FITT & ROGER

[Murray Fish]

Building a future for New Zealand racing: In conversation with Fitt and Rodger

Written by

Dane McLeod

Edition

Article

10 min read

Lachlan Fitt, the deputy chief executive and chief financial officer at Entain Australia, and Cameron Rodger, managing director of Entain NZ, will be finishing up with Entain after making a considerable impact on the rejuvenated New Zealand industry. We caught up with the pair to learn more about the decision and their future ambitions.

Cover image supplied

New Zealand racing has always been built on passion, resilience, and the relentless pursuit of progress. Few understand this better than Lachlan Fitt and Cameron Rodger.

Over the past few years, they’ve been at the coalface, steering the industry through wagering modernisation and reform while wrestling with its deep-seated traditions. Their journey through Entain has been one of ambition and transformation, but as they step into the next phase of their careers, they reflect on what has been achieved, what still lies ahead, and why the future of New Zealand racing hangs in the balance.

A defining era at Entain

When asked if there was a specific moment or project at Entain that made you think, “Yes, this is why we do what we do?” Fitt and Rodger were contemplative in their replies.

For Fitt, the rewards of his work at Entain weren’t measured in spreadsheets or turnover figures; they were found in the faces of the people the industry supports. “The whole experience of being able to partner with the New Zealand industry over the last couple of years has been an incredibly rewarding time," he reflects.

“In particular, it is when you see and hear about the impact we’ve been able to have on the lives of individual participants across the racing and breeding industry that it makes you proud of the significant commitment and time sacrifices you’ve made to try and provide a positive future for all across the industry.”

Cameron Rodger and Lachlan Fitt

One of the crowning achievements of that partnership is the upcoming Barfoot & Thompson Champions Day at Ellerslie on March 8. Fitt is confident it won't just be another race day, but a statement for the industry.

“This day is meant to be a celebration of New Zealand racing, and I hope the industry continues to build on it in the years to come," says Fitt. “It provides such a great platform—an aspirational target where every owner should want to have a horse racing. It showcases all the headline horses in NZ in one spot on one day—what more could an industry marketer ask for?!”

“It (Champions Day) showcases all the headline horses in NZ in one spot on one day—what more could an industry marketer ask for?!” - Lachlan Fitt

For Rodger, his defining moments were more cumulative; a series of conversations, connections, and moments that underscored the real purpose of his work.

“Rather than a single moment, it’s been a collection of experiences—conversations with trainers, breeders, and owners who’ve shared how the changes we’ve been part of have positively impacted their businesses and futures. Racing is built on the passion and resilience of its people, and knowing we’ve helped create meaningful opportunities for them makes all the effort worthwhile.”

The industry’s fork in the road

Despite their achievements, both Fitt and Rodger know the New Zealand racing industry still faces a reckoning. We asked, if they had full control over its next move, what would they do?

For Fitt, the answer was unequivocal.

“It is without question fixing the infrastructure—racing venues and surfaces, and training infrastructure to support the industry's growth. I believe there are some clear and obvious opportunities that could be pursued to address this issue, but the whole thing needs leadership and it needs focus.”

The urgency of infrastructure reform was reinforced again this past weekend when racing at Otaki Māori had to be abandoned due to track safety concerns, validating the decision for the Group 1 to be run at Ellerslie. It was another reminder of how fragile New Zealand's racing landscape remains without proper investment in tracks, despite the significant financial boost that has poured into the sport following the Entain and TAB NZ partnership.

This isn’t an isolated incident, and the New Zealand industry appears collectively frustrated with the continual issues. Last year, the G1 Arrowfield Stud Plate was relocated from Hastings to Matamata due to unsafe track conditions. It marked the second time in three years this meeting has had to be shifted. The grandstands at Hawke’s Bay were deemed earthquake-prone, casting further doubt on the long-term viability of other key racing venues.

At the core of this challenge is the governance model itself. The ‘community’ approach to race club administration, once seen as a strength, now poses a risk. Those passionate but often lacking formal training in areas such as track maintenance are tasked with preparing surfaces for elite-level competition and preparing racecourses for major racing events. The Messara Report identified this as a key issue back in 2018, and yet, little has changed.

Rodger backs this up further, and drives home the need for an open-minded approach to solutions. “The industry needs to stop relying on quick fixes and instead commit to a bold, long-term strategy. The biggest opportunity lies in modernisation and efficiency—developing world-class racing venues, improving scheduling, and creating a racing calendar that builds anticipation and engagement.

“The industry needs to stop relying on quick fixes and instead commit to a bold, long-term strategy.” - Cameron Rodger

“Too often, energy is spent protecting the status quo rather than embracing new ideas. With the strong platform it now has, this is the time to take smart risks and drive real change. Or else the opportunity will pass it by.”

