The New York Rangers, 3-6-1 in their last ten games, are in serious trouble.

In the wake of last night’s humiliating 5-1 loss -- at home -- to the last-place Carolina Hurricanes, 100 RANGER GREATS co-author Adam Raider unveils “The Raider Plan,” a step-by-step guide to put this once-proud Original Six franchise back on track.

This is not a response to one poorly played hockey game. This is a call for desperate measures for an organization plagued by inconsistency. It is time to rebuild, and the process must start in the front office.

Phase 1: Terminate the employment of Glen Sather. Sather’s reign as general manager has been characterized by an astonishing lack of results and accountability. Hired to the post almost 11 years ago and given complete autonomy to run the club as he sees fit, he has consistently failed to transform the Rangers into a winning franchise. His record on trades and free agent signings -- too lengthy to list here -- is spotty, at best. His management of the salary cap has been atrocious. He has hired five coaches, and fired four of them. His disdain for the media, and subsequent lack of accessibility, has contributed to fan frustration and disillusionment. Pending his removal, ownership must name an interim general manager to oversee hockey operations while the search for a permanent replacement begins.

One possible recommendation for interim GM: former Rangers GM Craig Patrick, the man responsible for drafting players like James Patrick, Jan Erixon, John Vanbiesbrouck, Tomas Sandstrom, Tony Granato, Ulf Dahlen, Mike Richter, and Brian Leetch.

Phase 2: Assemble a small committee of respected experts from throughout the hockey industry (executives, coaches, journalists, etc.) to compile a list of qualified and available candidates for the position of GM. Key qualifications to include:

    I. A demonstrated ability to evaluate young talent.

    II. An appreciation of the importance that chemistry plays in the building of a successful, cohesive hockey team.

    III. The ability to monitor the progress of all assets in the Rangers’ developmental system.

    IV. Passion, optimism, and a tireless work ethic.

    V. Excellent communication skills and accessibility to local and national media for the purpose of promoting the sport and the New York Rangers franchise.

Extensive interviews will be conducted with the top candidates, who need not be current or former GMs at the NHL level.

Phase 3: The interim GM will explore any and all options to move all under-performing veterans, whose burdensome contracts severely limit the GM’s ability to improve the roster. This list will include, but is not limited to, Chris Drury, Michal Rozsival, Wade Redden, Donald Brashear and Ales Kotalik. Prospects deemed to be “NHL ready” will be recalled from AHL Hartford to fill vacant roster spots.

Phase 4: Once hired, the new general manager will be given the opportunity to hire a new coach. It is critical that the coach and GM be in sync regarding the team’s organizational philosophy. The GM may also consider hiring a “cap guru” to help monitor the team’s current and future payroll commitments.