This document provides summaries from several graduates of the MA Sport Management & Leadership program at Cardiff Metropolitan University. The graduates discuss their backgrounds and careers in sport industries, their reasons for pursuing the degree, key lessons and skills gained, and highlights from their final projects. Backgrounds include roles in education, local and national sport governing bodies, and leisure services. Motivations included career advancement and developing leadership and management knowledge. Graduates reported gaining skills in reflection, strategy, communication, and applying theory to practice. Final projects topics included organizational performance, leadership, and developing training programs.

1. MA Sport Management
& Leadership,
Cardiff School of Sport
Management
Leadership
Sport
Individual
Organisation
Cardiff School of Sport
Ysgol Chwaraeon Caerdydd

2. Drawing on management and leadership perspectives, the
programme critically examines the sport and leisure industry,
its environment and current challenges.
There is a clear focus on applied and experiential learning.
This is achieved by drawing extensively on sports organisations
operating across all sectors of the industry and on using external
speakers – experts in the field who bring real life issues and
challenges into the classroom. A quality experience is provided
with teaching undertaken in small groups and an emphasis on
interaction and group work. Assessment varies from essays to
presentations and the preparation of plans with an expectation
that students critically evaluate and reflect on specific issues.
The programme was launched in September 2009 and was
only available part-time with the first students graduating in
2013. In 2012 the programme became available to study on
a part-time and full-time basis and graduates in 2014 reflect
this change. Each graduate from 2013 and 2014 was invited
to submit a short biographical entry offering their thoughts
on postgraduate study, working life and managing their
careers. I hope you agree that based on the students who did
offer their thoughts, there is an interesting mix of backgrounds
and experiences that offers some rich insights into the
motivations of undertaking postgraduate study at the Cardiff
School of Spot, Cardiff Metropolitan University.
If you would like to know more about the programme,
please do not hesitate to contact me. Contact details can be
found at the end.
With best wishes,
Nicola Bolton
Programme Director
July 2014
Welcome to this introduction to the MA in Sport Management and Leadership.
It is an exciting, contemporary programme targeting professionals and
practitioners working in the sport and leisure industry who are seeking new
opportunities. The programme is equally attractive to recent graduates seeking
to develop their knowledge of the industry at the same time as addressing their
employment potential. We also have interest from international students who
wish to study at Wales’ premier University for sport.

3. Larissa Muldoon
Cardiff School of Sport Student

4. Claire Bryant
After graduating from Swansea University with a 2:1 BSc
(Hons) Sport Science in 2004, I worked in a local authority
sports development department as a Dragon Sport Assistant
for 2 years. I then moved to Sport Wales to cover a
secondment, before returning to local authority in a junior
management role. This is where I began the Masters
programme, and part-way through the second year I moved
to my current employment within a National Governing Body,
working on two distinct projects. Through my studies and
current employment I have developed an interest in project
management, change management and physical education.
I undertook the course as it was a fantastic opportunity to
further my knowledge and challenge my understanding.
The entire programme was focussed around my work.
I was able to make connections between theory and practice,
experiencing some success in creating change in the way I
worked and improving on my self-reflection and evaluation
skills. The experience has helped me understand how I like
to work and identify my key strengths. It has also nurtured
my inquisitive mind to understand more about the work I do.
I now ask ‘why questions’ in a more structured way! This has
led me to be more innovative and creative, realising my
abilities to conceptualise and implement change.
My final project was a critical reflection on my personal
learning as I project managed the implementation of a
modified game for young people. It involved me undertaking
a reflective log throughout the process. The reflection
supported me to evaluate critically the progress I was making
while undertaking the project. The log also supported me to
monitor my thought processes and develop clear
understanding of management and leadership issues.
