Cornelius 94 Report post Posted September 20, 2016 This is why I believe in transparency and accountability. I would like a public convention to ALL senior management of the NZRB and the NZTR, to ask them questions and have what goals (not forecasts) they want to achieve! I would like to know how much each senior management are earning and spending! Maybe its time to name these faceless people who are never seen at the races, but are controlling our industry! The more I look into the NZRB the more there is little experience in the racing industry. Just look at their backgrounds. Its frightening. These are just a few I picked out (Bankers, Fonterra, NZ post and even Michael Hill) Are these people adding any value to our product? A product by the looks of their experiences,, they know nothing about. *note: how long these senior management stay in the positions (2-4 year and move on). The people in senior management dont care of our industry. Only how it looks on their CV. Want to add any others? Shaun Brooks Chief Financial Officer, NZRB October 2015 – Present Chief Financial OfficerFarmer in the HouseFebruary 2015 – September 2015 Chief Financial Officer - Fonterra Brands New ZealandFonterra Dairy GroupJuly 2010 – December 2014 Director - Global Financial Shared ServicesFoster's Group LimitedFebruary 2009 – July 2010 Stephen Henry General Manager ServicesAugust 2015 – Present Chief Operating OfficerNew Zealand Ministry of Foreign Affairs & TradeJune 2012 – August 2015 DirectorFourteen LimitedOctober 2011 – June 2012 Head of Transformation/Chief Advisor, Customer Solutions & ServicesNew Zealand Post GroupNovember 2010 – October 2011 Richard Ellerington Head of OperationsApril 1970 – Present Barry OsborneGM TAB Product & PerformanceMay 2011 – Present Management ConsultantSelf Employed Consultant (Management Housing NZ, Telecom)2009 – 2011 Management ConsultantDeloitte2007 – 2009 ManagerMichael Hill2006 – 2007 General Manager and DirectorHartshead1996 – 2005 Emmett Vallender Human Resources AdvisorOctober 2014 – April 2016 Human Resourse AdvisorCapital and Coast District Health BoardJanuary 2013 – October 2014 Grounds KeeperStewart Creek Golf and Country ClubApril 2012 – October 2012 LIft operator Marmot basinOctober 2011 – March 2012 Mike HeathHead of Marketing,August 2013 – Present (3 years 2 months) Head of Marketing, Retail DivisionContact Energy LtdJuly 2011 – June 2013 (2 years) General Manager, RaboDirect.co.nzRabobank NZNovember 2005 – July 2011 (5 years 9 months) Country ManagerReuters New ZealandApril 2001 – June 2005 (4 years 3 months) Gary WoodhamGeneral Manager CustomerAugust 2015 - present New Zealand Country ManagerFrondeJanuary 2014 – August 2015 Chief Customer OfficerNZ PostNovember 2010 – January 2014 CEODatamJanuary 2009 – January 2011 Philip O'ConnorRacing Manager/Head of Trading October 2012 – Present Sports TraderNZ Racing BoardJuly 2006 – September 2012 ContractorDeutsche BankApril 2000 – August 2003 ContractorBarclays CapitalOctober 1998 – February 2000 Quote Share this post Link to post Share on other sites More sharing options...
Midget 4,489 Report post Posted September 20, 2016 I think you're too focused on individuals when it's really a problem with the organisation. Think big picture, focus on the big picture. Quote Share this post Link to post Share on other sites More sharing options...
Ohokaman 5,759 Report post Posted September 20, 2016 How you go from a Lift operator and Greens Keeper to a Human Resources role defies belief. Henry and Woodham are both JA "mate" appointments. Looking at this it does explain why the Marketing is so crap though. Peter Jenkins, meomy and Belinda 3 Quote Share this post Link to post Share on other sites More sharing options...
gubellini 3,923 Report post Posted September 20, 2016 Portability of skills works in some industries but patently DOES NOT work when applied to the Racing Industry. meomy, Grant R and TOM(the other Molloy) 3 Quote Share this post Link to post Share on other sites More sharing options...
