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DEAN McKENZIE

Dean McKenzie is not sure how long he will be at his latest racing posting as Chief Executive at Addington Raceway but he can be supremely confident it will be longer than the first position he held in racing, at the Avondale Jockey Club in 1989.

"I was in accountancy in Invercargill when I applied for a position there in the late 1980s when night racing was being held there. I packed everything I owned into my Mazda 323 and off I went. I had been there a week or so and the boss called me in to tell me the bank was fore-closing the club and it looked like it was all over." In fact McKenzie stayed longer at the behest of the Racing Board and then it was back to Invercargill and a fresh start as general manager of Southland Racing. A member of a prominent Southland sporting and racing family, McKenzie was never in much doubt about what he wanted to do. "I applied for the Riverton Racing Club Secretaryship when I was 21 and got down to the last two. Doug Stuart got the job but they asked me to become a Steward of the club instead so I felt I had offered something."

McKenzie's big break in racing administration came in 1994 when Wellington Racing Club Chief Executive, John Cameron offered him an accountancy position with the club. When Cameron moved to Australia a year later, McKenzie stepped up to the role. "I was there just over four years. I learned a lot and enjoyed the experience."

However McKenzie was always looking to the future. He moved to the United States after being accepted for a year-long Masters Degree in Sports Administration and Facility Management at Ohio University in Athens. The course covered all sports but McKenzie got to see a lot of big race meetings there, including the harness racing icon event the Little Brown Jug and racing at the Red Mile. "My costs had partly been met by the Racing Board. Rick Bettle was the Chief Executive then and for the next two years I did contract work for the Board," McKenzie recalled. "A lot of things went down in that era. Few people remember now but we broadcast our racing into the United States 10 years ago. We introduced the newspaper form which has become the norm now, Radio Trackside came on stream. Things were moving."

McKenzie's move to Christchurch came when putting his sport administrative learning curve into action as Chief Executive of Jade Stadium Ltd. He managed the former Lancaster Park complex for about four years. "It was a major challenge no doubt about that, but I had great staff and a Board to help me. We had some huge promotions. The Lions test of 2005 was one of the biggest sporting events we had had in Christchurch and we also branched into entertainment. Meat Loaf had a big concert there, the Tigers came over to play the Warriors. It had the same core attributes from an organisational viewpoint as the biggest racedays but with extras and the devil was in the detail. I think a lot of people forget that about the size of New Zealand Cup days and the like. The skillset is the same and the planning is so much greater than anyone can appreciate. There was probably greater security at Jade and that was the pressure."

McKenzie's next move in 2006 as Jade reorganised was joining Estorest, a sports management company he had already an interest in as a partner. The company was founded by Bruce Sharrock and Craig Innes as professional sports gained momentum and professional sportsmen needed agents. "They were based largely in the north and were looking for a Canterbury presence and I wanted to live in Christchurch. My parents had moved here by then and my two sons were well established at schools here.

McKenzie had built up a relationship with the Sharrock family of Waitara during his time at Avondale. "I used to go down to the Taranaki to boost entries. We were getting more support from down there than locally. Bob Sharrock (Bruce's father) was a great supporter and I had some great times down there. The business association grew out of that." The good times included racing the highly successful racehorse Go Thenaki trained by Allan Sharrok.

Now McKenzie faces a different sort of challenge and he is playing a dead bat to any speculation on what it might bring until his innings is established.

Might Addington Raceway have to face a move in the medium term? "The truth is nobody is sure just what is going to happen here in the next few years. But Addington as an area is going to do well and to me that means the present track will expose harness racing to a greater audience. I want to make the most of that."

What will replace the public stand? "There are a lot of decisions to be made. I think it is pretty obvious we are not going to see another big stand but what form any replacement will take I can't say because nothing is decided."

The earthquake has been a boon for Addington? "As I said, Addington has done well generally. The proceeds from the stand insurance will help our situation. Our Twiggers stand is fully occupied as business premises and our business park is booming with more plans in mind. There are winners and losers in any situation like this but there are challenges for us too."

What about that four-year cycle among jobs. A pattern he intends to follow? "My view is that if you haven't done something after four years you are probably not going to do it. But that doesn't mean you can't go on doing it. I know a lot of top administrators who have been in the job a long time and still do a great job. Tim Mills at Riccarton, for example."

How about the change of code? I have had a few pacers in my time but not with much success. But I have been a keen punter and a regular at Addington. One thing I can say is that I know the place well from a customer point of view and that is a starting point."

The new position does come at some personal and professional cost. McKenzie was this year appointed to an executive position on the Board of New Zealand Thoroughbred Racing, and had been keen to retain that position but the pospect caused consternation in some circles. There is nothing in the rules which stopped him from carrying on but he decided at the weekend to resign.