Jo Coombs
My background started in education having graduated as a
secondary school PE teacher. Following 8 years of teaching I
worked in a local authority sports development department,
firstly as a Dragon Sport Co-ordinator and then as a PE &
School Sport Co-ordinator. I then moved to work in a National
Governing Body in a managerial role. My current role within
the same NGB is managing the performance team that
develops elite athletes to achieve our goal of ‘more medals’.
Alongside this I volunteer on a regular basis to coach, judge
and be a committee member which culminated last year in
working as a technical official during the 2012 Olympics.
The main reason for undertaking the programme was to
support my professional role. The course provided the
opportunity to further my knowledge and understanding
of being a manager having had no formal academic training
within this area - to date my experience within this field had
been ‘on the job’. Whilst the commitment of the course was
daunting and the timing not great, due to my responsibilities
prior to and during the Olympics, it certainly provided the
connection between theory and practice. It confirmed to me
that a lot of practices that I currently undertake as a manager
are supported by theory and my discussions among like-
minded professionals were stimulating. Particularly useful
was the opportunity to reflect and discuss issues and ideas
together within a peer group setting which in turn, gave
confidence in the work place.
My final project was a significant piece of work relating to my
professional role. It was important to ensure it was intrinsically
linked to my position within the organisation as well as being
worthwhile in enabling further personal improvement and
reflection on my practices. In particular, I wanted there to be
a useful outcome for my employer, in evaluating and
improving the team’s effectiveness. Using a case study
approach it focused on four main objectives: (1) understand
what makes organisations effective and considered to be
high performing; (2) evaluate the team’s current level of
performance; (3) identify what and how team performance
will be monitored and evaluated; and (4) create and deliver
an improvement strategy.

5. Robin Strang, CEO,
West Lothian Leisure said:
“Fraser was appointed to the Board of
Trustees of West Lothian Leisure in
June 2011 as one of three employee
representatives on the Board. Every
three years we carry out a ballot of all
employees to appoint three
representatives to the Board. Over the
past two years Fraser has grown in
confidence and influence and is now
comfortable talking at a strategic level
with other Trustees so much so that
he was appointed by his peers as the
Health and Safety champion on the
Board. He is a member of the Audit
Sub Committee (a standing sub
committee of the Board which
scrutinises the financial performance
on the company) and was appointed
to the sub committee of the Board
which recruits new Trustees and
contributed well in a recent selection
process. He is a committed member
of the Board and works constructively
with the other Trustees for the good
of the company.”
Fraser Calderwood
I work in operations as a swimming pool duty manager for
West Lothian Leisure in Scotland and during the course I
became a Trustee on the Board of Non Executive Directors.
I saw the MA in Sport Management and Leadership as an
opportunity to continue my personal and career development.
During the course we covered areas such as principles of
management and leadership, entrepreneurship, organisational
strategy and improving business performance. These have
benefited me at both operational and strategic levels.
Reflecting on my personal practice has been a key aspect.
As part of the development process I have improved my
decision-making, communication, organisation and
prioritisation skills which has enhanced the quality and
quantity of the work that I do.
I have aimed to be more innovative, regularly sharing business
improvement ideas at various levels of the organisation.
This has included technical improvements, HR developments,
marketing, business planning and people management.
I feel that I understand my business and have a greater insight
into how I can positively influence the development of
my organisation.
My final project considered the communication barriers
to developing employee engagement within West Lothian
Leisure. The research data were collected from the West
Lothian Leisure 2012 employee survey with the support of
the organisation. The research results revealed that managers
need to be open, honest, fair and transparent to develop
higher levels of engagement. The very satisfying element of
the research was being able to gain a greater understanding
of my organisation and be able to compare the data with other
reliable sources, such as the Chartered Institute of Personnel
Development. Overall I have gained much experience,
knowledge and skills which will guide me through my career
in sports management and leadership.

