| Mick, GBOTA got a start by taking over one track (HPK) and later parlaying that into several others which needed administrative and financial oversight. Its membership covers only about a third of NSW trainers and its board is elected from each of a dozen areas around the state. Its influence has increased by default because there is no opposing force or not any more. The board (ie the committee) decides everything, the CEO fires the bullets. That thereby guarantees mediocrity. No rocking the boat! There is buckleys hope of enthusiasm and fresh ideas emerging. Rather, they will hire another time-server to do secret deals with GRNSW and contribute to discussions on a Reform Panel (which generally failed to help participants). In payment, they get mentioned prominently on the Strategic Plan and GRNSW lets them do pretty much what they like. GBOTA culture will never change while it maintains its present structure. Additionally, it has no observable marketing or business skills and it certainly is not competent to design, build or maintain tracks. The score is on the board. Its only objective is to maintain its influence full stop. Contrast that story with the recent action taken by its brother organisations in Victoria and Queensland. Chalk and cheese. So, the question of hiring someone from inside or outside greyhound racing is moot. For GBOTA my view is that the job needs someone with a pretty solid knowledge of the sport. Were we talking about the CEO of GRNSW then overall business experience would be preferred on the principle that the person can always call in people to inform him about technicalities. But, in either case, neither would be effective unless you first created a more modern structure to put them in. Management by committee belongs in the 1950s.
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