The non-negotiables

New Zealand racing has always walked the tightrope between tradition and change, and nothing exemplifies this more than the long-standing issue of self-serving decision-making. The industry, for all its deep connections and sense of community, has often been held back by competing agendas. Fitt doesn’t mince words when addressing this challenge.

“I think one of the biggest issues present in racing in lots of markets is self-interest. People often forget that the industry is funded from the same pie, and if everyone focused on how to run the industry in the best way possible to grow that pie, then actually everyone would have the chance to be better off.”

“People often forget that the industry is funded from the same pie, and if everyone focused on how to run the industry in the best way possible to grow that pie, then actually everyone would have the chance to be better off.” - Lachlan Fitt

Tracks deemed unfit for racing, grandstands falling apart, and patchwork fixes to long-term problems have long plagued the industry. But for how much longer can it hold up?

“For New Zealand, without fixing the infrastructure and without the removal of the self-interest that has impacted progression, nothing will truly ever fix the long-term viability of the industry for all participants,” said Fitt.

Rodger agrees, and zeroes in on a solution: unity. "The industry suffers when decision-making is fragmented, and self-interest takes precedence over progress. Whether it’s clubs, breeders, trainers, or owners, everyone must recognise that the industry can only thrive when it grows as a whole.

“Long-term sustainability requires strong leadership that can unite different stakeholders, shift the focus from individual gains to collective success, and drive the industry forward with a clear, strategic plan.”

The road ahead

With a new focus on racing and breeding, Fitt and Rodger are entering a chapter where they can directly influence the industry’s future.

For Rodger, the move to racing and breeding is driven by two things: the people and the country’s legacy.

“The breeders I’ve met and come to know well—Mark Chittick, Roddy Schick, John Thompson, Brendan Lindsay—are not only leaders in their field but also some of the most hardworking, genuine, funny, and down-to-earth people I’ve ever met. Their passion is infectious.

“Despite being a small, geographically isolated country, New Zealand consistently produces elite-level racehorses that perform on the world stage. That’s something I take immense pride in as a Kiwi.”

“New Zealand consistently produces elite-level racehorses that perform on the world stage. That’s something I take immense pride in as a Kiwi.” - Cameron Rodger

For Fitt, the next five years marks a return to what he’s always loved—getting closer to the breeding industry.

“My passion was always racing, and I was fortunate to have had a decade-long career in the wagering industry that allowed me to pursue a career that was directly adjacent to my core passion of racing.

“During that time, my love of the breeding side of the industry continued to grow and has now reached the point where I believe we have found an opportunity to meaningfully contribute in a direct way within the breeding game.”

Learning from outside the industry

As New Zealand racing stands on the precipice of transformation, it's valuable to ask: have you ever looked at another sport or business model and thought, “Why aren’t we doing this?”

Fitt has long observed how other sports have evolved to better engage audiences and create commercially viable products. “Great question, and the answer is yes on lots of occasions. It has been interesting to watch how other sports have evolved their product to make them as marketable to the consumers of the sport as possible,” he says.

He points to recent progress in New Zealand racing, citing initiatives like the NZB Kiwi and Barfoot & Thompson Champions Day as steps in the right direction.

“I believe racing still has a long way to go in evolving the presentation of its product, but we have seen some encouraging changes over this season in New Zealand. The TAB Karaka Millions night is also a great example of ways to present and market your product that I believe has some real learnings for the industry that could be implemented elsewhere.”

Karaka Millions Raceday | Image courtesy of New Zealand Bloodstock

Rodger, meanwhile, draws inspiration from a more unexpected source: the UFC.

“UFC is a standout example. They’ve mastered the balance between entertainment and competition, creating an unmissable product without compromising the integrity of the sport.”

It’s a model he believes racing should be looking to emulate.

“Racing needs to strike the same balance between tradition and entertainment, ensuring our biggest events feel like must-attend spectacles. Around the world, the most successful sports prioritise storytelling, engagement, and star power, and racing has all the ingredients to do the same—it just needs to be packaged the right way.”

The five-year vision

With all the potential and challenges ahead, we asked Fitt and Rodger to look five years into the future. What do they hope to have accomplished?

Fitt doesn’t hesitate. “The list is long, to be honest! There is so much that still needs to happen in New Zealand to get the industry to the point where it is maximising its potential.

“I guess most specifically in terms of what we will be focussing on in the short term, I hope in five years we have been able to substantially increase the level of investment in broodmares in New Zealand and have done that by attracting new capital into the industry. And if we’ve done that, we should have also created more opportunities for our stud farms to invest in a greater number of high-quality stallions.”

Mares at Waikato Stud | Image courtesy of Waikato Stud

For Rodger, success is about tangible, lasting change. “The most rewarding part of my journey so far has been contributing to meaningful change in the industry, and I want to continue building on that.”

His focus remains on ensuring New Zealand racing is viable for future generations.