6. Helen Hughes
My background is in primary teaching and I am very
passionate about children having opportunities to take part in
sport and physical activity. Following on from my teaching role
I held the position of Dragon Sport Coordinator in two
different local authorities before joining Sport Wales HQ in
Sophia Gardens, Cardiff. My initial role in Sport Wales was to
lead a 3-year project for the Foundation Phase which enabled
me to exercise my skills in education within the sport sector.
My current role in Sport Wales is a mixed portfolio. I project
manage key pieces of work within the Skills for Life in Sport
priority area. I also have a regional liaison role with the Welsh
Rugby Union and am currently involved in facilitating a Partner
Self-Assessment programme.
I chose to undertake the MA course seeing it as an
opportunity to challenge myself academically in the sport
sector. I was also involved in the Women in Leadership
Programme and felt this opportunity would enhance my
professional development.
I have learnt a lot from my peer group in terms of gaining
wider knowledge and appreciation of our partners within the
sector. I have also gained invaluable experience of the
principles of leadership and management in their widest
sense. The course helped me to identify my strengths and
areas for improvement in terms of leadership. The theory
gained throughout the course was then put into action when
back in the workplace. I am also passionate about health and
nutrition and since completing my degree I have put some
entrepreneurial skills into action by supporting my husband in
setting up a community nutrition business.
My selected final project enabled me to conduct a study based
on engaging parents / carers around an interactive website
focusing on play in educational contexts. I felt this was highly
relevant and would inform my day-to-day work. The research
approach adopted for the study involved a qualitative method
with a small cohort of parents from a school in the South
Wales valleys. There were challenges as there was low-level
engagement but this provided evidence that parents/carers
are a diverse group who seek flexibility in how they engage
in activity with their children. My time management skills were
tested due to carrying out the study during my pregnancy and
thankfully, I managed to complete it just a week before I gave
birth. Since receiving a merit award I have used the research
to write a paper which has been accepted for publication.
Sue Maughan
Since completing my initial degree in 1990, I spent 16 years
working in local authorities including nine in event
management and PR, and seven working in sports
development both as an officer and a manager. During this
time I completed a Post Graduate Diploma which re-ignited
my passion for learning and development. For the last 7 years
I have worked as a Senior Officer for Sport Wales, initially
working at national level with Welsh national governing bodies
of sport and at UK level representing home country interests.
More recently I have engaged with local authorities to shape
their sporting vision as well as leading on a piece of work
around leadership development in the sports sector in Wales.
Running alongside this my passion is athletics and I have
volunteered as an official for the past 20 years.
This culminated in being a National Technical Official for
athletics at the London 2012 Olympic & Paralympic Games.
Both in a professional and voluntary capacity I am always
seeking new opportunities to learn and develop and this led
to undertaking the MA in Sport Management and Leadership,
alongside my involvement in Sport Wales’ Women in
Leadership Programme. Completing the MA has really helped
shape my thinking and contributed to my confidence. I am
able to reflect much more on my knowledge and experience
of leadership. This has ultimately led me to challenge and
question more effectively the norms of working. It has also
opened up new thinking both from within and in terms of my
relations with colleagues and partners. I have received much
positive feedback from colleagues - they can see how it has
improved my thinking, challenge and confidence.
While undertaking the programme, Sport Wales underwent
significant change and this became the focus of several
projects and assessment tasks. The final project provided
the opportunity to investigate key elements of the change,
particularly in relation to leadership. The study sought to
identify the role of leadership in facilitating organisational
learning and change. Particular focus was given to the role
of emotional intelligence with the project taking the form of
an observational study of four senior managers and follow-up
interviews. It considered the key aspects of emotional
intelligence including – emotional self-awareness; empathy;
accurate self assessment; organisational awareness; inspiration
and the conceptual and technical aspects of leadership. The
project concluded with recommendations to support any
future change within the organisation.

7. Sophie Moore
I started in the sports development industry at the age of 21 as
an Athletic Development Office for Bridgend CBC. My boss at
the time told me he had taken a chance when he employed
me - as I was the youngest candidate and he thought I could
be moulded! Looking back I feel very lucky to have been given
that opportunity.
