Chief Executive of the Whitehaven Harbour Commissioners, John Baker tells us about his plans for the future

IT was 1973 when five-year-old John Baker sat down in front of the television with his grandfather, William Hodgson, to watch the Grand National.

Wide-eyed, he witnessed what remains one of the most dramatic victories of the world-famous race, as Red Rum reduced a 15-length deficit in the final furlong, thundering to victory over Crisp.

From that point, he was hooked.

That passion for horse racing, along with a wider interest in sport, would fuel John’s desire to pursue a career in the industry.

There were diversions along the way; training to be a police officer and a brief dalliance with a career in journalism among them.

But by the early 90s, the course of the next 30 years had been set - although John never dreamed it would reach the crescendo it eventually did.

“I was an only child from a single parent family and my mum, Christine, worked three jobs so she could keep a roof over our heads,” he said.

“I spent a lot of time being brought up by my grandparents and my grandad was a major influence in my life.

“It was from him that I got my passion for horse racing and that has driven me over the years. To end up in a position I never dared to dream of was amazing.”

In the early to mid-90s, a variety of roles across the horse racing industry saw John progress through the ranks, working for The Racecourse Association and in sales and marketing roles at both Fontwell and Plumpton.

By 1998 he had secured his first general manager role at Worcester Racecourse, before moving on to Bath in 2000, where he worked under the keen eye of the inimitable Sir Stanley Clarke, a multi-millionaire property magnate who owned nine racecourses.

“I learned so much from my time working for Sir Stanley,” said John. He was an intimidating character; his attention to detail and demand for perfection stay with me to this day and are transferable whatever sector you are working in. You have to drive standards. In hospitality when you are running a venue, you have to present it immaculately and have those standards running through your team because the small things matter. The small things make a difference.”

Although Stockport in south Manchester was where he was born and raised, John had firm links to Cumbria. The grandfather who had played such a significant role in his upbringing was a proud Maryport man. Family holidays with his grandparents would consist of three days in the county, one of which would always be spent at Grasmere Sports.

And so by 2003 when John was appointed as General Manager of Carlisle Racecourse, there was a homecoming of sorts when he set up base in Cumbria.

“It was the first racecourse that actually felt like my own; mine to own, mine to put my own stamp on. We were able to try so many things and got to the point where we were on a roll.

“We introduced concert days, ladies night and managed to get investment. We got a third track, new stables, a new hostel, new groundsman’s house and a new bar built with a viewing area on top of it.

“We had a great team and together we had lots of fun; I like to think we made a real difference. We eventually moved from tribute acts to significant names; we had Jools Holland and attracted just short of 11,000 on a Saturday night in Carlisle. People still talk about that night.”

Success at this level rarely goes unnoticed and by 2010 the owners of the racecourse, The Jockey Club, had encouraged John to apply for a wider role.

He was announced as Group Operations Director soon afterwards, assuming overall control of seven of the Jockey Club’s smaller racecourses; Carlisle, Nottingham, Market Rasen, Wincanton, Exeter, Warwick and Huntingdon.

Here strategic leadership was the order of the day as the respective racecourse managers reported to John. His time in the role was, however, relatively short-lived as further promotion was on the cards - to a position which would place him in the glare of the media spotlight, at the heart of one of the UK’s most popular racecourses - and at the helm of the race that had triggered his love for the sport some 39 years earlier - The Grand National.

“It wasn’t necessarily my career plan. I still loved the race, had a lot of passion for the race, got butterflies before the race - but I never dared to dream that I might one day run it.

“The first day I arrived at Aintree was amazing. It looks very different outside of the Grand National, but to walk in on that first day; to see the turf - it was unreal and certainly took time to sink in.

“But there was a job to do. There had been two horse deaths in both 2011 and 2012. The race was front-page news for the wrong reasons and racing journalists were saying it could not go on in its existing form. We were reaching the end of John Smiths’ tenure as race sponsor so there was a sizable task there in replacing them. We needed to focus on those areas - there wasn’t really time to reflect on the new position.”

In his new role - Jockey Club North West Regional Director - John had overall responsibility for Aintree, Haydock and Carlisle.

