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Racquet Fuel provides insights into the best practices and innovations of racquets industry business leaders.
Co-hosts Kim Bastable, Director of Professional Tennis Management at the University of Florida, and Simon Gale, Senior Director Racquet Sports Development at the USTA National Campus, help racquets leaders in your ability to grow the game and to improve the experiences you offer to both your staff and players by talking to industry leaders, including USTA executives, authors and innovators. If you are on a career path in racquet sports or already a racquets business leader and you want to stay up to date on ideas and innovations in racquets industry business and leadership, this podcast is for you.
Presented by the Athlete+ Podcast Network at the University of Florida Institute for Coaching Excellence.
Welcome to Racquet Fuel, where we launch into great conversations and share powerful tools to help you become a stronger Racquet Steel. Your hosts are Kim Bastable, a former All American tennis player and now the director of professional Racquet Management at the University of Florida. And Simon Gale, the USTA senior director of Racquet Sports Development. Have you ever wondered what a business consultant really does? And how does a business or club decide if they should hire one?
Episode Narration:Kim and Simon wondered too. And since AJ Pants, a Racquet Fuel veteran, recently became a consultant, they welcomed him back to the show to find out more. Here are Kim and Simon.
Kim Bastable:Welcome to Racquet Fuel. I'm Kim Bastable here with Simon Gale. We have one of our favorite people. We work with him frequently with us today, AJ Pant. He was previously at Lifetime Junior Tennis Champions Center, Midtown, many other clubs and positions.
Kim Bastable:I've known him since, I wanna go back to the nineties, I think, that I've known AJ, and it's just great pleasure to have him. He's recently transitioned in a consulting role. And and, Simon, you and I agree. This is an interesting new conversation with AJ.
Simon Gale:Yeah. We were just talking before we we went live here about how perhaps the aging of our leadership is is resulting in some people trying to pass on that knowledge and become consultants. And I think we're gonna see more and more of it, and that's a good thing. But I think AJ has some interesting insight into what that the reality of that career choice is and and the risks and rewards and so on. So I think this is gonna be a lot of fun.
Simon Gale:So welcome, AJ.
Ajay Pant:Thank you, Simon. Thank you, Kim. Always great fun to join you and chat about everything with Racquet Sports.
Simon Gale:So one of the things Kim and I spoke about in preparing for this is the concept of when you work for a club or organisation as you have for a thirty year career, you know what you're coming to each day. Obviously, you're adapting and there's constant change and things going on every day that take you in different directions. But you work at a facility or club and you have a regular paycheck and you know what you're coming to work to do each day. And now you work for yourself as a consultant and you take this knowledge on the road, so to speak, and try and help clubs improve their bottom line, their culture, their programming, whatever it is you're being asked to do. Have you found that transition?
Ajay Pant:Easier than I thought. I I thought it would be, especially with the lack of continuity, including compensation, that might be challenging. I've been very surprised that it was not. Specifically, I think over for many of us, over decades and decades of making relationships in the industry based on trust, that being the keyword, relationships based on trust. Once word gets out that you now are no longer employed by one company, there's multiple, multiple connections who really want to just get better.
Ajay Pant:So that that was a fairly easy transition. The other thing which made it much easier, you know, for all three of us were at heart, we're we're coaches. We want to transfer knowledge. That's what makes me happy. Sure.
Ajay Pant:The money is important. It's a fourth or fifth item on my list of priorities. So the fact that you can now share knowledge and transfer knowledge to multiple bodies, multiple folks without feeling like you're tied down because, obviously, you're employed by someone on this proprietary information. Once you don't have those, you can just over decades just help people get better. And there's I I find that quite rewarding versus only helping one company.
Ajay Pant:You can help multiple accounts and multiple friends. I detest the word clients do the same thing. And it's kind of it's kinda nice. You've got and plus, I mean, you've got the freedom to choose who you wanna work with. If someone's very few people, very few.
Ajay Pant:If someone's not very nice, well, I don't have to work with you. And obviously, you know, it's kinda cool you report to yourself. You're not reporting to someone, well, I report to my wife. That's a different state.
Simon Gale:And is she the one who holds you accountable versus having a CEO or boss? Is that how that works?
Ajay Pant:Even when I was with bigger companies, the only person I was accountable to was my wife, Megan. That has not changed.
Kim Bastable:So so other than I'm sure your travel schedule maybe has increased. I don't know. Maybe your travel schedule previously was was intense. I think you're going to multiple clubs, but maybe not. Maybe it's virtual.
