RIGHTS HOLDER PROFILE

What is your title? Sr. Manager, Athlete Development, The IRONMAN Group What are some of the new projects you’re focused on with your new promotion?

In 2019 my primary focus was the development of first-time athletes to IRONMAN and the sport of triathlon. Rolling into 2020 and a new position, I’m leading a team that oversees the strategy for development of athletes across multiple brands, including IRONMAN, Rock N Roll Marathon series and IRONMAN 70.3. Our goal as a department is to create a strong support system for our athletes that offers resources throughout their entire journey within our event ecosystem.

What impact can Athlete Development have to help IRONMAN combine quality events, room night generation and advertising opportunities with destinations?

IRONMAN’s strength, like many sports, lies in it’s community. The culture of IRONMAN is insanely robust, and it exceeds far beyond just the athletes. An event is only as strong as the personalities that an athlete encounters throughout their experience. It’s a big week, and a long week for everyone; it’s important that our communities stay excited to be involved with our events..

We routinely take a look at how we are impacting a community and consistently adapt and make efforts to grow that positive impact. We’re always asking ourselves: Are we giving

athletes everything they need to be successful at this event? How are we increasing group travel? How can we get an athlete’s friends and family excited about a destination? Are we giving the local community everything they need to welcome our athletes? Are we working on programming year around that can increase fitness/wellness efforts? How can we promote and provide support for training travel and local camps? How are we supporting our IRONMAN Foundation to ensure their local charitable efforts are successful? By continuously asking questions and working with both internal teams and partners to find answers, we create a system that fosters growth for everyone.

Please describe the impact of your media efforts and how they’ve climbed over the years? What tools and tactics have led to these increases?

Our media efforts have grown exponentially over the last five years, thanks to an investment in building a powerful media team and aligning ourselves with partners that are making waves in the industry. In 2018 we partnered with Facebook to bring groundbreaking live coverage to the sport of triathlon. IRONMAN Now featured 15 races in 2018, 17 in 2019 and will feature 19 races across the globe in 2020. This creates opportunities for our sport, brand and destinations to get in front of new audiences in addition to bringing our existing community one step closer. Beyond live coverage this also adds to our media library and allows athletes to explore race destinations at their leisure.

Describe what features work best for your various events when seeking a new destination. How closely do you work with a DMO or sports commission on scheduling these?

We’ve found that utilizing facilities, venues and racecourses that showcase key host city landmarks and natural beauty are critical. Especially when we are introducing athletes to a new destination. The primary race venue must feature a large, centralized area for swim start and finish, transition area, finish line, athlete recovery area, medical and massage areas, an operations compound, concessions, ample parking for athletes and spectators and areas for spectator viewing.

To give an idea of course requirements we need: Swim: 2.4 miles of water that is clean, safe and appropriate for swimming. Bike: 112 miles, we understand the needs for residents to move around the city while the race is occurring, therefore a completely closed bike course is not mandated, however roads must be safe, well maintained and clean. A one loop bike course is preferred, but two loop courses are accepted. Run Course:26.2 miles, for the safety of our athletes, full road closures are required throughout the entire run course. Looking through the Athlete Development lens having a destination dedicated to supporting a strong culture of outdoor sports and healthy lifestyle is important. We continue to adapt and look for smarter and more effective ways to support local clubs, coaches, races and businesses in our host destinations. Forming these relationships can take some time, but once the wheel gets turning, it not only increases the success of the event, it can also lead to year around tourism opportunities as a training destination. Having a destination that can understand the importance of this cultural development and is willing to help us make connections, is a huge asset.

In 2020, what are you biggest goals to accomplish by the end of the year?

Professionally, I’m excited to settle into this new leadership role and have an opportunity to work on multiple areas of the business. I’m learning however that everything boils down to the ability to get things done, every day. If I had to pick one goal for myself this year in this new role, it would be making sure that our team has the support and tools they need to focus, plan and execute, consistently and effectively.

Personally, I have another IRONMAN 70.3 on my schedule with my Dad (last year was my first) and I’m eyeing a paddleboard race in the fall. Really I just want an excuse to play in the ocean everyday, Sunshine State livin’ baby!

CASEY’S TOP 3

What do you enjoy doing when you are not working?

Anything on the water (Boating, paddleboarding, swimming), enjoying the view from my porch, and attempting yoga.

What are your top 3 favorite Podcasts and/or books?

Book: Good to Great, Podcast: Joe Rogan Experience, Magazine(s): Whalebone & Flamingo.

What are the three things you always have in your car?

Swim cap & goggles, beach chair and almonds.