breeding

A flurry of omens and it looks like I’ve signed up for another horse!

/ Mezzasez

I’m a sucker when it comes to omens.  I lay the blame firmly at the feet of my late paternal grandmother who was slightly fey – if not a witch exactly, then possibly something that rhymed with that.

Thanks to a handful of randomly occurring instances I now find myself with yet another (very small) share in yet another racehorse.  That takes the current tally to four.

I am not kidding myself that any of these ventures will bring with them great (or even moderate) wealth.  At the very most I expect there will be the odd win along the way, celebrated in fine style, but more than likely the journey to any victory will be peppered by disappointment.

Those who choose to dabble in racehorse ownership quickly become accustomed to disappointment.  The slightly off-track which hindered your chances; the momentary hold-up at the crucial second; coming up another athlete which is just that fraction better on the day; or even an inexplicably bad performance for absolutely no discernible reason (we are, after all dealing with an animal with a mind of its own).

You rapidly learn to become a good loser when you own even the tiniest hair of a horse’s tail.  If you don’t then you won’t be around for long because, unless you luck into an absolute superstar of Winx proportions, there are usually more lows than there are highs.

So why keep going?  It is a question I have been asked many times by those on the outside and one I struggle to answer.

Of course, we all aim to be the one who races that champion racehorse.  The horse which achieves giddy Group One heights and takes us along on the ride is the dream of every owner.

When the first horse I raced won at only her second start some 31 years ago the feeling of elation was indescribable.  I was shaking so much I could barely walk down the stairs to the birdcage but all I could think was, “I want to feel this again.”

She was always going to be very special to me as the daughter of a mare my grandmother (the slightly fey one) had bred and raced, but as my first runner and first winner she was now truly memorable.

From 15 starts she only managed two wins but the die was cast, no matter what else happened in my future there would always be a horse.

And there pretty much has been since then.  Even when I wasn’t working full-time, taking time off to have a family, I managed to organise enough freelance work to cover my ownership “fix”.

At one stage, having been part of a plan to do something to attempt to stem the drift of horses and owners from the Central Districts, I found myself establishing and running a massive syndicate which initially comprised around 12 horses with six different trainers. Managing the expectations of hundreds of others was the most daunting aspect of that task, yet I must’ve been a sucker for punishment as I later set up a similar syndicate in the North.

Most nerve wracking was the day our first runner lined up at Trentham and, guided by the very youthful emerging talent which was Michael Walker, romped home by two and three-quarter lengths.  The nerves evaporated as I watched that same look of elation I had experienced with my first winner reflected back at me.

We had two-year-old stakes winners, Cup winners and even a runner in the Group One Auckland Cup.   I got great enjoyment out of those runners and winners but, as the syndicate manager I felt a huge sense of responsibility, and the enjoyment was tempered by that.

Throughout the time leading up to forming these syndicates I had continued being a part of the beautifully named Ywuree Syndicate.  Our horses usually did just enough to keep us hopeful of the next win and then, in 2000 a horse we called Basil made a pretty promising debut.

I still remember watching him loop the field after settling last and storm home to be just pipped on the line.

Rodin – named to reflect his breeding (Masterpiece-Fine Decision) – had arrived, and I was excited thinking we might have a horse who could win us a race or two.

By the time Rodin aka Basil retired in 2007 he had lined up 57 times, won 12, amassed 18 minor placings and given us a hell of a ride.  He even provided us with the Group One glory so many seek and never achieve.

Since Basil there have been the usual run of ups and downs and now I find myself with shares in two horses which have made it to the races (one has even captured that often elusive maiden win); another which may make an appearance as a late two-year-old; and the most recent addition, my omen horse.

Most are at that stage of their career where dreams of future glory are still a possibility (one might yet be banished South!).  That is surely one of the greatest things about racing a horse – the hours of future dreaming where you still have the potential to win a Derby, an Oaks, a big Cup race.

That, and that indescribable winning feeling!

Jewel in breeding crown to change hands

/ Mezzasez

Iconic is a word which is, in my humble opinion, rather overused. Yet, when it comes to Cambridge Stud what other description is there?

Today’s news that Sir Patrick and Lady Hogan’s property will change hands next April left me feeling somewhat melancholic at the approaching of the end of an era.

We all realised Sir Patrick wasn’t going to be at the helm forever but there is a sense of finality in the fact he is stepping down and handing over the jewel in New Zealand’s breeding crown to Brendan and Jo Lindsay.  Obviously, not “literally” handing it over – the money involved would not be insubstantial and Sir Patrick could probably still teach lesser mortals a thing or two about the art of the deal!

I had cause to visit Cambridge Stud recently after a substantial lull – I think the previous occasion was the launch of Sir Patrick’s biography many years earlier – and there was still that feeling of history combined with familiarity.  The magnificent drive, the stable block which in early days the occasional visitor mistook for a residence, and just the sense of place that this property has carved out over the years.