meomy 971 Report post Posted September 20, 2016 6 hours ago, Cornelius said: This is why I believe in transparency and accountability. I would like a public convention to ALL senior management of the NZRB and the NZTR, to ask them questions and have what goals (not forecasts) they want to achieve! I would like to know how much each senior management are earning and spending! Maybe its time to name these faceless people who are never seen at the races, but are controlling our industry! The more I look into the NZRB the more there is little experience in the racing industry. Just look at their backgrounds. Its frightening. These are just a few I picked out (Bankers, Fonterra, NZ post and even Michael Hill) Are these people adding any value to our product? A product by the looks of their experiences,, they know nothing about. *note: how long these senior management stay in the positions (2-4 year and move on). The people in senior management dont care of our industry. Only how it looks on their CV. Want to add any others? Shaun Brooks Chief Financial Officer, NZRB October 2015 – Present Chief Financial OfficerFarmer in the HouseFebruary 2015 – September 2015 Chief Financial Officer - Fonterra Brands New ZealandFonterra Dairy GroupJuly 2010 – December 2014 Director - Global Financial Shared ServicesFoster's Group LimitedFebruary 2009 – July 2010 Stephen Henry General Manager ServicesAugust 2015 – Present Chief Operating OfficerNew Zealand Ministry of Foreign Affairs & TradeJune 2012 – August 2015 DirectorFourteen LimitedOctober 2011 – June 2012 Head of Transformation/Chief Advisor, Customer Solutions & ServicesNew Zealand Post GroupNovember 2010 – October 2011 Richard Ellerington Head of OperationsApril 1970 – Present Barry OsborneGM TAB Product & PerformanceMay 2011 – Present Management ConsultantSelf Employed Consultant (Management Housing NZ, Telecom)2009 – 2011 Management ConsultantDeloitte2007 – 2009 ManagerMichael Hill2006 – 2007 General Manager and DirectorHartshead1996 – 2005 Emmett Vallender Human Resources AdvisorOctober 2014 – April 2016 Human Resourse AdvisorCapital and Coast District Health BoardJanuary 2013 – October 2014 Grounds KeeperStewart Creek Golf and Country ClubApril 2012 – October 2012 LIft operator Marmot basinOctober 2011 – March 2012 Mike HeathHead of Marketing,August 2013 – Present (3 years 2 months) Head of Marketing, Retail DivisionContact Energy LtdJuly 2011 – June 2013 (2 years) General Manager, RaboDirect.co.nzRabobank NZNovember 2005 – July 2011 (5 years 9 months) Country ManagerReuters New ZealandApril 2001 – June 2005 (4 years 3 months) Gary WoodhamGeneral Manager CustomerAugust 2015 - present New Zealand Country ManagerFrondeJanuary 2014 – August 2015 Chief Customer OfficerNZ PostNovember 2010 – January 2014 CEODatamJanuary 2009 – January 2011 Philip O'ConnorRacing Manager/Head of Trading October 2012 – Present Sports TraderNZ Racing BoardJuly 2006 – September 2012 ContractorDeutsche BankApril 2000 – August 2003 ContractorBarclays CapitalOctober 1998 – February 2000 Jobs for long time associates by the looks of it. Maybe someone could draw a flow chart of where all the links are and it will show more clearly who is in bed with who... It's all relevant at the end of the day as to who is performing and who isn't. Do they all do psychometric tests? We know Fonterra used to Quote Share this post Link to post Share on other sites More sharing options...
meomy 971 Report post Posted September 20, 2016 5 hours ago, Midget said: I think you're too focused on individuals when it's really a problem with the organisation. Think big picture, focus on the big picture. Midget, if you draw a " pie chart" you will see who eats all the pies wherever they go...they are like sheep n follow one another...well minus the couple of lambs we know that keep getting lost from their mums as they go about their little adventures on the farm.. Quote Share this post Link to post Share on other sites More sharing options...
meomy 971 Report post Posted September 20, 2016 Quote Share this post Link to post Share on other sites More sharing options...
von Smallhaussen 3,226 Report post Posted September 20, 2016 6 hours ago, Ohokaman said: How you go from a Lift operator and Greens Keeper to a Human Resources role defies belief. you have to understand how they think at HQ O'man. a lift operator might lift morale and a green keeper will brew a good cup of green tea biff 1 Quote Share this post Link to post Share on other sites More sharing options...
gubellini 3,923 Report post Posted September 20, 2016 I would guess that the common denominator of this lot would be that they are all card carrying members of the National Party. Insider and Bimbo 2 Quote Share this post Link to post Share on other sites More sharing options...
meomy 971 Report post Posted September 20, 2016 hesi, there's a newer lot that have surfaced...join the rest of the dots.. Quote Share this post Link to post Share on other sites More sharing options...
