Dodgers President Andrew Friedman Reflects on Aggressive Offseason Pursuit of Elite Pitching Talent to Fortify Championship Aspirations in 2024
When Andrew Friedman, the president of baseball operations for the Los Angeles Dodgers, sat down with reporters during spring training, he did so with the composed confidence of a man whose strategy had already begun to take shape. Months earlier, as the offseason began, Friedman and his front office had made one thing abundantly clear: the Dodgers were going all-in on pitching. It wasn’t just talk. The Dodgers entered the winter with a mission—to reshape and strengthen a rotation that had shown signs of vulnerability the previous season. And they executed that mission with remarkable precision and determination.
The 2023 season had ended in disappointment for the Dodgers. Despite another strong regular season filled with high expectations, their playoff run had fallen short, once again haunted by pitching inconsistencies and injuries. It was a theme that had grown all too familiar in recent postseasons, and Friedman knew the team couldn’t continue relying solely on its offense to carry the load in October. Something had to change. The path forward required bold decisions, heavy investments, and a recalibration of their pitching philosophy. And that’s exactly what happened.
Friedman’s offseason began with a thorough evaluation of every arm on the Dodgers’ roster—from the major league starters to prospects in the farm system. While the team had high hopes for several young pitchers, including Bobby Miller and Emmet Sheehan, the front office was unwilling to place the burden of postseason success squarely on the shoulders of unproven talent. The Dodgers needed experience, dominance, and depth—starters who could anchor a rotation through a grueling 162-game season and into the crucible of October.
So the Dodgers got to work. They began aggressively pursuing top-tier pitchers, sending a clear message to the league and their fan base: Los Angeles was not content with being good—they were determined to be great. Among the most notable signings was Japanese sensation Yoshinobu Yamamoto, whose arrival on a record-setting contract sent shockwaves throughout Major League Baseball. The Dodgers viewed Yamamoto not just as an international star, but as a long-term ace with the poise, control, and competitiveness to thrive under the bright lights of Chavez Ravine.
Yamamoto’s signing was quickly followed by the blockbuster addition of veteran left-hander Tyler Glasnow via trade, a move that came with risk given Glasnow’s injury history but immense upside due to his electric stuff. The Dodgers weren’t just looking for consistency—they were targeting pitchers with overpowering arsenals, swing-and-miss potential, and postseason experience. In acquiring Glasnow and extending him, the team signaled that they believed in both his health and his ability to dominate on the biggest stage.
Not stopping there, the Dodgers also signed James Paxton, adding another layer of depth and veteran presence to the rotation. Though Paxton came with durability concerns, the organization believed their medical staff and pitching development team could help him stay on the mound. With the combination of Glasnow, Yamamoto, and Paxton joining an already-talented group that included Walker Buehler returning from injury and Clayton Kershaw still working toward a midseason comeback, Friedman had reengineered the staff into one of the most formidable in the league.
When asked about the aggressive approach, Friedman was candid. “We had to be bold,” he said. “If you look at how the last few Octobers unfolded, there were clear signs that we weren’t deep enough or healthy enough in our pitching. That’s on me. So this offseason, we made a commitment to address that head-on.”
Friedman’s statement was more than just front-office spin. It acknowledged both the frustration of recent postseason exits and the pressure that comes with leading a franchise as ambitious as the Dodgers. In the age of analytics and player development, Friedman has long been regarded as one of the smartest minds in baseball. But intelligence isn’t enough when championships are the standard. Execution is everything. And this offseason, Friedman executed with urgency and clarity.
Beyond just acquiring talent, the Dodgers also focused on reshaping their pitching infrastructure. They hired additional analysts, revamped their biomechanical evaluation process, and doubled down on individualized development plans for every pitcher in the organization. The goal wasn’t just to collect big names, but to optimize performance from top to bottom. Every pitcher, whether an ace or a reliever, would be given the tools to improve.
Friedman noted that collaboration with manager Dave Roberts and the coaching staff played a huge role in shaping their offseason strategy. “We didn’t want to just bring in pitchers for the sake of it. We had deep conversations about fit—on the mound, in the clubhouse, and even in how they would handle the media spotlight. Chemistry matters. And I think we brought in guys who are not just elite pitchers, but strong teammates and competitors.”
As the regular season unfolded, it became clear that Friedman’s plan was paying dividends. Yamamoto quickly adjusted to the MLB strike zone and showcased his elite control and devastating splitter. Glasnow, when healthy, delivered several dominant performances, including multiple double-digit strikeout outings. Paxton provided stability in the middle of the rotation, while young pitchers like Miller and Gavin Stone benefited from reduced pressure and the chance to learn alongside veterans.
By midseason, the Dodgers boasted one of the lowest team ERAs in the league, and the rotation—once a source of worry—had become a pillar of strength. The bullpen, too, benefited from the rotation’s efficiency. Fewer innings taxed on the relievers meant better matchups, fresher arms, and more late-game wins.
Friedman’s approach was never about chasing headlines. It was about sustainability, balance, and building a team that could not only reach the playoffs but thrive in them. “Postseason baseball is different,” he said. “You face the best hitters, the brightest lights, and the smallest margins. You can’t rely on hope. You need depth. You need dominance. You need options.”
The pitching acquisitions also had ripple effects on the rest of the roster. With the rotation solidified, the team was able to be more flexible with bullpen usage and defensive alignments. Players like Mookie Betts and Freddie Freeman, already stars in their own right, could focus on their roles without the added pressure of having to compensate for pitching shortcomings. The harmony between pitching and offense became a cornerstone of the team’s success.
Off the field, the Dodgers’ aggressiveness was lauded by analysts and fans alike. Many praised Friedman for his willingness to take risks, invest heavily, and make bold moves in a sport often criticized for conservatism. “He saw what needed to change,” one veteran scout remarked, “and he did something about it. That’s leadership.”
Of course, no strategy is without potential pitfalls. Injuries remain an ever-present threat, and the postseason is often a cruel test of even the best-laid plans. But Friedman isn’t naive to those realities. Rather, he’s built redundancy into the system—stockpiling arms, maintaining a strong farm system, and remaining flexible for future moves.
As the trade deadline approached, Friedman once again made it clear that the Dodgers were in buying mode. Even with a strong rotation, he wasn’t satisfied. He explored additional bullpen help, evaluated spot starters, and considered insurance policies for October. His message was consistent: good isn’t good enough. Not for the Dodgers. Not anymore.
Looking ahead, Friedman’s aggressive pitching strategy will likely be a blueprint for future offseasons—not just in Los Angeles, but across the league. In a sport increasingly defined by power arms, swing-and-miss stuff, and pitching depth, the Dodgers set a new standard. They didn’t just react to weaknesses—they anticipated challenges, acted decisively, and positioned themselves for long-term success.
Fans, who had grown weary of October disappointment, began to believe again. Every strikeout by Yamamoto, every nasty curveball from Glasnow, every clutch out by Paxton—all of it traced back to an offseason when the Dodgers refused to settle. When their president of baseball operations stared down past failures and made a plan bold enough to change the outcome.
Andrew Friedman’s 2024 offseason wasn’t just about adding pitchers. It was about restoring belief, asserting dominance, and writing a new chapter in Dodgers history—one pitch at a time.
