Q: What is your background?

A: I was steeped in racing from birth; it`s always been my passion. My parents were thoroughbred breeders in the Eastern Cape and they still joke about my learning to ride before I could walk and studying pedigrees and form before I could talk. My dad bred a few nice horses from limited stock back in the 1970s and 1980s.

While studying for my law degree at Rhodes University in Grahamstown, I worked during vacations for Robin Bruss`s bloodstock agency in Johannesburg. I learned a lot about the commercial, racing and bloodstock worlds. After varsity, I worked for Robin full-time, whereafter I was offered the job as assistant general manager at Newmarket Racecourse in Alberton. In my five years there I was involved in all racing operations from race programming to through to catering. I was also most fortunate to attend a number of racecourse management courses abroad - in Japan, Hong Kong and the USA.

Q: How were you involved in the corporatisation of South African racing, from 1997?

A: I was appointed the first general manger of the Racing Association. With the amalgamation of the old turf clubs and the advent of Phumelela as a corporatised, commercially driven company, it was important to have an agreement in place to safeguard the interests of the horsemen - the owners, trainers and jockeys as well as the general infrastructure and ethos of the sport, hence the formation of the RA.

I left the RA in 2000 to take up the position as chief executive at Plumpton Racecourse - a small jumps course in Southeast England.

Q: How did that go?

A: I thoroughly enjoyed my nine years there. To say I took over a bit of a mess at Plumpton would be a serious understatement. But the challenge of getting the racecourse back on track and operating profitably taught me an awful lot. My very small team and I established it as one of the best small jumps courses in the UK.

Q: So why have you returned to SA?

A: On the professional level it was becAUS

On a personal front, I considered family aspects, such as the education of my children and their need for more regular grandparenting. Private schools here are terrific and a lot more affordable than those in the UK. And then there`s the weather!

Q: What does your job as Racing Executive entail?

A: I am broadly responsible for ensuring the effective running and performance of all aspects of Phumelela`s horse racing operations.

Q: What is your most important challenge?

A: There are endless challenges facing the sport, the most pressing of which is the whole raceday experience. We need to create an atmosphere that is conducive to getting more people to attend race meetings. By making off-course betting so accessible, one can understand why on-course attendances have diminished. We need to get our house in order and then make a concerted effort to attract people back to the track.

Q: How will you tackle this problem?

A: Phumelela and the RA have already started addressing it through a new joint committee specifically tasked with enhancing the raceday experience.

Essentially, we need to "compact" the experience; create a more intimate and exciting atmosphere on the racecourse. Turffontein presents a challenge becAUS

We`d like to make going racing something people aspire to and make the races the thing to do and the place to be seen. Johannesburg needs a flagship raceday which is an event where everyone must be, the premier social event of the year, like Royal Ascot in England. The Steinhoff Summer Cup in November is the event we are focusing on initially, and the international jockeys contest that has been added to the day will hopefully capture the public`s interest.

Q: What specific measures will you take?

A: Racing in hospitality facilities like the private boxes, the Furious Room and the Elevation Room is a terrific experience already, but facilities for the general public need urgent attention. We need to enhance the access to Turffontein and try to dispel security concerns about its location. The best routes to the course must be identified, well signposted and well publicised. We could even have security-manned intersections on the route to instill confidence in potential racegoers.

I see my role as being a bridge, a liaison, between the company`s commercial interests and the people who deliver the product - the horsemen. Initially I`ll mainly be listening to the concerns of all racing people, trying to determine which are the valid needs and issues that require priority action.

Q: What lessons from the UK can you apply here?

A: I don`t think there are easy models that can be transplanted. The ethic in the UK - the climate, the culture, the demographics and the way of life are very different. What works in the UK won`t necessarily work here, but there are undoubtedly certain things we can learn from them.

However, we should always remember that the Phumelela model itself is an excellent one and is the envy of many racing nations, including the UK. If we can get the balance right between the commercial side and the valid needs of the horsemen, it`ll be even better.

Q: What are your initial views on the Johannesburg racecourse situation?

A: We`ve obviously got to concentrate on maximising the assets we have. I`ve already mentioned the exciting plans to upgrade Turffontein. The Randjesfontein training centre at Midrand has possibilities for more racing which might help us harness potential revenue from the Johannesburg northern suburbs. And the corporate market is untapped as far as Randjesfontein is concerned. But we need to balance this with the issue of wear on a track that is essentially a training facility.

Q: Your first impressions about the health of racing on the Highveld?

A: Undoubtedly we have a very good product. Field sizes are very healthy and racing operations appear to be running very well. This year we`ve managed to catch up many of the meetings lost due to the closure of racecourses and every effort will be made to address the current shortage of racing opportunities for horses at the key times of year. One of the burning issues is that of night racing and the Phumelela board will be making a tough decision next month in the light of its escalating costs, which are naturally of concern.

Generally, South African racing is of a high standard and well respected internationally - undoubtedly helped by the incredible performances and achievements of our horses and horsemen overseas. What the world is seeing is a well-run, well-controlled industry - which is vital for the integrity of our product. This has obviously enabled Phumelela to grow its international revenue to the benefit of the business and stakes for owners.

Q: Do you have plans to improve stakes for owners?

A: As you know, increases in stakes are inextricably linked to the success of Phumelela. The horsemen should therefore be working with Phumelela to raise profitability - and vice versa, of course, as we are linked in this common goal. It`s encouraging to see where prize money has gone in recent years in all Phumelela regions and we hope to be able to continue this trend.

Q: How do you anticipate the global downturn affecting racing and Phumelela?

A: Everyone is going to face a challenging time over the next year or two, but the good news is that Phumelela is extremely well placed financially to weather the storm.

Racing Association