“In five years, I hope to look back and see that I’ve played a further role in shaping a stronger, more sustainable future for New Zealand racing—one where the industry is in a better place than it is today, with more confidence, opportunity, and momentum behind it. If I’ve been able to make a real impact in that regard, that would be a success for me.”

The next five years will be defining—cementing whether the New Zealand industry can evolve to meet global standards or remain stagnant in the face of change. For Fitt and Rodger, the mission is clear: to push the boundaries, embrace new ideas, and shape a future where New Zealand racing and breeding thrives for generations to come.

Fitt and Rodger are undoubtedly two leaders the industry is fortunate to have on its team.

[Chief Stipe]

I honestly don't get this.  Did they make enough salary at ENTAIN to invest in Thoroughbred breeding?  Or were they in on the Insider tradi g that occurred and have a chest of money?

Good luck guys getting a return on investment from the big boys!!

[Doomed]

I actually found it a strange article. I thought they were working for a betting agency. It sounds like they thought they were working for NZTR. Either that or they thought NZTR were so ineffectual that the betting agency had to take over and run the whole show.

[Murray Fish]

1 hour ago, Murray Fish said:

For Fitt, the rewards of his work at Entain weren’t measured in spreadsheets or turnover figures*; they were found in the faces of the people the industry supports.

*spreadsheets or turnover figures 

I recall how back in 70/80/90 the betting numbers would be know quickly after every race by the secretary! All betting figures now mostly hidden away it seems nowadays! 

I wonder who the faces were?  were they seen as they lifted their heads out of one of Entains big  'please stick your nose in this trough', lol, a couple of good mates get invited to them!  

[Huey]

Snake Oil & Salesmen. 

Preaching the same garbage that has the industry in the state it's currently in.

[Freda]

8 hours ago, Doomed said:

I actually found it a strange article. I thought they were working for a betting agency. It sounds like they thought they were working for NZTR. Either that or they thought NZTR were so ineffectual that the betting agency had to take over and run the whole show.

Well, they were right if that is the case.

[Freda]

But that same betting agency has yet to implement any real changes that might improve turnover to the extent that revenue improves. 

I had occasion to chat with the now-departed B Sharrock at Ashburton one day, and brought up the matter of throwing money at stakes but doing little to improve other facets that have been discussed to death here.

He said, in all seriousness,  that research had shown that increasing stakes was the best way to achieve that.

Dunno what research but at that point I felt the conversation was going nowhere so bid him good day.

[Huey]

9 minutes ago, Freda said:

But that same betting agency has yet to implement any real changes that might improve turnover to the extent that revenue improves. 

I had occasion to chat with the now-departed B Sharrock at Ashburton one day, and brought up the matter of throwing money at stakes but doing little to improve other facets that have been discussed to death here.

He said, in all seriousness,  that research had shown that increasing stakes was the best way to achieve that.

Dunno what research but at that point I felt the conversation was going nowhere so bid him good day.

It certainly probably is the best thing to do for the industry when everything else is working tracks, programming, competent governing body, calendar, effective wagering model  etc.

But the research they probably looked at ,was from a jurisdiction that had all of that good stuff in place, they really are that silly.

[Doomed]

2 hours ago, Freda said:

........... so bid him good day.

Is that your polite way of saying you told him to fuck off Pam?

[Doomed]

2 hours ago, Freda said:

But that same betting agency has yet to implement any real changes that might improve turnover to the extent that revenue improves. 

 

I have mentioned this before, but that is the bit that has surprised me the most. For a supposedly intelligent and experienced betting agency nothing they have done appears to have been designed to maximise turnovers. 

Jamming heaps of meetings on Sundays and leaving Thursdays and Fridays vacant does not boost turnover.

Did the Sunday idea come from NZTR, or Entain? Did they discuss it between them? Was it designed to achieve something?

Did those two mentioned in the article get the boot because their initiatives haven't achieved anything, and in face may have impacted turnovers negatively?

[Freda]

1 hour ago, Doomed said:

Is that your polite way of saying you told him to fuck off Pam?

Actually no, I was pleasant and polite as I try to be always in those sort of situations. 

The other response i save for special occasions. 

[Chief Stipe]

5 hours ago, Freda said:

He said, in all seriousness,  that research had shown that increasing stakes was the best way to achieve that.

Research where?  They do create a sugar surge in investment e.g. the 10 x $1m Winnie race benefit.  BUT that is short lived when owners start to become very frustrated with the reality of:

1.   Getting a horse good enough to race;
2.   Getting pre-race experience for that horse e.g. trials;
3.   Getting a suitable race for it when it is ready let alone one that is close to home;
4.   Getting another suitable race for it when it doesn't succeed first up;
5.   Getting a win with the horse;
6.   Getting a suitable race for it on a decent surface when it has graduated up a grade...

Then finding out that it is costing more in transport, track fees (for substandard tracks) and training than they are ever going to get back in Stakes.  Unless of course the horse is a good un!