David Yates

Longtime triathletes will remember crossing the finish line of the Ironman and getting a kiss, and a lei around the neck, from Ironman owner-builder Valerie Silk. Medium-term triathletes will remember David Yates.

While you might not have gotten a lei and a kiss from this man, he reigned over the Ironman almost as long as did Silk, and while the former did as much as any to imbue the race with its particular flavor and personality, Yates took what was still, at that time, a special event and turned it into a worldwide business. During the '90s he stamped his imprimatur on it as surely as did Silk did in the '80s. He stepped down near the end of the decade and disappeared from the sport. But we found him out, and he agreed to talk to us.

ST: Many people wonder what you're now doing. You left to spend time with your family, the press release said, but that is right up there with, "We play them one game at a time." You had other things which meant a lot to you in which you're now involved, can you tell us about them?

DY: Although when I left WTC it may have appeared to be sudden, those close to me knew that it was imminent. I had been saying for almost a year that I would step down soon. My decision had nothing to do with not enjoying the job. Quite the opposite. I was blessed with a dream job and business opportunity, but I also have a strong conviction that my family must take priority over my career, and this became difficult to do. Thus, even though WTC had great success, I owed it to my family to prove my commitment to them. As the saying goes, "No one on their deathbed wishes they had spent more time in the office."

When I left WTC, my desire was to establish a consulting business, allowing more free time to be with the family, and this is exactly what I have been able to do. I have established a relationship with a local company that specializes in taking small companies that have a unique product or service and assisting them in taking the appropriate strategic steps to broaden their business, similar to my experience with WTC. In addition, as part of this consulting work, I am able to incorporate raising financial support for Christian missionary endeavors, which is something I have always wanted to do. I have always wanted to be involved in Christian work, and I now have the opportunity.

ST: Your firm took over from Valerie Silk at the beginning of the '90s. Ironman was quite a tradition, and I don't remember you having spent much, if any, time in activities quite like the Ironman prior to that. How did you approach running an enterprise that was so much more than just a company?

DY: Keep in mind, when WTC purchased the Ironman in 1989 I was the executive vice-president, not taking over the head role until May, 1992. Thus, I had a few years to understand the many nuances of WTC before taking over. I took the job very seriously, as I knew the stewardship I had been given, which at times seemed almost overwhelming. I knew this event was on a global stage, and that thousands of personal dreams have been fulfilled in Kona and the various international events.

Initially, we had to ensure that the Ironman ship was succeeding financially, and at the event level. WTC deals on multiple fronts, including worldwide network TV, high-level sports marketing, event production, worldwide media work, and a major brand licensing campaign, to name a few. My prior experience was as a CPA, and I had little experience in these areas at the time we bought Ironman, but I had developed a good working knowledge when I took over. Also, my business and financial background was extremely helpful.

Beyond that, I learned to network with the appropriate industry personnel, and I was surrounded with good people. When I took over WTC had quite a few problems that had to be focused on, which we did. After a time of putting out fires and ensuring the events were stable, we then set forth with a business plan that was based on obtaining year-round media coverage for the event as the support for a brand licensing program, which continues today. With all the business, my greatest enjoyment came during the adrenalin-filled race week, which always reminded us why we did what we did. The events are the foundation for WTC.

ST: Notwithstanding any lack of personal attachment to Ironman-type athletics prior to taking over as president of World Triathlon Corporation, you decided to take up Ironman racing yourself. Can you describe that process and what it meant to you while you were doing it? Was the training, and the race, what you expected?

DY: My background included track and road-racing, so I had a keen interest in seeing how I could do at an Ironman event. The 1991 event was the last event prior to my becoming WTC president, and I'm glad I had the opportunity to do it, as this would have been impossible in my later role as president. I felt it was important to do the event so I could obtain a personal understanding of the emotional aspects of the event. The race was even more of an impact than I had expected. My most vivid memory was passing the marine aid station on the way to Hawi, and having these men and women who had just risked their lives for us in the Persian War serving us food and water. My response was to sit up in the saddle and humbly applaud them.

ST: I'm putting you on the spot, but how much of the Ironman and multisport lifestyle has remained part of today's "David Yates Regimen?"

DY: I still train today, but not to the point that I used to, largely do to a chronic fatigue problem I have had for a few years. Nevertheless, I plan on doing Ironman again in the near future. You know the saying, "you can take the man out of Ironman, but you can't take the Ironman out of the man-- or woman."

ST: What was the most memorable experience you had while watching Ironman races? What athletic performance sticks out, or to put it another way, who, in retrospect, stand out as the heroes of this sport for you personally?