Kim Bastable:This is kinda what I'm intrigued by. What's the day to day? What's a task look like? What do clubs ask you for? What's it look like?
Ajay Pant:It's a mix of both, Kim. I choose. I could do a lot more virtually. I could do a lot more video conferences. I choose about a fifty fifty.
Ajay Pant:I find it invaluable to be on-site. And whether it's two days or one day or or or five days, I find that if I can be on-site and actually physically walk every inch, talk to people face to face, I get a much better feel for what's actually happening versus only relying on video or or or chats to get a pulse. A combination for me, this is my style, works fantastic. I do travel quite a bit. I'm not so sure if it's any more than I was overseeing properties for some other big companies, but I do travel quite a bit.
Ajay Pant:I I don't like the traveling. I love what I do. So it's landing and doing what I need to do, which is quite rewarding. The traveling, as you both know, is not the most fun.
Kim Bastable:So literally day to day, what are they asking? Are they asking for operations help? Are they asking for you to review the financials? Are they asking for you to train staff? I mean, is there is there a a rhyme or reason of what?
Kim Bastable:Do you have a niche? Are you kind of in all areas of and what sizes of clubs, types of clubs? Curious who your clients.
Ajay Pant:So I've got a couple of these are different buckets that I find myself being requested on my services. Many clubs organizations, they're looking for a pure business, even as an adviser, which is, you know, what's my debt load? What's my depreciation? What's my return? How do I plan an organizational chart?
Ajay Pant:There's that. The other one which I find quite exciting, and I didn't see it coming, there's a combination of we want you to work with us on our business side of things, but we also want you to work with the encore portion, specifically designing, you know, pathways, designing curriculum, designing coaching behavior, coaching coaches, holding, you know, the director accountable for delivering a second generation training in addition to the business, which I didn't think would happen, but this it's kinda nice. And then there's a third one, which is maybe, jeez, maybe 15% of what I'm doing right now, which is we only want you to work with our folks. It's mainly tennis right now. Train the trainers.
Ajay Pant:Train our coaches. Tell us what to do. Hold you know? So that's that's again, I didn't see that one happening, but it is. I did wanna mention that, you know, knock on wood with the way things are going, in quite a few cases now, there's some conversations about I physically cannot keep doing what I'm doing.
Ajay Pant:This is just a lot. So maybe the option instead of being an adviser or a consultant, I could be more of a manager from afar, which means you you you're a manager. I mean, you you it's from afar, but you have other people who report directly to you. You know, you have besides a compensation that's monthly, you have a major uptick within the equity world or profit sharing. It hasn't happened as yet, but I think I think there's some room for that because there's only so much you can do one on one with multiple entities.
Ajay Pant:I I think it's exciting, but, I could see that happening in one or two cases as well.
Simon Gale:So I assume you've you've seen a lot in this twelve months and you've learned a lot about how clubs operate. And I think we use the saying often, you know, when you operate inside the four walls that you're employed in, you're not necessarily as aware of the the bigger landscape and what's going on. And and you're a learner. You you've always been that way and very aware, but what are things industry that maybe you didn't realize or see as much when you were working for one company?
Ajay Pant:Sure. Good question, Simon. A a couple of things. One, in in a good way, I did not think there'd be this much raw talent out there outside of the bigger companies. Raw needs to be defined.
Ajay Pant:It is talent. It's raw. It needs to be developed. It needs to be nurtured. It needs a lot of training.
Ajay Pant:People like us, the three of us, I almost think there's a big responsibility to do that, to identify, you know, identify these folks and then get to training. It's University of Florida with Kim or whether it's the USDA apprentice program, Simon, with you, this is really important. And it needs to be an aggressive search because it's there. I was really surprised with how many good people you have out there, but they need unless they're with a big company, they don't have access to training. The other thing which I'm not surprised, but it's worth repeating, in our industry, Racquet Sports, there's just a lot of nice people.
Ajay Pant:I mean, my own guesstimate is 5% are just gonna be flaming jerks, but 95% are just salt of the earth. They're just really good people, so you like being around those kind of people in any organization. On the downside, I I'm amazed there's such a glaring lack of any systems. We have all the smiles. We have all the right people.
Ajay Pant:We've got the personalities. We don't have systems. So it's more of a, you know, let me smile. Let me let me teach a lesson, and that'll do it. Well, obviously, it doesn't.