Twelve years on and I am an Active Young People Coordinator
with Bridgend CBC . My job encompasses a wide range of
responsibilities from day to day management of Active Young
People officers to capital project development.
I put my name forward to study the MA in Sport Management
and Leadership to further my professional development. I can
not emphasise enough the positive experience and
knowledge which I have gained through undertaking the
programme and particularly from my peer group over the last
three years.
The course has enabled me to identify my strengths and
weaknesses in terms of leadership and focus on areas for
improvement. Reflection is an area that has helped me on
my return from maternity leave - not only within my working
environment but my personal life also.
My final project based on organisational strategy and critical
reflection was linked to an area which I was reviewing within
my portfolio of responsibility. To a certain extent this enabled
me to work on my project alongside undertaking my current
job role. This took away the pressure of assembling significant
additional research on top of what was a busy time in my life.
The process of reflection supported me to evaluate critically
the process I had undertaken and included feedback from my
manager as well as other colleagues whom I manage.
Support from family members, my line manager, and work
colleagues were critical to the completion of my final project.
Their continued encouragement and guidance ensured that I
completed the course.
Faisal Nasser Al Karbi
My name is Faisal Nasser AL Karbi and I am from the UAE
(United Arab Emirates). I was born and raised in Abu Dhabi
the capital of UAE. I completed my graduation in
Management from South-West Texas State University, USA.
Presently, I have worked for 20 years as HR Advisor and
currently am employed in ADMA-OPCO, a reputed Oil and
Gas Company under the prestigious ADNOC Group in Abu
Dhabi. My job has provided me with extensive knowledge
regarding the importance of Human Resource Management -
its importance in business today, the role of technology in
business and its impact on deadlines, reporting and customer
service management.
My experiences within Human Resource Management helped
and encouraged me to continue my higher education.
The first main reason to choose the MA Sport Management
and Leadership is that it was a great opportunity to challenge
myself academically in the sport sector. Ifelt this would
enhance my leadership and professional development.
The MA in Sport Management and Leadership is an excellent
programme for professionals working in sport organisations
who are seeking to develop and enhance their knowledge of
sport management and leadership skills. The second main
reason that this programme has great value is due to excellent
teaching skills, depth of knowledge and courteous
personalities. These have helped me tremendously through
my journey at Cardiff Met (Cardiff School of Sport). With their
helpfulness and directness I have achieved my goal and
attained a MA in Sport Management and Leadership. I have
learned so much from about sport management and
leadership and I was encouraged to finish my degree.
My final project was on developing sports management
training in Abu Dhabi Sport Counsel (ADSC). The project
was focusing on developing suitable HRM training
programmes that would improve overall individual and
organisational performance management. The background
to this topic refers to providing a guideline of global best
practices related to HRM performance management
frameworks and processes that can be the foundation of the
ADSC to ensure the highest level of productivity, efficiency
and performance.
Thank you all for the countless hours spent in coaching,
improving capabilities and shaping us to become sport leaders.

8. Paul Jones
After graduating from Bangor University with a 2:1 BA (Hons)
degree in History in 1994, I worked for several years in a junior
management role in a local authority Leisure Services
department. Following two successful secondments, I became
the strategy and business performance lead officer for Leisure
within a unitary authority. I became immersed in the public
sector change management programme and the modernising
agenda which has gathered pace in recent years as a result of
the economic downturn. The research and analytical skills I
developed whilst reading History have been utilised well in
my current post with the increased emphasis on the need for
a sound evidence base to inform political decisions on future
local government provision.
I decided to embark on the MA in Sport Management and
Leadership as the course modules represented a perfect fit
with my working environment and presented the opportunity
to enhance my reflective thinking as a manager and to further
hone my evaluative skills. Once I began the course, I soon
appreciated that there was great synergy between the
academic theory of my studies and the practical reality in the
workplace. Phrases such as ‘honouring the process’ (the role
of the manager), ‘being yourself…with skill’ (my favourite
definition of leadership) and ‘healthy disillusionment’ (the life
of the public sector manager!) remain with me on a daily basis
even though I completed the MA several months ago.