Credit: David McCarthy writing in The Press 26 Nov 2011

CANTERBURY BUSINESS AWARD

Addington Raceway and Events Centre claimed a major coup last month when they were recognised at the Champion Canterbury Business Awards. Awarded the title in the Retail/Hospitality Category for medium to large enterprise, Addington saw off all competitors - continuing the rise and rise of the business side of the operation at harness racing headquarters in the South Island.

The advent of events such as Christmas at the Races as well as a high patronage prior to rugby matches at the next door AMI Stadium has undoubtedly lifted the profile of the Addington landscape with more and more foot traffic making its way through their doors.

Addington chief executive, Dean McKenzie said the award was justification for all the hard work put in by the team. "Although our business has been part of the fabric of our city for over 100 years, it would be fair to say it has changed dramatically, particularly in the past few years," McKenzie said. "Receiving this award certainly makes it feel like all the hard work has not gone unnoticed, which is always nice."

Described in the Awards winners list as Canterbury's leading multipurpose racing and events venue, Addington received their award for providing an exceptional hospitality and entertainment venue for its guests.

McKenzie said the success wouldn't have happened without a lot of input from behind the scenes. "I am sure our Board will join with me in thanking all our customers, members, suppliers and key partners who have all played a massive role in the transformation of our business. Without them we would simply not be where we are today. But above all, we would like to thank and acknowledge our team for their hard ongoing work, enthusiasm and dedication to the organisation."

Credit: HARNESSED OCT 15

2013 AVON CITY FORD (NEW BRIGHTON) CUP

The new kid on the block, Christen Me, tonight confirmed himself a spot in the Christchurch Casino New Zealand Trotting Cup by downing Terror To Love in the $25,000 Avon City Ford Cup (Gr3) at Addington. After making a flier in what was his first ever standing start, the wonder pacer and driver Dexter Dunn dictated terms in front before kicking too strongly in the straight for Terror To Love, who was also brilliant after racing parked for the majority of the trip.
Franco Ledger enjoyed the gun run in the trail, but was unable to match motors with the two speedsters in the home stretch finishing five lenghts away in third.

The last 800 metres was run in a staggering 54.0 seconds which is the quickest ever official last half recorded at Addington, while the overall time for the 2600m stand start journey was a respectable 3-14.1.

“He felt sensational the whole way and he won with the earplugs still in,” said a beaming Dunn. Meanwhile, Ricky May was also very happy with Terror To Love.
“He has gone absolutely super and I’m sure he will benefit greatly off the run.”

Addington CEO Dean McKenzie summed it up best by saying “They’ve both gone as good as each other. They were clearly better than the rest of the field,” he added. I just hope Themightyquinn comes over now because if he does it is going to be the Cup of the decade.”


Credit: Mitchell Robertson writing in harnesslink.com

DAVID RANKIN

David Rankin had never been on a racecourse until he was 45. Yet he recently stepped down after five years as chairman of the New Zealand Metropolitan Trotting Club having directed a transformation which makes Addington the number one racing complex in New Zealand by asset strength.

Typically he gives the credit to his Board and executives. "It's not about me," he says. "It's about the processes we put in place and the people who carried these out. It was giving the Club a full business philosophy which turned things around."

Rankin remains on the Addington Raceway Board but retired from the chairman position for health reasons. "Last April out of the blue I suddenly developed problems with an eye closing of its own volition. Then with both eyes open I had trouble focussing. While the cause of that was being established I had to undergo an operation to relieve excessive levels of calcium caused by a thyroid problem. I was found to have myasthenia, a neuro muscular weakness. I could do nothing physical at all. It could be a real effort for my neck to hold my head upright. Treatment has stabilised the problem and it can go into remission for long periods so here's hoping."

He has a strong accountancy and business (managing-director Livingstone Real Estate) background, and is a son of notable Canterbury rugby coach of a former era, Jack Rankin. But his entry into both racing and administration was almost by chance. "Mike Grainger was a school friend of mine and he got some of us in to a syndicate. There were 10 originally but the first horse didn't make it so it was down to five by the time we tried our second horse. That was Straven which won five and had eight placings from 13 starts before we sold him to America. It was a great start for me. I was at a (Boys High School) reunion when Jim McGee sitting next to me suggested I should join up at Addington. After a year on the committee I stood for the Board and three years later became chairman (2008) on the death of John Penney. So it was fast tracking all round."

Rankin had looked at the philosophy behind the Addington business and didn't like what he saw. "We had historically spent nearly everything we earned. We were often posting profits before depreciation which are not real profits at all because it is not money in the hand to re-invest. When we lost the industry facilities funding through the Racing Board we were in trouble. We were not reinvesting enough in our core business. It got to the stage that when we went into a joint venture with the industrial complex we got $2m and had to use it all to pay off debt. We had major cash difficulties in 2008 and when the tax cuts came into force ours went largely into stakes. It was not sustainable."

