Yes, Chief Operating Officer. What came out of his brief work experiences was that he realised that everything is not all about spreadsheets, which he, in his job, had been mesmerised by. He didn't have a clue about how most of the backstage staff truly love working at their jobs, they love racing and they want to be in it. The cleaning woman who cleaned two acre-sized floors all alone for $8 an hour, up til midnight and then had walk alone across a deserted and potentially unsafe car park, for example. She didn't expect a raise - and she wasn't disappointed. When she was 'promoted' to working at the more executive suites, she didn't get a red cent more for ensuring they were pristine from the windows to the carpets, the tables, the chairs brushed and God knows what else. Post-investigation, she's now in a full-time job at Churchill Downs, with a raise.
He learned some good life lessons, I think. The jockey's valet who treasures a picture of his daughter, who so wanted to be a jockey, but had a heart condition which killed her age 20. I doubt that Chief Ops would know what a valet did or whether there was any point to him - the racks of silks he pulled for each race were very impressive - and now Churchill Downs will run a race in the girl's memory for their first meeting.
He spotted enthusiastic, 100% dedication, often for very small or very insecure incomes. He realised he was out of touch with the human side of racing, fascinated by the huge casino about to go in at Calder, which he hoped would help to raise race prize money, but he hadn't a clue about the human side of the business at all.
Racing for Change could learn, too - if staff feel valued and appreciated for what they do, even a financial reward isn't always the answer. I'd hope he'll continue to make the rounds from time to time, chatting with different staff doing different jobs, seeing what they can do (without necessarily offering more money) to make them feel their efforts are worthwhile.