My final project evaluated the challenges of securing political
support for service re-structure during financial austerity. I
conducted the interpretive study as a covert ‘insider’ to the
group, recording events and the opinions of those involved
in service re-design with anonymity to ensure authenticity.
The critique sought to identify, whether change owed more
to political reality and organisational expediency than to
innovative and outward-looking leadership.
Phil Judd
I am a mature student who originally attended the forerunner
of Cardiff Metropolitan University – Cardiff College of
Education – in 1970. I have had a long and varied career which
has been focused on sport but in many different aspects of it.
I taught as a PE specialist in 3 different schools, spent time in
outdoor education and was also a PE Officer in the RAF. In
recent years I have been heavily involved in the development
of sports facilities especially winter sports and tennis. All my
life I have had a great love of rugby as a player, coach and
administrator. In recent years I have become chairman of my
home club and we have enjoyed a period of considerable
success both on and off the field.
When I saw the advertisement in the Western Mail for this
course I was immediately taken by the idea that this could be
what I have been looking for over quite a few years. I was
very conscious of the need to try and keep pace with modern
thinking and practices. When I first attended the Cyncoed
campus in 1970 there wasn’t a single computer on site so in
both my business and private life I have been obliged to take
on new technologies and approaches so this MA course
looked to be a natural fit both for my own personal satisfaction
and also to enhance my professional capacity.
My final dissertation was a case study of how my own rugby
club was trying to come to terms with the enormous changes
that have taken place in rugby over the last few years. It was a
perfect opportunity to put into practice much of the new ideas
and approaches that I learned on the course and the result was
a very useful piece of work that has put many of the clubs
problems and issues into a much clearer perspective. It has
also given the club a much better understanding of where it is
and how to proceed.
In conclusion the course has been immensely satisfying, has
exceeded my expectations and has provided me with many
new useful tools.

9. Angela Parry-Lowther
I have always felt that sport can contribute greatly to an
individual both in a professional and personal capacity.
During my career within senior management, including
Head of Marketing for the BBC, I have drawn upon the skills
used during my time as a Welsh track athlete. It was with this
in mind that I enrolled on a two year part time MA in Sport
Management and Leadership.
The course covered the range of areas included within
management with particular reference to sport and enabled
us to draw upon our relevant experience as senior managers.
An aspect of the course which was of particular interest was
that of reflective practice and personal development.
The work within reflection highlighted the skills successfully
used in business which I felt were developed whilst competing
in sport. It was with this in mind that the area selected for my
dissertation was that of Emotional Intelligence; its use by elite
athletes within sport and how this could be used and impact
on their transition through University. The resources available
through the University enabled me to retrieve worldwide
research and to benefit from both the lecturers’ expertise as
well as gaining access to elite athletes studying at the University.
Gerwyn Owen
I left school with a minimum number of qualifications that saw
me go directly to work in the leisure industry at the age of
16yrs old. For 16 years I worked within Local Authority Leisure
Centres in the Gwynedd area of North Wales. I rose from a
lifeguard to be a Centre Manager of a Lottery funded Leisure
Centre. I then moved to Sports Development, firstly as a Local
Development Officer for Disability Sport Wales, before
moving to a National role as their Swimming Development
Officer. In 2007 I moved into my current role as their Academy
Manager, which identifies talented disabled athletes to
achieve our main target of representing GB at Paralympic &
Deaflympic level. In 2012 at the London 2012 Paralympic
Games, 18 Academy Athletes were selected for
ParalympicsGB.
