How do you judge a nation’s swimming success? By Olympic medals or by broader measures like membership and revenue? With Swimming Canada at a crossroads, a case study for every nation…
When the CEO came to power spirits were low. So were revenues. At meets across the country, there was a heavy mood of doom and gloom. Leadership was being questioned and medal counts were anemic. There was the palpable sense of losing ground, of being passed by competing countries that seemed to be getting more out of their talent and resources.
In 2005, Pierre Lafontaine arrived to a hell of a task. Swimming Canada needed not only a turnaround artist, it needed an attitude adjustment. They got it in Lafontaine. With an infectious energy of relentless positivity, he began to lift Canada’s sagging swim spirits. He also started generating a lot more dollars, and brought a lot more Canadians into the sport. He did what a CEO is supposed to do: He improved the business.
After eight years at the helm of Canadian swimming, Pierre Lafontaine resigned this week. He’s moving on to become the CEO of Canadian Interuniversity Sport (CIS), starting next month. He leaves Swimming Canada in far better shape than he found it. Yet, he also leaves it at a crossroads – one shared by other swimming nations across the world, as they look to regroup and chart new courses in the next Olympiad ahead.