Ajay Pant:So I'm very big on SOPs. There's just a there's a glorious gap in in getting those. And lastly, which is concerning, we've always talked about lack of young people coming into the teaching industry and lack of I'll go a step further. I am quite alarmed with the lack of folks who can actually understand the world of business coupled with the teaching and the curriculum and the encore. There's very few.
Ajay Pant:I mean, obviously, there's three of us. There's a couple of others, most of who are mentors to to all of us. But there's not I I couldn't go past 12 in this country at this time. That's alarming. There's no reason on earth we shouldn't be.
Ajay Pant:It doesn't have to be consulting or or advising, but who do we have out there who can actually bridge this gap and do it with some intent that the goal is to make everyone, businesses, pros, members, grow and make sure that we're you know, long term, this business, Racquet Sports, is sustainable. Don't have too many you can call them leaders. You can call them, mentors. But, you know, in the world of coaching, purely being on court, we have some some pretty good ones. But the ones who can bridge the business side in a meaningful way and the on court, there's an acute shortage, which I did not see before I got into this role.
Kim Bastable:Yeah. That's certainly kind of an eye opener that, you know, obviously, we're here to try to bridge that gap, but it's still really hard for someone to come in to even the UF program if they don't have some level of exposure to the financials and the business side. They're you know, you can't just be on court all day long and then apply to this course and be successful because there has to be a little bit of kind of training as the number two or training as someone who just sits in on meetings or sees the business side of things. I'm curious when you say that, do you see I have felt that I've been in several club atmospheres that do okay or well or profit even, but there are so many little areas that could be improved. And I think that's what you're referencing with the SOPs and the procedures and the systems that if they had those in place, they would make more money.
Kim Bastable:Is that what you're seeing? Like, there's just there's money being left on the table?
Ajay Pant:Absolutely. Yes. However, my bigger concern more than you know, sure. As a business, as a consultant, I'm hired to you know, we don't wanna leave money on the table. My bigger concern is who is growing their people?
Ajay Pant:So you you can keep doing what you're doing at a stand alone club, but there's no career path. There there's no there's no learning in terms of past, you know, come in and teach your lessons. Or if you're the manager, you know, make sure that we've got an overnight crew that's cleaning the building. We've got the courts being swept. But are you learning more about the world of meaningful HR?
Ajay Pant:Do you understand GAAP accounting? Are the kind of things that keep me up at night that, yes, absolutely, short term, it's you should make more money. But what about the commitment to growing people and to making a concerted effort of saying, this is not just about hiring someone to feed balls or to run drills. What else is there? That's the part that I think we we we need to address that as a industry much more than we are right now.
Kim Bastable:Well, but are you referring to I think you're referring to clubs that are more independent nature there. Yes. Absolutely. Mom and pop, so to speak, or Absolutely. Single entity.
Kim Bastable:So they're not part of a bigger system. So No. Those are the ones that need to have a little bit more investment, but they're also the ones that are gonna have a limited number of slots with which you're gonna be able to be promoted. So people might end up leaving the facility in order to go to a higher position. But you're just saying in general, there needs to be development.
Ajay Pant:You're absolutely correct, Kim. And, yes, the the bigger outfits, multi units, by default, they do, and they do a pretty darn good job of having a career path and or training. But what about everyone else? And the world is much bigger as I found out. You know, the bulk of our businesses, sure, we've got major companies, but there's also so many other clubs and so many other organizations where they don't have access to some of the bigger platforms.
Simon Gale:And those clubs are the are the lifeblood of communities, aren't they? I mean, that's what I came from. That was what my mission was at my club prior to coming to the campus. And I feel those those pains you're talking about and the ability to develop people when you're wearing seven to 10 hats as the manager. It's it's a priority, but changing the light bulb and making sure the courts are clean as you say might be the other priority and it's become secondary.
Simon Gale:So I guess one of the things that to go off a bit of a a sidetrack a little is we've talked about whether some of those people that you're saying we need in our industry, do they have to be tennis people? Maybe we're looking for managers who aren't a former tennis coach or director who have become a manager and develop people. Are they people who have a skill set that could help a club but they don't have the tennis background? Do you see that as a a potential talent pool?
Ajay Pant:I'll give you a two pronged answer. First off, if they don't have the tennis or or whichever Racquet's sport background, but they understand the business and can deliver on the business, that that's a huge start. It we we should need that, and it would be very good. However, I want my cake, and I wanna eat it too. So where I'm coming from is we need more people who literally can speak with equal authority on the business side and the encore side.
