Anthony reveals to IIBN that his main priorities and goals in his role as Business Development Manager for Munster Rugby, is to increase revenues across the club including Sponsorship, Global Events, Corporate Hospitality and advertising. All of these areas would have their own financial targets and standards that we as a commercial team strive to achieve on a daily basis.

What are your biggest challenges?

The biggest challenge we face would be constantly looking to improve the standard of our events (global & local) without being impacted by financial situations within the business world, be that in Ireland, Britain or USA.

How do you keep your team/staff motivated?

Like the team on the pitch our team constantly strives to leave the club in a better place when they leave to when they arrived. We constantly strive to be The Best Club in the World and are driven by the values and goals that the club has put in place through our strategic plan.

What are the challenges facing your industry going forward?

Corporate Hospitality is impacted by issues outside of our control, like any financial crisis or slowdown of company marketing spend. However, even with the uncertainty in the UK currently our Munster Rugby London Dinner, which takes place in Grosvenor House Hotel in September, has sold out, showing the power of the Munster Rugby brand is as strong as ever.  We always need to ensure we are providing a high quality value for money offering.

What new trends are emerging in your industry?

The impact of new technology will see different ways for customers to interact with the club, from a corporate hospitality perspective tickets and hospitality passes can be sent directly to their phone, while access through travel will see our Global Events reach new horizons in the very near future.

Are there any major changes you would like to see in your sector?

No, the hospitality and events sector hasn’t changed much since I started working for Munster Rugby back in 2012, however the expectations on the products delivered has increased, which is brilliant as it drives our standards up for every event.

How do you define success and what drives you to succeed?

Success can be defined by the final results, both financial (targets achieved) and feedback from our customer base. We learn from every customer’s feedback; they are part of the club and we see their feedback as vital to the success of the products both in Ireland and abroad.

What’s the best advice you’ve been given, or would give, in business?

Slow Down – listen to your customers and take their feedback on board.

What have been your highlights in business over the past year?

We created two brand new Global Gala Dinners, in New York & Dublin, as well as achieving corporate hospitality sell outs for seven games during the season (50%).

What opportunities or plans for growth do you see in 2019?

We will work on continuing to grow the corporate hospitality product across all games in Thomond Park and Irish Independent Park.  Improving our three Gala Dinner events (New York, London & Dublin) will also be a priority while investigating the potential for other growth opportunities across different host cities.