New Tasman rugby boss excited by future challenges

An opportunity to become part of the Tasman Rugby Union’s “magical” journey was too tempting for new chief executive officer Lyndon Bray to resist.

While based in South Africa as SANZAR’s game manager, Lyndon was sent a job description for the Tasman boss’s role.

Leading a provincial rugby union represented a distinct change in direction for the former international referee and boss of the NZ Referees Association whose varied professional career has spanned both the corporate and sporting arenas.

However, as the 54-year-old explains, the offer was too good to refuse.

“I was sitting in Cape Town, the Super Rugby competition had just died in terms of the four countries [competing] because of COVID, and I was sent the advertisement [for the Tasman CEO’s job] through LinkedIn.

“The first thing I thought, reading the story of Tasman with a whole lot of rich history from a Marlborough and Nelson point of view, was that it was a really compelling story.

“What they have done with the branding and how the Tasman Mako has evolved is really quite magical.

“That excited me and there was another factor … I’m not sure how many people inside the region realise how powerful the Mako image is outside of Marlborough and Nelson. When you talk to people around the country they generally say that I support Auckland or whoever, but their second favourite team is the Mako … you hear that a lot and I can tell you that the Tasman brand is very well known in South Africa as well, and well respected.

“Despite the struggles that came with [Tasman’s formation] what has come out of it is really powerful.”

With his SANZAR role up in the air, Lyndon’s other alternative was to stay in South Africa and run his leadership development business, Braydiver fulltime, but he opted for a return to his home country.

“I decided that leading an organisation such as Tasman would be a fantastic challenge, with the wonderful benefit of being back in rugby.

“There’s a natural logic to running a rugby organisation having come from refereeing because you are a big part of the game. And because I was involved at the professional level you learn a lot about the modern game. Now I can hopefully bring some leadership experience into our coaching groups, plus have a really good influence on our clubs from a governance point of view.”

Lyndon is very aware that, with the new role, comes a multitude of challenges, especially in the community rugby space.

“Part of our challenge is how we connect into the clubs, who are such a part of the rich history of the game.

“To that end we are hoping, towards the end of August, to bring [the clubs] together for a hui and think, how do we work together, what’s [Tasman rugby’s role] and then get some strong club input into what that looks like.

“Rather than jump in and make change, we want to take the clubs with us on that journey.

“I understand one of the reasons [the board] selected me for this role was because I have a real passion for the community side of the game.”

Lyndon was advised he had got the job in February and began work in his new role from March 8, while based in South Africa. He participated in a series of Zoom calls, contacting all the staff and most of the region’s clubs.

“I used those two months to just engage, listen and learn,” he explained.

He says the issues facing the game here are no different to the rest of the country.

“Player numbers will always be a challenge, plus getting the right structures for our competitions.

“The transition from age group to club players is also a major issue for us all … this region has some unique challenges also, such as the fact a lot of kids are going to naturally move away to university.

“There is also a need to engage players with talent … not only to play for their clubs, but to keep them in the game as they go from school level to clubs … then developing them further.”

To that end, Lyndon says the union are putting more resources into that area, including setting up a “community-related” gym in Marlborough catering not only for elite players, but also club and school teams.

He said Tasman also had to “get serious” about their funding of women’s rugby “because we are not winning that battle in terms of numbers”.

“It’s one thing to have a [Farah Palmer Cup] team … but we also need to build the foundation of participation. If we don’t get that it has probably got a finite use-by date,” he warned.

During the off-season stories were rife concerning a possible watering down of the NPC competition, a situation Lyndon would not be comfortable with.

“I think NPC is incredibly important,” he suggested. “I would hate to see NPC affected to a state where it is compromised. I love that it is tribal, it is your province … and each team comes with its own character. One of the compelling reasons I wanted to lead this particular union is because [the Mako] play a great brand of rugby and long may that be the case.”

The financial state of the national union has come under the spotlight lately, especially surrounding the much-publicised Silver Lake deal.

Lyndon is comfortable with the proposed deal, suggesting the Silver Lake investors will bring expertise that the NZRU does not have.

“I grew up in Otago, I love rugby and the tradition of it … if I didn’t feel that the ownership of our game was secure then I wouldn’t be comfortable, but I do and I think all the provinces have understood that picture.”

Looking ahead, Lyndon has defined goals for Tasman rugby.

“I would like to see that, prior to the end of 2021, we are crystal clear about our vision and direction for club rugby.

“COVID put us behind the eight-ball going into this season, so this is a chance for us to get things right … with the support of all the clubs, with the clubs owning their direction and us knowing how we support them. If we get to that point, I would be a very happy man.”