Ohokaman 5,759 Report post Posted September 20, 2016 37 minutes ago, von Smallhaussen said: you have to understand how they think at HQ O'man. a lift operator might lift morale and a green keeper will brew a good cup of green tea Up there for thinking Von..... Quote Share this post Link to post Share on other sites More sharing options...
slam dunk 1,317 Report post Posted September 20, 2016 9 hours ago, Midget said: I think you're too focused on individuals when it's really a problem with the organisation. Think big picture, focus on the big picture. Wow! That's a change. Has the penny finally dropped. Quote Share this post Link to post Share on other sites More sharing options...
Trump 2,741 Report post Posted September 20, 2016 On a more serious note, I wonder if there's ever been a independent "Board Evaluation" process undertaken recently? Many successful companies do this. Quote Share this post Link to post Share on other sites More sharing options...
Justitia 29 Report post Posted September 20, 2016 Just a couple of points - according to the racing act Reprint as at 1 July 2015 Racing Act 2003 14 Performance and efficiency audit(1) (1) The Board must, at least once every 5 years, arrange for an audit to be conducted in relation to its performance and efficiency. Has there been one of these and where do you find the results. Also could someone tell me why they get paid a bonus if they are already paid to do the job. Just asking. Quote Share this post Link to post Share on other sites More sharing options...
Leggy 4,005 Report post Posted September 20, 2016 3 hours ago, Justitia said: Just a couple of points - according to the racing act Reprint as at 1 July 2015 Racing Act 2003 14 Performance and efficiency audit(1) (1) The Board must, at least once every 5 years, arrange for an audit to be conducted in relation to its performance and efficiency. Has there been one of these and where do you find the results. Also could someone tell me why they get paid a bonus if they are already paid to do the job. Just asking. https://nzracingboard.co.nz/sites/default/files/documents/NZRB-Performance-and-Efficiency-Report-2014.pdf Justitia 1 Quote Share this post Link to post Share on other sites More sharing options...
Ohokaman 5,759 Report post Posted September 21, 2016 Some interesting snippets in there Leggy, including : Financial performance The NZRB has maintained its profit performance over the past five years in a more challenging environment, and has enhanced this performance by becoming an operator of class 4 gaming machines Management is still working on identifying the specific actions (for the 13 key initiatives that were not prioritised for 2013-14) that will deliver the strategic goals set out in its latest SOI. Leadership bonus scheme has been introduced to create, for the first time, widespread awareness of the NZRB's key financial target. ( Huh..??! ) We note the scheme is based on current year NZRB profit rather than specific performance goals or longer term strategy targets. Explains a lot. You can almost hear the KPMG people sniffing and going as they write..... Quote Share this post Link to post Share on other sites More sharing options...
Bimbo 732 Report post Posted September 21, 2016 On 20/09/2016 at 0:54 PM, Ohokaman said: How you go from a Lift operator and Greens Keeper to a Human Resources role defies belief. Henry and Woodham are both JA "mate" appointments. Looking at this it does explain why the Marketing is so crap though. Those were positions overseas. Possibly a working holiday. Don.t know. He may have trained and or worked in Human Resources before that. I think this chap left to compete on and win The Block earlier this year. Probably the most talented and capable person on Cornelius's list. Quote Share this post Link to post Share on other sites More sharing options...
Ohokaman 5,759 Report post Posted September 21, 2016 28 minutes ago, Bimbo said: Those were positions overseas. Possibly a working holiday. Don.t know. He may have trained and or worked in Human Resources before that. I think this chap left to compete on and win The Block earlier this year. Probably the most talented and capable person on Cornelius's list. Presume you are being facetious Bimbo....the backgrounds highlight just what is wrong with the organisation. Quote Share this post Link to post Share on other sites More sharing options...
