Women in Leadership - a pioneer from the UK: Emma Wells
Welcome
Episode Narration:to Racquet Fuel, where we launch into great conversations and share powerful tools to help you become a stronger Racquet's leader. Your hosts are Kim Bastable, a former All American tennis player and now the director of tennis management at the University of Florida, and Simon Gale, the USTA senior director of Racquet Sports Development. Today on Racquet Fuel, just down the road from the prestigious All England Club, Emma Wells is professionally delivering tennis to people of all ages, and the minute anyone walks near the courts at Wimbledon Park, they can see the bright red jackets of the Emma Wells tennis instructors with their friendly smiles and high fives. Kim had a chance recently to bring her grandchildren and Emma Wells tennis firsthand. In this interview, Emma sheds light on how she has grown her brand in The UK, effectively competing with many other public tennis court providers in the area.
Episode Narration:Here's Kim and Simon.
Kim Bastable:Welcome to Racquet Fuel. I'm Kim Bastogle. I'm here with my cohost, Simon Gale. Simon, we have an international guest with us today. It's quite exciting.
Simon Gale:Kim, it's the beauty of being in this industry is it's so international and and the people we meet through conferences and and different aspects of of what happens in our industry. I'm excited to talk with Emma today from The UK and looking forward to having a great conversation. So, welcome to the podcast. You're a highly successful coach, leader, business owner, and educator all the way from The UK. And I had the pleasure of meeting you almost two years ago now.
Simon Gale:Time flies, doesn't it? At the PTR convention in California, and it was clear right away. I remember sitting there with a group of us, and we were all talking about coaching and how it works in The UK and what you do, and there was an instant connection, I think, there about just being passionate about our industry and growing our sport. So welcome to Racquet Fuel, and we're excited to talk to you.
Emma Wells:Thank you for having me. I'm excited for the next hour of discussion.
Simon Gale:One of the things when we've talked over the last year or so is and I wasn't aware of a lot of these things when we first met, was the similarities in our career paths, between going to Camp America and teaching at a US summer camp, going down the sports management pathway at college, and then starting your own business. It's very similar to how I started my career, so I really enjoyed hearing that and thought some of the things you explained would resonate with our listeners. So can you share firstly your journey and how the trip to The US and other events early in your career helped shape your choices?
Emma Wells:Sure. I mean, my journey into tennis is I wanted to beat my brother at seven years old. He started playing tennis, so I wanted to beat him. Typical sibling rivalry there. But my journey into tennis is interesting.
Emma Wells:So I played tennis as a a youngster. I also played other sports all the time. So I I played soccer, football for the British people watching, basketball, and tennis, the three of them. And throughout my teenage years, competition, it got quite heated as it does, and I gave up tennis and took up other team sports. And I actually came back to tennis through coaching through Camp America.
Emma Wells:I think something about being able to coach tennis and the values that tennis brings both on and off the court to every age group, it just it fascinated me. It's one of the sports that really anyone can do if you're an introvert, extrovert, family, team, and so forth. And I just fell in love with it 18 years old again. And after five years of not playing and not really being around it, I was like, oh, I really want to do this for the rest of my life in some shape or form. So I went to Upstate New York, went to camp, and then every summer, I went back and ended up being the the sports director in my final year there, where I was managing 20 to 30 full time coaches that had gone to the same camp, whether it's US based coaches or international coaches.
Emma Wells:And and just love the journey, really. You know, connecting with 400 families from Upstate New York as well, getting to know, them, and, yeah, just giving everyone that first tennis journey was important.
Kim Bastable:Well, now you own a successful business in The UK, and it's titled MOLs Tennis, and you're serving people in Southwest London. But that's not where you started in London. Why don't you tell us a little bit about the path with the LTA?
Emma Wells:Yep. So I actually moved to London about ten years ago now and had a role with the LTA and GLL. So GLL, they're a Greenwich Leisure Limited. They're a leisure operator. They run a lot of swim centers, gyms.
Emma Wells:A lot of tennis courts are attached to across The UK. And when I came into the role, it was the first role. It was kind of the test role. So we're down in Crystal Palace National Sports Centre, which is a big kind of arena. You know, it's former Olympic venues and so forth.
Emma Wells:There's a lot of disused facilities that could be used for tennis. And the partnership with GLL and the LTA was to grow the connection between people wanting to come for gym and swim to actually play tennis while they're on-site. And and within that, I managed 10 park sites across London. I was managing indoor centers, learned to mobilize new operations and new centers, for example, Telford Tennis Centre, which is an indoor one, and really learned the value of building a brand within existing infrastructure and making more people play tennis and making it accessible for them. So that was my journey there.
Emma Wells:And then I came back on court, worked for All Star Tennis for a year or so in a development role, and then created my business five years ago pretty much to the day using a bit of The US branding ethos and and just vision and wanting to get more people playing, really.
Kim Bastable:So tell us about that. What would you say about branding? You build your brand maybe of your business versus building a club or building even individual brands? I mean, you have MOLS tennis. Tell us a bit about what you're implementing.
