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When Gary Patterson resigned as coach of Texas Christian in October 2021, midway through his 21st season with the Horned Frogs, the now-65-year old coach decided to take a step back and reevaluate where he and the college game were headed.

“I’d had a job since I was 9 years old,” Patterson said. “Just kind of wanted to take a break.”

For decades, football had been at the forefront of his and his family’s life, so much so that his wife joked she was merely his “mistress.” He wanted to spend time with her, with his grandkids. Plus, after a few seasons, he knew he’d be eligible for the College Football Hall of Fame, which was important to him.

Patterson ended up filling that time with football, anyway. He watched the game from afar, helping out as a consultant on staffs at Texas and Baylor, even working with Amazon Prime’s football coverage, just to score a subscription to Catapult, all along biding his time for the right opportunity to come along.

It came earlier this month, four years after his departure from Fort Worth, in the form of a text message from USC coach Lincoln Riley, whom he knew from their days coaching across from each other in the Big 12. The Trojans’ defensive coordinator, D’Anton Lynn, had left in late December for the same job at Penn State. Riley needed a replacement.

“He wasn’t going to jump back into this for anything,” Riley said Wednesday. “It had to be the right opportunity, the right kind of place, the right kind of setting. I know he knows and believe he’s found that.”

No one is more invested in that than USC’s head coach. Whether Patterson turns out to be the right fit at the right time for the Trojans may ultimately determine the trajectory of Riley’s future with the program. Patterson will be Riley’s third defensive coordinator in five seasons at USC.

“I think it’s an unbelievable hire by Lincoln,” said David Bailiff, who worked with Patterson at New Mexico and TCU. “For him not to be intimidated with Gary’s background, that all he wants to do is get USC better — a lot of coaches probably wouldn’t hire Gary because he’s been a head coach for so long.”

For Patterson, who never beat Riley in seven meetings while at TCU, it was a particularly ideal partnership.

“Any time that I was ever part of a team that had a great offense and scored a lot of points, we won a lot of ball games,” Patterson said.

Patterson, however, hasn’t been a full-time assistant since the turn of the 21st century. He last served as defensive coordinator under Dennis Franchione, who brought Patterson with him from New Mexico to TCU in 1998. He was promoted to head coach in 2000, when Franchione left for Alabama. A week later, across the country, USC hired Pete Carroll.

That’s how deeply entrenched Patterson was for more than two decades at TCU, where his tenure, by any measure, was a staggering success. Over 22 seasons, Patterson led the Horned Frogs to 181 wins and six conference titles. Throughout, defense remained his calling card. Five different times during his tenure, TCU finished No. 1 in the nation in yards allowed, as Big 12 offenses struggled for years to adjust to his multifaceted 4-2-5 scheme.

But by 2021, while Patterson’s TCU defense had largely remained strong, the luster of his long tenure in Fort Worth had faded. The bottom fell out that fall, as the Horned Frogs started the season 3-5. Informed that he wouldn’t be back the following season, Patterson instead resigned with four games left.

Now he returns not as a head coach, but as a coordinator, a step down that Patterson seemed just fine with when asked Wednesday.

“I love it, to be honest with you,” Patterson said.

The entire landscape of college football has also been turned on its head since Patterson last coached, with the advent of revenue sharing and the rise of the transfer portal. But he didn’t seem all that concerned by those changes Wednesday. Mostly because he doesn’t expect it to affect what USC is asking him to do.

Trojans fans hope Gary Patterson’s hire leads to more of this, when three USC players brought down a Northwestern running back last season.

(Eric Thayer/Los Angeles Times)

“My job is defense,” Patterson said. “I don’t deal with NIL. I don’t deal with all those different things.”

His reputation as a mastermind on the defense certainly precedes him, and at USC, that’s where he’ll be needed most. Bailiff, who worked with Patterson at New Mexico and served as his first defensive coordinator at TCU, said that hisability to diagnose what a defense needs is “superior from any person I’ve ever seen.”

His signature 4-2-5 defense was designed, in part, to allow for such adaptability. With five defensive backs on the field most of the time, Patterson’s scheme is intended to adjust to any offense, allowing for his defense to limit substitutions and match up against most personnel groupings.

That scheme, after four years away from the game, is likely to be different by the time it’s installed at USC. Patterson said he plans to marry his original 4-2-5 at TCU with concepts he learned at Texas and Baylor. He also plans to integrate some of what USC’s defense was already doing, with most of the assistants from last season expected to remain on staff.

“Instead of just coming in and saying, well, ‘This is how we’re going to do it,’” Patterson said, “it’s been a little bit more work of trying to put it all together.”

It’ll be up to Patterson to put it all together on USC’s defense, which in four seasons under Riley, has never put things together for long.

“Hopefully,” he said, “[I can] be that last piece to help SC get over the bar, get into the playoffs, to bring out a championship.”