Ajay Pant:That not that I think so, that I've done it. I live it. I'm proud of it. My identity is encore. And, also, I can step in a heartbeat into a different role, and that's also part of my identity.
Ajay Pant:Identity. So this again, I'm living in a world where, you know, where cake makes no one fat and dogs live forever. That's where I'm coming from.
Simon Gale:So it sounds like we need to continue evolving leadership education and getting that in front of young pros earlier with things like UF or like CRSC, now the apprenticeship program. We need more of that exposure to young pros early so they see there's a pathway to leadership.
Ajay Pant:No question, Simon. You've hit the nail on the head, and we need more and more of those, And we need those to be no nonsense training. Not you know? Yes. Like Kim's program, your program, or not a hit and miss presentation or a one day seminar.
Ajay Pant:That's just, you know, that's a genius on the stage. Let's all applaud. That's not meaningful training at in any shape or form.
Simon Gale:So I'm sure you've learned a lot about yourself in this last twelve months with this new role and and it's presented some challenges. How has how has it stretched you and challenged you differently than, say, some of your other leadership roles?
Ajay Pant:The biggest challenge, I have always had the privilege of being in a leadership role, with some pretty big organizations, which means I was given carte blanche because I established trust with people I report to. Carte blanche to say, here's our systems. Here's what we're going to do. Here's how we're going to do it. We will train you, and then you will do it.
Ajay Pant:There was no this is not one of those I'll be a little bit pregnant. We're gonna do this, and that's all there is to it. That doesn't work in my new world. I can recommend. I can suggest.
Ajay Pant:I can strongly suggest. I can't hold an owner or a GM or someone accountable that, well, this didn't happen and, you know, there's consequences or there'll be a three step, you know, discipline. I can't do that. And that that was very, very tough for me, at least for the first maybe no. Almost the first three or four months.
Ajay Pant:And then just a mentor, I mentor to many of us, did some coaching and said, get over it. That's how this world works. So that that was a very difficult transition. I still struggle with it because I'm just not used to things not happening, but I'm I'm working on it. That this world, I I don't have the luxury of just making sure things happen because it's on me.
Kim Bastable:Yeah. I think that mentor you're speaking of is our friend, Doug Cash. And, you know, one of those things that he sent out this week, which he always sends us this notice, positive feedback. And I'm wondering, as you look at the global you know, the clubs that you are now touching, do we provide enough of that? I think your comment that you can't control what's happening at the various clubs is is for sure real and probably somewhat frustrating, but I'm just kinda questioning another Doug question.
Kim Bastable:Do we have enough positive feedback going on? Because, you know, strengths theory says that there's a lot of let's push people to be really good at what they're good good at and and encourage, encourage, encourage, and double down on all that. Do we do that enough as an industry?
Ajay Pant:No. And specifically with Doug, my response to him on his Monday thoughts was that, you know, I think it's really important when we talk of positive feedback, unless there's unconditional care behind the feedback, it's not gonna work. I don't have any data on it. That's my opinion. That that has to be unconditional.
Ajay Pant:I care about you. I will make you grow. My job is to make you grow. Then the feedback becomes potent. With that being said, whether it's five nuts that you could do things better and one, you know, wow.
Ajay Pant:Specific what I what I saw you doing and why, whether it's five to one, whether it's seven to one, whatever the number you choose, we are com as an industry and and maybe it's other other industries too. I don't know. We're not even close. The the rule of thumb is do this. Do this.
Ajay Pant:Do this. It's just taken for granted. But to actually acknowledge in a specific way why I'm appreciative, why I am thanking you, or why send a thank you card. I mean, you talk to Doug Cash. I mean, good grief.
Ajay Pant:I've got thank you cards from him from thirty five years ago just saying welcome to the company, and I've heard good things about you too. Yeah. So those that's important. We don't have enough, and I think it's really a shame because if you can provide feedback, doesn't have to be feedback. It's feedback.
Ajay Pant:But you temper that with making sure that the other person knows my only goal is to make you grow, and I care about you deeply. I care about you way more than just a business sense. Great things can happen. And I think three of us sitting here, you know, I mean, I certainly have been blessed. Some of the mentors I've had and and some of the people who still to this day, I turned to advice.
Ajay Pant:The the and that it's no nonsense advice, by the way. I mean, Doug Cash would be a stellar example. He's not he does not suffer fools gladly, if you will. However, it's unconditional. I the guy we know these people care.
Ajay Pant:We need more of that in the industry. It is also my contention that's a learned skill. It's a skill. It can be taught. It should be learned, and we should insist on it.