Not all changes were initially received with open arms. The starting point of the Grand National was relocated, reducing the distance of the race. Fences were changed so they were softer. Die-hard race fans rebuffed what, in John’s view, was necessary progress if the race was to be saved.

The decisions were vindicated when in 2013, the first Grand National on John’s watch went under starters orders.

“For all 40 horses to make it over Becher’s Brook was unheard of, but that’s what happened, and when it did, a huge roar went up from the crowd and we knew we had the public with us; that they appreciated the changes we had made.

“I didn’t enjoy watching the race, but my enjoyment came afterwards. Once everything started to sink in later that day it was very emotional. That came from everything we had put into the race, but also reflecting back to my grandad because my love of the sport had come from him. Some of that emotion was definitely borne from that.”

Over the course of a further seven years under John’s leadership, event profits surged from a base of £4.2 million to £7million as a host of changes and trials were carried out in consultation with racegoers past, present and future.

Three decades of operating in the horse racing industry, more than 20 of which had been at senior level, eventually led to a turning point.

“I started to reflect on my 30 years and felt the time was right to take a step back,” he said.

“My wife, Louise and I have two children - Jessica and Joe - who by this point had grown into young adults. I felt that if I did not try something different, the opportunity would pass me by and so earlier this year I took up a new challenge. A lot of what I have learned over the years I now apply to my role at the Whitehaven Harbour Commissioners.”

As Chief Executive of the not-for-profit organisation, John - who started in the role in January - works with a team of 12 to deliver its mission of conserving and promoting the safe use of Whitehaven Harbour for everyone.

His vision for the harbour is bold, but in his words ‘realistic within a relatively short timeframe.’

With a desire to make Whitehaven the UK’s version of the popular Portuguese holiday destination Vilamoura (it has a stunning and vibrant marina), the immediate plan is to work alongside and engage with business groups, commercial partners and community organisations.

“I see no reason why the harbour cannot build a reputation as a place where something is always happening. Festivals, pop-up events, a thriving food and drink scene - this is all achievable as part of a wider plan to make Whitehaven the destination of choice for tourists coming into the region.

“I know that’s a big challenge given we have the Lakes and Carlisle, but this town has huge potential and there is already some great work going on, for example, the Bus Station development

“We are trying to do our bit. Work to restore two lighthouses on the harbour is now under way after we secured funding and we are looking at how we might light The Wave up again once more, while in the short term illuminating the festival lighting.

“I’d like to see the time when visitors come to stay for the week, not the day. We want to get to the point where there is always something happening around the harbour or in the town, with a focus on the summer, but also extending all year round.

“Wouldn’t it be fantastic to have decked areas stretching out over the harbour linked to food and drink businesses. Creating something with a Continental feel is not beyond reach in a short period of time but we will have to work hard to get there.

“Relationships will be key to us achieving this. The finances of the Whitehaven Harbour Commissioners are very tight and every penny we make is ploughed back into the harbour and surrounding area.

“It takes a great deal of time and money to have the harbour reasonably clean and reasonably well maintained. But we don’t want to settle for that. What we actually want is for it to be gold standard maintained and presented and that will take partners coming on board.”

A Friends of Whitehaven Harbour scheme along with a possible harbour membership programme linked to events are among the ideas being floated, while link-ups with businesses that can either offer funding or pledge the time and expertise of their staff are seen as key to the success of the vision.

The opportunity is also being explored for commercial agreements with businesses or individuals that could involve branding around the Harbour, along with the chance to use event spaces within The Rum Story Exhibition (The Vault, Courtyard and Boardroom), which the Harbour Commissioners also run.

“We absolutely can’t do this ourselves but we are open to people approaching us, whether that’s to discuss an event, a possible partnership or because they have a great idea they want to share.

“There is a huge opportunity in Whitehaven to make something very special happen. We need the community to be proud of the town. To be at the forefront of change. Yes, of course, there are areas of the town that look tired, but I see them as opportunities.

“We all need to up our game in terms of seeing the potential of the town. Everybody needs to get behind that and not be negative but be proud of Whitehaven - and take responsibility for its future.”