Athletics in the UK: The Rise and Fall of the BAF

81 A CHIEF EXECUTIVE AT LAST It had been accepted from the outset by most, if not all, that, under BAF, there would be a professional management structure headed by a chief executive and, as the discussions over BAF dragged on, so arose a growing call for the early appointment of a chief executive. The professional staff understood the need for the “chief executive system” more clearly than most of the honorary personnel as they found it frustrating having to deal with so many “honoraries”, some of whom could be difficult to contact if an urgent decision were needed. However, the “honoraries” were reluctant to grasp this nettle and continuously postponed a decision, reasoning that the BAF should make the appointment when it was set up. The nettle was finally grasped by the interim steering directors of BAF who, at a meeting in 1991, decided to advertise for a chief executive, hoping that the position could be filled in time for the start of BAF in October of that year. The advertisements were placed and numerous applications received. Interviews were held with the final short list of candidates, one of whom was the well respected and popular financial controller Malcolm Jones. Jones had been appointed in 1987 and had done an extremely good job in bringing the finances of the sport under control. He had established excellent working relationships with commercial partners ITV, Alan Pascoe Associates and sponsors and had introduced a level of commercial reality and financial discipline that had not previously existed. As a former commercial director of Westland Helicopters, Jones had management experience and convinced the interviewing panel that he was the right man to be chief executive. In his four years as financial controller, he had got to know the sport inside out and, tellingly, was confident that he could weld together a good team, in particular managing the strong personalities and egos of Andy Norman and Frank Dick.