Ajay Pant:But, you know, you gotta start somewhere, and the message trickles down from the top.
Kim Bastable:That's good. Okay. So how would a club know outside of listening to that right there? They should probably hire you immediately and and help have you help. But in general, maybe business sense wise, what what does a club decide?
Kim Bastable:How do they know, or is it just a relationship with you? Or what what when when is a club aware that they would really benefit from a consultant?
Ajay Pant:Sure. In my case, I've got three buckets, and it's interesting how this pattern's emerging. Number one, when a club or clubs are in trouble, could be the financial, could be the brand, could be morale, could be disruption of management molecules. They're in trouble. They will reach out to people like me because, you know, we have a good track record at fixing this.
Ajay Pant:That's one. The second one I'm finding is you think you might be getting into trouble down the road. That includes, in many cases, startups, investors. And, you know, things are looking okay right now, but there's a level of I don't quite know if this is gonna work. I might be in trouble.
Ajay Pant:Then they reach out to people like me, and we're we're, you know, we're pretty because of decades of doing this, we're pretty good about establishing if this is the pattern, then this is typically the outcome. If you want the outcome to be different, then today, we need to reset your systems and patterns to get the the highest odds of getting your desired outcome. The third one, which I'm actually very happy about, is clubs that are doing well, in some cases very well, and saying, we need you so we can keep doing well. And, obviously, I'm I speak from my heart. I'm like, in some case, I'm like, I really don't think you need me today.
Ajay Pant:You you might need me, but, you know, I'm not saying we won't stay in touch, but there's no reason to, yeah, much to my surprise, like, no. Let's just start doing something right now. And and I do wanna point out my preferred style is not so much I don't even think of doing stuff hourly or or daily except in one case. I I just don't believe in it. But besides whatever we agree on monthly, I am much more interested in equity sharing.
Ajay Pant:If we can grow this pie to just a gargantuan size, then I would like a bigger slice of that pie. If I don't grow it for you, then I shouldn't get any more piece of the pie. Most people, most find that pretty attractive. It's it's called putting your money where your mouth is.
Simon Gale:Kinda leads to my my next question, and you're giving a little bit of insight there is, what does compensation typically look like? Is it more driven by the individual consultant and their philosophy? Like you're talking about equity and skin in the game and I think then you've got this win win situation versus you pay me and at the end, maybe you'll have gotten better but I got my money. That sounds like your philosophy and I'm sure it varies consultant to consultant. But how does that compensation model work for you?
Simon Gale:And are there others out there that you would say, you know, here's another option or alternative that you've heard of?
Ajay Pant:Simon, your your question is good. I cannot answer it. And here's why. I've had the privilege. The only person who I work with who has trained me, and I still get trained on everything I do, is Dakesh.
Ajay Pant:It's kinda sort of like, you know, this this giant in the consulting world who I so almost everything I'm talking about is being supremely confident of what I bring, being supremely confident this is going to work out, and let's think long term. I do not know enough about other con because anyone you know, back in the seventies, if you had a case of balls in your trunk of your car, you were a tennis pro. So that's not a disparaging thing, but they could be anyone, everyone labeling themselves consultants. But how many actually can think in terms of long term and in terms of as an owner. I'm not looking to say, let me do some work for the next three weeks, and I get paid.
Ajay Pant:I don't know how to deal with that. It's to me, it's like, I I that's it. That's too short term. So your question is very good, but I don't know enough of people who maybe are doing it one call a week or, you know, hit and miss or hourly or just doing it by a project. I'll finish a project for you.
Ajay Pant:I will say this. There are many that have asked, even in my case, we want you to do a needs analysis or a study or something on what we're doing. I'm happy to do it. But then I tell them upfront that, listen, this is where you're at. K?
Ajay Pant:I am not pushing for my services. K? You I don't care who you get, but this is where you at. Good, bad, indifferent. For so far, it's a 100%.
Ajay Pant:If I do that, and I'm not asking for very much on that, that leads to people saying, you know, we we like what you've done. We, you know, we we think it's very much objective, and we choose to work with you. I'm not pushing for you need me. We choose to. Okay.
Ajay Pant:Well, then I'm not interested in one month or one year. I mean, I want this to be long term. I I just cannot speak for other folks who are consultants, but what is their big picture motif and how do they wanna be compensated? I I I just I don't know.
Simon Gale:That's fair enough. And you said something right before we went live here. I can't remember the quote, but something about the consultant career path is you finish the sentence for me.