A couple of years earlier, through a comedy of errors which I will claim were totally intentional, an old friend and I managed to seal our own part of Cambridge Stud history when purchasing a yearling from their draft.  To prove that the magic pixie dust comes as part and parcel of the CS brand, said yearling evolved into yet another of the Group One winners to be reared and sold under their banner.

Long before this though, Cambridge Stud was part of my daily life as I worked at BloodHorse magazine and the NZ Thoroughbred Breeders’ Association.  These were the glory years of Sir Tristram and his phenomenal offspring.  They were heady days as the Group One winning tally climbed and the desire to own a son or daughter of Sir Tristram saw the magic $1million mark broken at the yearling sales.

Sir Tristram was, in journalistic terms, the gift that kept on giving as each new Group performer allowed us to write yet another chapter in his remarkable history!

The Sir Tristram juggernaut rolled on as his sons and daughters also dominated at stud – his dynasty was well and truly established.  And then along came Zabeel.  Continuing Cambridge Stud’s fairy-tale story, in March this year Zabeel overtook Sir Tristam’s benchmark of 45 Group One winners when Lizzie L’Amour took out the Bonecrusher Stakes.

“I doubt very much if there will ever be two stallions, a father and son standing at the same farm, that can leave 45 and 46 Group One winners in New Zealand again,” Sir Patrick said at the time. “It’s a tremendous achievement.”

It is also a rather large feather in the cap of the man who selected first Sir Tristram as his foundation stallion in 1976 and then chose exactly the right son in Zabeel, to take over his sire’s mantle.

Sir Patrick not only gave us two of the all-time greats he also put an indelible mark on the way we sell horses in this country. In every area from professional marketing to hospitality and staff livery he set the bar.

In the history of New Zealand thoroughbred breeding Sir Patrick Hogan’s Cambridge Stud was epoch-making.  Next April a new era will begin.

More climb aboard the NZRB gravy train

/ Mezzasez / 2 Comments

In my job in the real world I joke with one of my academics about a certain media topic being “the gift which keeps on giving.”

“The gift” is one of those stories which is continually evolving and of which the media is never going to tire.  Pretty much how I felt when, just days after writing my last post about the salary excesses of the Racing Board, an email was circulated announcing some new appointments.

Obviously those 488 permanent employees mentioned in my previous post weren’t cutting it when it came to government and industry stakeholder engagement.  The email in question stated that NZRB had reviewed that area of its communication earlier this year and after an extensive recruitment process claimed they now had the right team to work more closely with stakeholders.

Faced with that task is a team of five. Yes, you read that right – five people to focus on that area of communication.

It was another of those jaw-dropping moments which made me ponder how many people at the Racing Board it might take to change a lightbulb.

Of course, they would probably need to undertake a review before any bulb was changed and quite possibly advertise externally to ensure they found the right people!

The cohort of five is headed by an Irishman Ian Long, who previously held a similar position at NZ Rugby and, like NZRB CE John Allen, also worked at NZ Post.

Given the onerous task in front of him, he is going to be “supported by” parliamentary refugee Bill de la Mare, who comes to NZRB from positions with various ministers, including former racing minister Nathan Guy.  Propping the other side of this front row will be James Wigley, who boasts a marketing background according to the NZRB email, though Green Grass Marketing Services where he was a Marketing Consultant for a number of years, does not appear to have any visible digital footprint.  Wigley also has two years’ experience as a senior marketing manager with the NZRB’s Event Marketing and Logistics team.

The final two making up the team both have interesting titles, with Pete Lane tagged as Operations Specialist and Dan Smith carrying the poisoned chalice as Strategy Manager – Calendar Optimisation.  Presumably the former will provide protection when the latter advises clubs of changes to their dates!

You’d think that just reading this email would be enough to confirm that NZRB is not even paying lip service when it comes to looking at ways to cut its costs.  But it gets better, or worse depending upon your level of tolerance for black humour.

While the email is signed by one Stephen Henry, General Manager Services, it is actually sent by an executive assistant.  I am always suspicious of people who need others to send their emails, they engender memories of black and white movies where women were in the typing pool while blokes did the “real work.”

It may well be that Henry is indeed too busy to deal with emails to industry stakeholders or maybe it is something which was common practice during his time at MFAT.  The last time I received an email from someone, but actually generated by someone else, it came from Henry’s CE, John Allen, who also came to the Racing Board via MFAT.

Given Allen proposed job losses of close to 300 when at MFAT (that was later reduced to a mere 79) one would be forgiven thinking he would be capable of bringing NZRB staffing levels back to a manageable level.

However, based on this latest announcement expect the following – come the annual report there will be savings of between $3-$5million in salary expenses and we will be expected to be grateful for a job well done.

Try and shake off the Stockholm syndrome, instead we now need to channel the crazy newsman from Network, meet outside those offices in Petone and yell:  “I’m as mad as hell, and I’m not going to take this anymore!”