DY: This is like asking which breath over the last ten years meant the most to you. There are a multitude of memories and heroes. Here are my top five, based on the emotions they brought forth within me:

• John Maclean, the first to do with his arms that which few can do with both arms and legs.

• Jim Ward, Bill Bell, and the Irongents, who continually show us age really is a state of mind.

• Paula, and also Wendy and Sian, for reminding us what the Ironman is all about: crossing the finish line.

• Christian Bustos coming back after nearly dying.

• Dave Scott's second place age 40 comeback. Almost unparalleled in sports. What an honor to have seen it.

My truest heroes still are the many age-groupers who attempt for years to qualify, and finally get there. I always said it is harder to get to the start line than the finish line. However, my highest pedestal is reserved for Sharron Ackles, who is one of the world's finest human beings, and the Ironman volunteers, including those amazing directors.

The Ironman saw many great personalities cross the finish line, but my personal favorites are Greg Welch, Wendy Ingraham, Bill Bell, John Maclean, and Jim Ward. I hate to choose an obvious, but my favorite Ironman would have to be Dave Scott, who, with Mark Allen, are the only two triathletes who could quiet a room simply by walking in.

ST: You had your battles with other organizations and movements, most notably the ITU. Many people saw you as the one, and last, bastion of hope for a sport being threatened by beaurocrats and those with base motives. Do you still see it that way? Has your view of the ITU and its personalities, specifically Les McDonald, softened?

DY: The ITU. I thought you'd never ask. The actions I took were not simply done to take a popular stand, but rather for a specific purpose. I also had no personal agenda against anyone, including Les McDonald. The issues were simple: history has shown us that federations that are allowed to prosper unchecked predictably create an unfair advantage over athletes and events, and become rife with corruption. It also did not take great foresight to see that any deal that was to be done to protect any portion of a remaining free-market had to be done early on in the federation's existence, rather than later. The athletes now understand what we were saying a few years ago, but their leverage is obviously less as time goes on.

So the answer is no, I have not changed my opinion, rather we have been more than vindicated by the corruption scandals that have put the Olympic movement at risk. This is the exact corruption we stood against, and those of us who have seen behind the Olympic veil were only surprised it took this long for corruption to hit the media. Nevertheless, I fully support the Olympic movement and the federation system, it simply needs to have legitimate checks and balances, which it does not now have. But I'm sure Juan Antonio Samarach will clean it up (what is that story about the fox in the hen house?).

ST: Finally, the Ironman itself, and the WTC: I know that you are a diplomat and a gentleman, and if you had an ill word to say you'd hold your tongue. So I'm hoping I'm catching you on an off day, when you're a little ornery and maybe didn't get enough sleep, or your coffee was too weak. There is an Ironman in every town. You can't get to Hawaii without doing an Ironman to get to an Ironman. Some races have $50,000 in prize money, some half that, some none at all. But the races are filling up anyway, and perhaps it's the right way to run it after all. Certainly many people are very glad for the increase in races and licensees are presumabely happy that the brand is more exposed. But it's not the way you ran it. Comments?

DY: I worked with Lew Friedland for almost eleven years, in a very close manner. We worked together extremely well, and developed a good friendship. When I was the president he let me run the company, and now that he is the president, I will offer him the same. There are two ways to leave a CEO role: one, hang around and get in the new guy's way; or two, make yourself invisible and allow the new guy a chance to pave his own way. Out of respect for Lew I chose the latter. Lew is the most instinctive businessman I ever worked with, and has great talents. No two people would run any company exactly the same, but Lew and I always saw things relatively similarly.

Would I have done things exactly the way he has? Of course not, as no two people would. Nevertheless, I fully support what he is doing, and WTC is in a great position to expand its event base. On the prize money issue, I would have kept the minimum intact, but I would not take the fact that the prize money has been occasionally lowered as a general policy change.

I know WTC maintains a strong interest in fostering the pro aspect of the sport, as they still pay out $250,000.00 in Hawaii alone, and provide unparalleled global media coverage for the pros and their sponsors. A win at Ironman will provide a pro more media coverage than if he or she had won the next top twenty triathlon events. This fact is sometimes missed, as it is not as quantifiable as is prize money. What pro forgets to talk about his Ironman win while shopping around for sponsors?

As to the number of events, I had been having discussions with groups in Japan, Malaysia, England, and other places before I left. I always took the position that we wanted an Ironman event to be the dominant one wherever the sport flourished, and I believe Lew is continuing this thought as the sport expands. He has my full support, as does the entire company.