"We had some tough years. I refused to present a report which posted profits before depreciation. In 2012 we wrote off $840,000 in depreciation to get everything back on track and still had a positive cash flow of $1.8m - enough profit to build the new bar complex out of income."

The club targeted the right people to bring about major change. "Shane Gloury did an outstanding job as a change manager. He came from Melbourne and took on the challenge to alter the culture of the place. It was a tough assignment especially given the challenge of the horse barn situation which wasn't good and greeted him on arrival. Our Events (catering) operation, for example, was to some extent stifled by tradition. There was a resistance to change. Now we have enthusiastic Events leaders coming up with their own innovations to improve the product. That was a huge change for us and a credit to Shane."

"You must remember that racing is only 47 per cent of ourincome now. We have people wanting to come to Addington because of the catering and it has boosted our income. To survive from a racing aspect we must grow in other areas. It is a true success story. This was all done without significant staff changes and when Shane had to leave us Dean McKenzie came and has been a stunning CEO. Dean is an experienced delegator, prepares in great detail and empowers the staff to come up with their own thoughts and feelings. He utilises their skills. That gives them enthusiasm and pride in achievement. Money can't buy that."

"Brian Rabbitt has played his part on the racing side too. Our average field size at this year's Cup week meetings lifted on last year while the national average went down. It is essential we have more horses racing here and the programming of events and innovations like rewarding owners of horses who support our meetings (Met Multiplier) which has made that difference. The success also reflects the value in having an expert accounting and administrative figure at the top - one who keeps the focus where it should be.

"I don't know a lot about racing. I have never pretended that I did. But that wasn't really what we needed at the time. I have great faith in our succession plan. Barry Dent (new chairman) has my full confidence. Behind him is Brent Smith who was not really into racing either and was a bit reluctant to come on board because of time constraints. I told him not to worry about coming to the races every week, it was his financial skills we needed. Now Brent is as keen on the racing as anyone. Recruiting these sort of people has been satisfying."

Rankin makes the point that Addington is now the most valuable racing centre in New Zealand. "We have $87m in assets. Ellerslie by comparison has $61m and Alexandra Park about $47m. It is pleasing to see that Alexandra Park is now following our move to use assets for greater income because I know they will make a lot of progress from it. The old idea when you got into trouble was to sell something. We are currently getting around $1.5m profit from our business centre enterprise and that will only grow. We have two blocks yet to develop one of 4000 sq m and one of 2000 sq m and that is the future. And of course we have income from the Twigger Stand leases as well."

While Rankin acknowledges the earthquakes have been a blessing for Addington Raceway in a number of respects, he resists the idea they are the reason for the Club's success. "We were paid $11m for the public stand. The Racing Board took $6.1 of that for the barn and we have the other $5m still invested. We haven't used it. Our gain is that there are more people in the area now."

Rankin's real estate expertise enables him to predict the future of Addington's non racing situation. "If you drew a line around a 3km radius from Riccarton Mall, for example, spending there is estimated at around $1.2b a year, the largest amongst suburban malls. So increases in people in a 3km radius around Addington now plus our ace in the hole, parking, means initiatives like our new bar complex are virtually guaranteed to succeed. The bar is already running ahead of budget."

As a result Rankin dismisses any possibility of racing moving from Addington in the forseeable future. "It would cost us $60m to build a new complex from scratch and the figures from racing income just don't add up. The Sydney and Melbourne Clubs who moved out of the city got a lot of money but are struggling to get a business income over 7 days off the ground. You can build a hotel but will people want to stay in it out there? And that land would have been even more valuable in a few years. Our great advantage is our position. Why would you consider giving that up?" The latest boost is the decision of the Canterbury Rugby Union to lease the old administration office at Addington for its offices meaning the admintistrative staff will all move into the present racenight administration area.

Considering David Rankin came to power on the edge of a severe economic downturn his time in charge can only be described as a huge success. He is confident that will continue because of the processes put in place by he and his team. He gives a lot of credit to his wife, Kath. "She is brilliant with people and I am not. She committed to the challenge and has been a great asset to me in that respect. She remembers names and takes a real interest in the people she meets. I am more reserved and organisation is more my thing. We make a great team."

May we see the Rankin name in national administration over time? "I have not thought about seeking that but I would not count it out all going well on the health front. I love a challenge. At the moment I am just looking for a bit more luck with my horses. The public makes them favourite a lot but they always seem to run second." That changed at Timaru on Saturday when Nigel McGrath produced another winner for his patron. It may have been appropriate that its name was All Cash and Burning followed the next day at Motukarara.

Credit: David McCarthy writing in HRWeekly 27Nov13