 

 

 

Will Winston slay the NZRB’s excesses?

/ Mezzasez / 1 Comment

The race has been run, all parties have weighed in, correct weight has been signalled and the country has a new government. It is one which those in racing are now expecting to deliver on the ten point promise outlined in NZ First’s racing policy.

Deputy Prime Minister Winston Peters has also claimed the Racing portfolio, to the surprise of those who were unaware such a thing even existed, and expectations among those who were aware are high.

Prior to the election, there were two aspects of the policy which I did try and gain clarification around – without any joy. They weren’t major issues. I just asked some questions around timing and planning. Like everyone else, I will now sit back and wait for the policies to implemented and see just how my concerns are addressed.

One point which I hope the Minister will address straight out of the gates though is the following:

Urgently review the operations and costs of the New Zealand Racing Board.

About damned time really.

Earlier this year, with time on my hands, I delved into the NZRB annual reports online and charted the terrifying increase in staff numbers over the years, accompanied by an escalating cost to the industry in salaries.  By 2016’s annual report staff expenses totalled $66million – a fairly healthy chunk of the operating costs.

Those earning in excess of $100,000 – a mere 130-odd at the time of the 2016 Annual Report – were listed in $10,000 bands. For example, just 30 NZRB worker bees struggle along on salaries of $100,000-$110,000; 23 were finding it a little easier to afford their avocado-toast in the $110,000-$120,000 band – and so it went on right up the $350,000-$360,000 slot where there was just one lone body and then a leap to – presumably – the top man, all alone in the $650,000-660,000 bracket.

It was galling to discover there are apparently that many people employed at the NZRB who are considered to be doing enough to progress our industry to warrant that level of remuneration. Would it be more palatable if we were travelling better? Personally, I don’t think so.

So, because I had time on my hands I crafted an OIA request to determine how much they pay the other poor sods who are employed there. Possibly the ones who actually do the work!

The breakdown, when it came, was pretty depressing. Given the letter was dated February 2017 the “categorisation of NZRB employees” was dated “as at 31/7/2017” – quite possibly they meant 2016, or maybe they were gazing into the future. Anyway, at whatever date we are looking at, the permanent full-time employees totalled 488; permanent part-time was 270; fixed term 37; and casual 78, giving a grand total of 873.

The majority of those fulltime employees fell into the $40,000-$59,999 band (116); 65 were in the $60,000-$69,999; 53, $70,000-$79,999; 53, $80,000-$89,999; and 32, $90,000-$99,999.

The response to my request also broke the staffing down into business units, listing job titles (but no numbers under each title) total staff and total salary.

Each business unit reports to the GM of that unit and seven GMs, along with the CEO, comprise the “Leadership Team.” One GM, according to the information I was provided, manages both the Customer and On Course business units, the others control just one area.

The breakdown just to pay the people the Racing Board deems it necessary to run our industry is as follows (and please note, this includes permanent, fixed term and casual staff of NZRB as at February 2017):

Betting – total staff 69; total salary $4,667,624.75

Customer – total staff 341, $15,117,582.02

Finance – total staff 42, $4,500,671.94

Media & Content – total staff 181, $10,767,257.49

On Course – total staff 43, $1,940,530.06

People – total staff 10, $926,298.72

Services – total staff 99, $6,962,574.40

Technology – total staff 61, $5,743,734.00

In addition to the positions listed there were an additional 20 jobs listed under “current active recruitment” – some of these were seeking multiple appointments.

If you haven’t read these numbers and had to pick your jaw up off the floor then I would respectfully suggest you are suffering from Stockholm syndrome.

For too long we have tolerated a bloated, blinkered organisation which has ignored the needs of the industry it was set up to serve. Even as it blundered along, all the time telling us things were fine, we were on the cusp of something great, it assured us we needed to trust it. If you still believe this then you are a textbook case of Stockholm syndrome!

I may have become more than a little obsessed with the salary levels it takes to run racing because, as the Board was cranking up its staff numbers and the dollars WE forked out to pay them, out in the real world companies were streamlining.

The industry I moved back into when I left employment in racing had faced huge disruption and, accordingly, was cutting its cloth to embrace those changes. Over a period of eight years restructures and jobs being “disestablished” became the new normal and fewer people were left to do more work. And forget about wage increases and incentive payments!

Interestingly, I wouldn’t have been anywhere else. There is something inspiring about learning new skills; adapting to overcome problems as safety layers were removed; and taking your staff with you on a journey to a new frontier.  That happens when you have a passion for what you are doing!

In the meantime accountable, seemingly to no one, the Racing Board was morphing into a cumbersome, lumbering beast suckling 800+ employees, many who seemed to be there purely for the money.

Will Winston be the knight in shining armour to slay the dragon of the Board’s excesses? There are more than a few with actual skin in the game hoping that will be the case.

Stay tuned!