I had managed events and budgets long before 2015. What changed at TDR15 was the significance and breadth of the responsibility. This was an established national event, already carrying its own history and expectations, and I was leading the organising structure rather than one technical workstream.
The project connected competition management with venue readiness, accommodation, transport, food service, accreditation, communications, local coordinators and the relationship with the territory. The event guide itself reflected that breadth: sport and logistics had to work as one system.
WMG13 made me think: “I want more.” TDR15 was the moment I asked to be given the whole project.
