AmPRO 2000: Interview with Gary Mazaroff

What is the goal of the American Professional Racquetball Organization [AmPRO]?
To develop a body of knowledge with which to train current and prospective constituents, as well as encourage compensation for professionals in the field, commensurate with their knowledge base, training, and skills. Ideally, teachers, coaches, and programmers will all interact to change the general perception of racquetball being either stagnant or experiencing negative growth.

Why did you elect to take the program Directorship?
I have been involved with racquetball for the better part of 30 years. My background is in education, and I felt that this could be a marriage between someone with the tools, and a program that is crucial for the growth of the sport. In addition, with my intramural and recreational sports background at the university level, I have witnessed firsthand how programming efforts breed success. The instructional and coaching components of AmPRO are two of the ingredients for our overall program success.

As AmPRO Director, what is your responsibility?
To provide leadership and to help spark the industry at all levels, including education, recreation, career opportunities and sales. Also, to have a minimum of one full-time certified professional in every club in the country — within three years — who will have the programming tools and instructional expertise to enhance the enjoyment and to raise the standards of all participants, regardless of background, motivation, and skill level.

How long has AmPRO been around?
A little more than a decade. I can’t give you a precise number of years, but I have been involved as a student and as a clinician for approximately ten years.

Major discussions about AmPRO took place at the 15th annual State Leadership Conference in Colorado Springs. What happened?
This was the first time since I have been involved with this conference that all the leaders in the industry were present on the same platform. Even more impressive was that each validated the stance of the others — that we need to get going now to get qualified personnel into the clubs, fitness centers, Y’s, colleges, and other locations, in order to help sustain and strengthen the racquetball industry as a whole.

How will this goal be achieved?
With diligence and efficiency; by surrounding myself with professionals who have the same education and motivation as myself. By being visible; traveling into a host of facilities across the country and around the world. By seeing what is working and why; and by sharing resources and experiences with those who require our assistance and with those who wish for positive growth.

What will it mean for the sport and the industry?
A steady growth and room for expansion. More courts will be built, and dormant courts will be re-accessed for high occupancy use. Also, a better bottom-line for owners and operators.

How fast do you think this will happen?
Within three years!

How can others help in this important project?
By placing ego aside and working with others who have something to offer. By enhancing all promotional efforts through word of mouth, actions, and professionalism. Finally, by recognizing and sharing the inherent values of the game and sport and encouraging people to work full time at it.

How important is the involvement of the entire industry to make this happen?
It is mandatory! Once again, racquetball does not — and will not — have the luxury of having various interest groups working to counter other group interests. Each segment of our constituency needs to shine in order to make the whole greater than the sum of the parts. Industry leaders — racquet and ball manufacturers, governing bodies, professional and amateur player organizations, electronic and other media groups — must all continue to strive toward steady growth. Participants and administrators in other sports and disciplines can also share in this wealth. They must be spoon-fed opportunities and reminders that racquetball can and should be a cross-training tool for enjoyment, fitness, and enriched lifestyles.

How long do you think it will take AmPRO to become self-sufficient?
My original plan was to give the program three years of full time commitment. After completing one year of that commitment, my stance is unchanged. Right now self-sufficiency means covering operating costs (including salary) with income from memberships and seminar fees. I envision a constant re-assessment of ‘self sufficiency’ over time. Expenses and revenue will increase proportionate to the success of the overall program. We cannot be blind to the fact that AmPRO will not thrive with only one person. Additional personnel will be hired to raise our standards and our opportunities. Let’s say three more years!