Ajay Pant:Oh, sure. Consulting is not for the weak. And I will say it again and again and again. Consulting is not for the weak. And there's a time and a place if you're going to be a legitimate consultant, which in my world is you can actually help people and businesses get better and better and grow financially, manager, growing people, every facet of what I would define as growing, there's a time and a place for that.
Ajay Pant:You you can't just jump the gun and go, I'm now a consultant. You know, in a in a perfect world, we should have certified consultants versus anyone just saying I'm a consultant now.
Kim Bastable:So would you go back to being a single club leader? Would you give up the I guess you probably could always do the consulting on the side, but as intensely as you're involved in it, I don't know if I see that in you. Are you thinking of what what's your what's your next five, eight, ten years?
Ajay Pant:Kim, I do not see myself going back into that role because, again, I've I've had the privilege of leading up some pretty hefty organizations. And and however, it's foolish to say never. I mean, if someone comes along and said, listen. We'd like to pay you $2,000,000 for the next three years every year, and you have carte blanche to develop no one is, by the way, but that might be a sure. Let me think about it.
Ajay Pant:I don't see myself doing that. I I just love what I'm doing. Could I do a bit of both? Maybe. But, again, I like to commit and just just commit and just go after something.
Ajay Pant:So I'm just so happy with it. I find it very rewarding. I find it meaningful to who I am and how I want the business to grow. So I I don't see it. But, you know, jeez, if if Simon or you have some offers out there saying we'll pay you 2,000,000 a year and you can do whatever you want and grow programming, I might be open.
Kim Bastable:Okay, AJ. We'll keep that in mind. That that's awesome. I mean, we love Doug Cash, and, obviously, he's part of the UF program, and he's mentored you in this position. But I think I was just most intrigued to to get from you, you know, kind of what's the that you're in a new role and and the transition and and how it's changed you and and what you think of the industry bigger picture because of this new role.
Kim Bastable:So it was that really the one you're in type of thing that that had me intrigued, and I appreciate you sharing all of that that insight. Is there any one thing you could tell? What does the leader, the listener here on Racquet Fuel need to know from you today, AJ?
Ajay Pant:We have a privilege. In some cases, I'd even go as far as saying it's a sacred bond with people trusting us, whether it's students on a court or whether it's folks in a business world that I trust you to lead me and do things correctly. It's really important. We need to understand that's a responsibility. And sure, there's terrific side side subsets.
Ajay Pant:You'll make money and you can have this and you'll have a blah. Fine. We're not disputing that. But I don't wanna overlook how serious this responsibility is. Whether you're on core teaching or whether you're managing people or whether you're a leader, that the theme should not change.
Ajay Pant:So I I I'm not fond of folks who find themselves in positions by mistake, I might add, of leadership or management, and then don't really understand. It's it's a very big privilege. It's actually a sacred thing. If someone's saying to you, I trust you with my career and income for my kids to go to college or paying my mortgage, I would take it lightly. I would I would be very, very, almost painfully specific with SOPs and growth plans and spending time with people and making them grow.
Ajay Pant:Look. I mean, there's a lot of good people in our industry, but how do you get those folks to get from point a to point z with a progression is something which I really think we need we need just more people making a commitment to doing that correctly.
Kim Bastable:Well said. Well, we thank you very much for your time. Always awesome to hear from you. Look forward to seeing the the many places that you impact the industry in in the coming years. So thank you very much.
Ajay Pant:Simon and Kim, it's always such a pleasure to just chat and brainstorm and see how we can grow our beautiful industry together.
Simon Gale:Thanks, mate. Thanks for all you shared, and, thanks for all you're doing to help lift these clubs that are calling on you. So job well done. Appreciate it.
Ajay Pant:Thank you, and thank you.
Kim Bastable:That's all we have for you today on Racquet Fuel. We'll speak to you next time.
Episode Narration:That's all for today, but we're not out of fuel. You can find more information and resources in our show notes and by visiting racquetfuelpodcast.com. If you like what you just heard, please subscribe. And also leave a review, which helps other people join the mission to become stronger rackets leaders.
Conclusion:This podcast is a production of Athlete Plus, the people, stories, science behind elite athletes and teams. Athlete Plus is the official podcast network of the Institute for Coaching Excellence, a research, education, and outreach center in the College of Health and Human Performance at the University of Florida. The Institute for Coaching Excellence offers various online certificate programs and degrees in partnership with the Department of Sport Management. Learn more today at coaching.hhp.ufl.edu.