The main reason for undertaking the programme was to
support my professional role. The course provided the
opportunity to further my knowledge and understanding
of being a manager having had no formal academic training -
to date my experience had been ‘on the job’. Whilst the
commitment of the course was daunting and the timing not
great, due to my responsibilities prior and during the
Paralympic Games, it certainly provided the connection
between theory and practice. It confirmed to me that a lot
of practices that I currently undertake as a manager are
supported by theory and my discussions among like-minded
professionals were stimulating. Particularly useful was the
opportunity to reflect and discuss issues and ideas together
within a peer group setting, which in turn, gave confidence
in the workplace.
My final project was a significant piece of work relating to the
organisation I work for. It enabled me to work on a relevant
project with tangible outcomes for the organisation and the
team itself. Adopting a case study approach on the re-
branding exercise undertaken by Disability Sport Wales
ahead of the London 2012 Paralympic Games, the study
focused on three main objectives – 1) to understand how the
brand can support the organisation 2) to identify the current
profile and position of the organisation to stakeholders; and 3)
to consider how can the brand of the organisation could be
further enhanced.

10. Hannah Pretty
Since becoming an athletics coach in my teenage years I have
always had a passion for sport. Naturally this led to me to
continue this passion into a profession, which started with
studying Sport Development (BSC) at UWIC and graduating
with a First Class Honours in 2012. Following this I decided to
undertake the MA Sport Management and Leadership degree
to further my knowledge in the sport development industry
and particularly within managerial aspects of sport, and to
increase my employability prospects. I am now working for
a local authority as a sport development officer.
The course provided me with a valuable insight into how
sports organisations work from the intricate details of
management to the individual strategies and business plans
of organisations. The peer group setting helped with this.
As I was an undergraduate that came straight onto the full
time MA degree I was worried that I would feel as though I
wasn't suitable for the course in comparison to many of my
fellow learners who had copious amounts of experience 'in
the field'. However, the synergy of our group allowed for a
two way learning experience between myself and those in
employment. I was able to help them with the more academic
issues such as essay writing and research, whilst they
provided me with insights into their 'real life' experiences.
This really added texture to what was being delivered on
the course.
I believe the degree taught me a lot of applicable theories
which, now I am in employment, I can put into my every day
working environment. The modules were relevant and
interesting. They challenged how I thought I would do things
if I was in that situation. Although at times the workload
seemed a lot to balance with two part time jobs and a social
life, it was most definitely worth it as the degree has not only
added to my knowledge and understanding but has provided
me with a firm basis on which to build my career.
My final dissertation looked at the development of school club
links, focusing on two local clubs and their ability to provide
participation opportunities that would engage 11-16 year olds
in sport. This was a qualitative piece of work that was
supported by several interviews with relevant individuals. It
also reflected my role as a part time '5x60' officer and so it kept
me interested and motivated throughout the research project.
Overall, my experience on the MA Sport Management and
Leadership was enjoyable and very educational. I would (and
have!) recommend this course to colleagues wishing to further
develop their understanding of sport and to enhance their
professional development.
Aled Thomas
As a qualified PE Primary School Teacher with a background
in Education, I worked for the Welsh Rugby Union as a
Development Officer. Following this role I became an AYP
Coordinator for a Local Authority, in which I had a shared
responsibility of managing and leading on three Sport Wales
initiatives: Dragon Sport, 5x60 and PE & School Sport. At this
time I began studying for my Masters. During the last year of
completing my final paper, I moved to Vancouver, Canada,
where I have returned to teaching Physical Education.
The decision to undertake the MA course was a wonderful
opportunity to challenge myself academically and support my
professional development goals. The topics within the course
allowed me to explore my understanding of a number of
themes that related to my position as an AYP Coordinator.
Relating the theoretical work to everyday management and
leadership issues was provided in the class room through
discussions with peers, course tutors and guest speakers.
In addition, the knowledge received allowed me to challenge
and experiment with my thinking and practical skills inside
and outside the work place.
Externally from the work place I’m a passionate rugby coach.