Many in Hollywood fear Warner Bros. Discovery’s sale will trigger steep job losses — at a time when the industry already has been ravaged by dramatic downsizing and the flight of productions from Los Angeles.

David Ellison‘s Paramount Skydance is seeking to allay some of those concerns by detailing its plans to save $6 billion, including job cuts, should Paramount succeed in its bid to buy the larger Warner Bros. Discovery.

Leaders of the combined company would search for savings by focusing on “duplicative operations across all aspects of the business — specifically back office, finance, corporate, legal, technology, infrastructure and real estate,” Paramount said in documents filed with the Securities & Exchange Commission.

Paramount is locked in an uphill battle to buy the storied studio behind Batman, Harry Potter, Scooby-Doo and “The Big Bang Theory.” The firm’s proposed $108.4-billion deal would include swallowing HBO, HBO Max, CNN, TBS, Food Network and other Warner cable channels.

Warner’s board prefers Netflix’s proposed $82.7-billion deal, and has repeatedly rebuffed the Ellison family’s proposals. That prompted Paramount to turn hostile last month and make its case directly to Warner investors on its website and in regulatory filings.

Shareholders may ultimately decide the winner.

Paramount previously disclosed that it would target $6 billion in synergies. And it has stressed the proposed merger would make Hollywood stronger — not weaker. The firm, however, recently acknowledged that it would shave about 10% from program spending should it succeed in combining Paramount and Warner Bros.

Paramount said the cuts would come from areas other than film and television studio operations.

A film enthusiast and longtime producer, David Ellison has long expressed a desire to grow the combined Paramount Pictures and Warner Bros. slate to more than 30 movies a year. His goal is to keep Paramount Pictures and Warner Bros. stand-alone studios.

This year, Warner Bros. plans to release 17 films. Paramount has said it wants to nearly double its output to 15 movies, which would bring the two-studio total to 32.

“We are very focused on maintaining the creative engines of the combined company,” Paramount said in its marketing materials for investors, which were submitted to the SEC on Monday.

“Our priority is to build a vibrant, healthy business and industry — one that supports Hollywood and creative, benefits consumers, encourages competition, and strengthens the overall job market,” Paramount said.

If the deal goes through, Paramount said that it would become Hollywood’s biggest spender — shelling out about $30 billion a year on programming.

In comparison, Walt Disney Co. has said it plans to spend $24 billion in the current fiscal year.

Paramount also added a dig at Warner management, saying: “We expect to make smarter decisions about licensing across linear networks and streaming.”

Some analysts have wondered whether Paramount would sell one of its most valuable assets — the historic Melrose Avenue movie lot — to raise money to pay down debt that a Warner acquisition would bring.

Paramount is the only major studio to be physically located in Hollywood and its studio lot is one of the company’s crown jewels. That’s where “Sunset Boulevard,” several “Star Trek” movies and parts of “Chinatown” were filmed.

A Paramount spokesperson declined to comment.

Sources close to the company said Paramount would scrutinize the numerous real estate leases in an effort to bring together far-flung teams into a more centralized space.

For example, CBS has much of its administrative offices on Gower in Hollywood, blocks away from the Paramount lot. And HBO maintains its operations in Culver City — miles from Warner’s Burbank lot.

Paramount pushed its deadline to Feb. 20 for Warner investors to tender their shares at $30 a piece.

The tender offer was set to expire last week, but Paramount extended the window after failing to solicit sufficient interest among Warner shareholders.

Some analysts believe Paramount may have to raise its bid to closer to $34 a share to turn heads. Paramount last raised its bid Dec. 4 — hours before the auction closed and Netflix was declared the winner.

Paramount also has filed proxy materials to ask Warner shareholders to reject the Netflix deal at an upcoming stockholder meeting.

Earlier this month, Netflix amended its bid, converting its $27.75-a-share offer to all-cash to defuse some of Paramount’s arguments that it had a stronger bid.

Should Paramount win Warner Bros., it would need to line up $94.65 billion in debt and equity.

Billionaire Larry Ellison has pledged to backstop $40.4 billion for the equity required. Paramount’s proposed financing relies on $24 billion from royal families in Saudi Arabia, Qatar and Abu Dhabi.

The deal would saddle Paramount with more than $60 billion of debt — which Warner board members have argued may be untenable.

“The extraordinary amount of debt financing as well as other terms of the PSKY offer heighten the risk of failure to close,” Warner board members said in a filing earlier this month.

Paramount would also have to absorb Warner’s debt load, which currently tops $30 billion.

Netflix is seeking to buy the Warner Bros. television and movie studios, HBO and HBO Max. It is not interested in Warner’s cable channels, including CNN. Warner wants to spin off its basic cable channels to facilitate the Netflix deal.

Analysts say both deals could face regulatory hurdles.