional responsibility to stakeholders.
The whole situation is indefensible.