Cornelius 94 Report post Posted September 21, 2016 18 hours ago, Bimbo said: 17 hours ago, Ohokaman said: Presume you are being facetious Bimbo....the backgrounds highlight just what is wrong with the organisation. That is exactly, what I was trying to pint out. IF " there is a thread somewhere with a lot more detail on", please can someone post it. I got sick of the bulls**t qualifications these people had. The NZRB and the NZTR are both dysfunctional organisations, with people in control of our industry with bulls**t qualifications. Quote Share this post Link to post Share on other sites More sharing options...
rdytdy 5,335 Report post Posted September 22, 2016 I found this point interesting in the P&E Report Leggy: "Broadcasting is critical to the conduct of race betting as there is a direct correlation between the broadcasting of a race and the betting turnover on that race." I will highlight the words "CRITICAL" and "DIRECT CORRELATION" Yet the NZRB in their wisdom have removed racing on Freeview thereby eliminating thousands of viewers. Worth noting is that in Australia the complete opposite has occurred with Freeview having been introduced. NZ racing turnover has decreased whereas it has increased in Australia. This would indicate the sentence from the P&E report is indeed correct. Insider, Bimbo, Belinda and 1 other 4 Quote Share this post Link to post Share on other sites More sharing options...
Leggy 4,005 Report post Posted September 22, 2016 Yes, it's clever the way they commission these reports and analyses, ignore the recommendations or findings and action the exact opposite, then struggle to explain why its all going pear shaped. Quote Share this post Link to post Share on other sites More sharing options...
Bimbo 732 Report post Posted September 22, 2016 On 21/09/2016 at 4:50 PM, Ohokaman said: Presume you are being facetious Bimbo....the backgrounds highlight just what is wrong with the organisation. No. I was being serious. I see nothing wrong with being a lift operator and greenkeeper, then moving onto human resources. There's not enough information to make a call on this guys suitability for the role, but he spent time with another organisation as a human resource advisor prior to joining NZRB. Since leaving NZRB he's publicly demonstrated himself to be a competitive type and also a winner. He was probably too good for the NZRB job. Just imagine some of these ex postmen trying to compete on something like The Block. What kind of background do you want the guy to have? In business I've employed people with years of learning and time in the industry behind them. Some of these have turned out to be absolute duds. I've hired people with no industry experience and little specific job related training who have turned out to be superstars. Leggy and Justitia 2 Quote Share this post Link to post Share on other sites More sharing options...
scooby3051 10,694 Report post Posted September 22, 2016 Stop whinging and whining... nobody wants to take it anywhere so just stop bleeting on...., nobody wants to take it to the next level and help out so lets just drop it and whatever happens happens ......nobodies faults but our owns...cheers. Quote Share this post Link to post Share on other sites More sharing options...
Ohokaman 5,759 Report post Posted September 22, 2016 Yep, goes on and on Hesi. Different names, same shit. Quote Share this post Link to post Share on other sites More sharing options...
Ohokaman 5,759 Report post Posted September 22, 2016 3 hours ago, Bimbo said: No. I was being serious. I see nothing wrong with being a lift operator and greenkeeper, then moving onto human resources. There's not enough information to make a call on this guys suitability for the role, but he spent time with another organisation as a human resource advisor prior to joining NZRB. Since leaving NZRB he's publicly demonstrated himself to be a competitive type and also a winner. He was probably too good for the NZRB job. Just imagine some of these ex postmen trying to compete on something like The Block. What kind of background do you want the guy to have? In business I've employed people with years of learning and time in the industry behind them. Some of these have turned out to be absolute duds. I've hired people with no industry experience and little specific job related training who have turned out to be superstars. I'd want any employee to have worthwhile, relevant experience in the role FFS..!!! Comparing this to The Block ??!! Human Resources is an important area of any serious business and you would expect some senior experience in this case. You might take a chance on an unproven, I probably wouldn't. Prefer the odds in my favour. It is an area they have hardly excelled in is it - have a look at the history. Of course, this could just be a rubber stamping role if they are spending thousands on external consultants so perhaps not much needed there. Either way, it tells you a lot about the mentality of the business and how they operate. It also explains the consistent history of failures.... Quote Share this post Link to post Share on other sites More sharing options...