As a coach working with elite and social athletes, this allowed
me to trial acquired knowledge and skills in a different way to
an office environment. Managing and leading within a
voluntary setting provided a platform to be innovative and
adopt a more self-reflective approach on my coaching.
My final paper enabled me to investigate a voluntary
organisation located within the sporting community in
Vancouver. The investigation provided me with an opportunity
to utilise the knowledge gained whilst also researching further
around the topics of management and leadership. A particular
focus was given to leadership, especially the role of the person
who was responsible with the day to day running of the
organisation. A huge amount of gratitude goes to the
volunteers within the organisation and to those from Cardiff
Metropolitan University who provided the support and
guidance for me to successfully complete my Masters.

11. Additional Information
The programme can be studied on a full-time or part-time
basis. The contact teaching time for each 20 credit module
is four days and these are typically undertaken as 2 x 2 day
blocks. There are some additional days allocated for induction
and presentations.
All students study five compulsory modules which embrace
key management and leadership topics as well as research
skills and developing a personal leadership plan. There is
one optional module and students can decide whether to
undertake this or produce an alternative independent piece
of work. The Independent Study offers flexibility as students
select a specific management / leadership area of interest to
them. Completion of the MA requires students to undertake
a sustained project – either a traditional dissertation or a Final
Project. The ‘live’ Final Project is a further feature available to
those with appropriate experience.
MA in Sport Management and Leadership students are
expected to have a first degree (usually a minimum of 2:1).
This is not a requirement for students with the appropriate
experience, but do not have a first degree, they are still
eligible to apply. Immediate graduates applying for the
programme should be comfortable with the delivery style
of learning and teaching which emphasises interaction and
workshop sessions. In addition, International students will
be expected to have English to a standard of 6.5 IELTS. Both
domestic and international students will be encouraged to be
involved in working in a sports organisation (either paid or
voluntary) in order to develop at first hand a close knowledge
and understanding of management and leadership issues.
Modules undertaken are:
• Principles of management and leadership (SSP7060)
• Leadership and entrepreneurship (SSP7061)
• Organisational strategy (SSP7062)
• Personal skill and leadership development (SSP7064)
• Research skills for management and leadership (SSP7064)
• Improving business performance (SSP7063) or Independent study (SSP7016)
• Dissertation project (SSP7040) or Final project (SSP7066)

12. For further information about the MA Sport
Management and Leadership please contact:
Nicola Bolton, Cardiff School of Sport,
Cardiff Metropolitan University, Cardiff, CF23 6XD
Email: njbolton@cardiffmet.ac.uk
Tel: 029-20-416484
The Programme Team is enormously grateful to external contributors to the
programme and listed below are examples of individuals and organisations:
Colleen Bevan – Parkwood Leisure
Simon Bolton / Craig Fabian – The Brand Union, London
Kevin Bowring – Rugby Football Union
Alan Chambers, MBE – Polar Explorer
Ian Derrick – Bank of England
Bernadette Elias – Blaenau Gwent CBC
Rachel Fowler – Managing Director, Strategic Leisure
Rhian Gibson – CEO, Welsh Gymnastics
Andy Green – Andy Green Creativity
Paul Griffiths – Former Adviser to the First Minister
Paul Harris – HR Consultant
David Henwood – British Skeleton
Helen Humphreys – Sport Wales Advisory Group
Sarah Powell – CEO, Sport Wales
Roger Lewis – CEO, Welsh Rugby Union
Johanna Lloyd – Member, Sport Wales
Laura McAllister – Chair, Sport Wales
Matthew Maynard – Glamorgan Cricket
Steve Martin – Professor of Regional and Local Government, Cardiff Business School
Karen Morgan – Utility Warehouse
Richard Palmer, OBE – Member, British Olympic Association
Helen Phillips – Chair, Welsh Gymnastics
Cardiff School of Sport
Ysgol Chwaraeon Caerdydd