Emma Wells:Well, my probably favorite experience in terms of branding with US was one of my friends was a coach for Kansas University, and he took me around the locker room. And I was like, wow. The branding of American sports, it's a different level. And it just made me feel even part of the KU community, even though I was just there for the day. And I I thought, you know, it's always stayed with me that experience.
Emma Wells:I remember walking around the whole facility, seeing all the the Adidas sponsored stuff, all the blue everywhere, the Jayhawks, every and it was just fascinating. And I thought if I ever want to build a brand, I've got to have some kind of experience that even if they come in once to my facility, that they're gonna remember it. And that could be from the coaching journey, or it could be from, you know, the aesthetics on the court and the feel of the club. And I guess the difference about a club that might all be preset and determined, but with the park, I've got a lot of, kind of leeway in terms of how I want to build my brand really, which is is quite nice freedom to have and one of the reasons why I've decided to go through the park structure.
Simon Gale:To continue on the business ownership concept, with that comes tremendous responsibility much more than forehands and backhands and and running some programs and inspiring people to play tennis. You also have to manage people.
Emma Wells:Yep.
Simon Gale:And that's not always as much fun as as just teaching the game. And and and I applaud you for going down that road. It's a it's a great responsibility. Mhmm. But explain to us a little bit the business model in The UK regarding employees versus contractors.
Simon Gale:And when we spoke, you highlighted the importance of setting standards and holding people accountable to them. So firstly, explain that aspect, and then if you could, kind of your philosophy around holding people accountable and how you keep your your staff engaged and happy.
Emma Wells:Yeah. I think and one thing, in in The UK, it's predominantly self employed as an industry still. There's a few employed roles, but generally, a lot of coaches do wanna be self employed still. They've got the freedom potentially to work at a couple of clubs. They can, you know, invoice their own, and expense their own whatever they want.
Emma Wells:In terms of employed routes, there's there's few and far between, mainly, I think because tennis is just seen as a bit more recreational than a business in The UK. And, the more that, I guess, that we evolve the business side, it will create more employment opportunities. I know you're a very big believer in the five day week, Simon, which I'm striving to get towards as well for for my team. Because, again, if you're working seven days a week or even six days, it's quite a lot mentally when you're giving yourself on the court as a coach. So I think, you know, being a coach myself, I'm aware of the the pressures and everything that comes from being a coach on court.
Emma Wells:I think the main things about when you create an ethos and a culture, it's not just about the delivery. It's not just about, are you the best coach? Do you have the best interaction with clients? You know, do you actually know the the business ethos? Do you know the values?
Emma Wells:Do you respect the culture? And are you a team player? So all of those parts are, you know, equally as important, if not more important than the actual delivery. I mean, if a coach has passed certain certifications, they should hopefully be confident at delivering, but can they be confident in in part of a team and a culture to drive the business forward?
Kim Bastable:Well, so how exactly would you say you do that? Can you give a couple steps? What are some tangible ways you're actually building that team culture?
Emma Wells:And one thing is is by not hiring part time. I all my coaches are full time minus my university assistants because, you know, I appreciate that the problems that come with somebody that's not really invested in their part time, they're working somewhere else. And and it's very hard to build in trust values and culture in someone that's not fully invested as a job. So, I mean, in terms of stuff like that, it's it's like just making sure that they're aware of consistencies with the brand, whether it's customer promotions, whether it's having weekly team meetings. You know, it's something that we couldn't do really the last few weeks before Christmas for sickness and illnesses, and it does affect everybody in the team culture.
Emma Wells:We're trying to embed these, like, weekly, you know, touch points in as an owner being accessible but not too accessible. So they're asking a million common sense questions, let's say. But also empowering them to actually, you know, be a better coach. You know, what do they enjoy doing? Where where does the program need them?
Emma Wells:You know? Where do they want to go, and does that all align? So somebody that is pure performance, I would be like, oh, well, we are mainly a participation business. There is an element of performance. You know?
Emma Wells:Is this the right place for you? So think in terms of parks tennis, you're always gonna get an all rounded coach. Let's say they'll always have specialties, but can everybody work together and and drive on with the same ethos? And it's hard. I wouldn't I wouldn't say it's an easy thing managing people.
Emma Wells:I'm sure between, all of us here, we've got some stories about, you know, nightmare scenarios or good scenarios and could share good and bad practice. And I'm always learning about myself as a leader about, you know, am I too open? Do I need to be a bit more strict, let's say? Or, you know, have I got the balance right as a leader myself? Because, really, we we can think about people on the ground, but am I supporting them in the best way possible too.
Simon Gale:And, Emma, out of interest in your multisite business, how do you manage the multiple sites from a leadership point of view, and do you have additional leadership levels within your structure, or is it you and the pros? Is there anyone in between?
Emma Wells:The biggest thing I've done is is pull myself out of it just being me. Know, You it's my name on the brand, which again is is there to inspire more females into tennis. But if there's just me and then the coaches, I'm the only person they can go to, and that's that's not really how any business would grow. So I've got a lead coach. Don't have a head coach because I think everyone's competent in their role, but the lead coach just maintains quality and just, you know, anything that needs to be reported reports back.
Emma Wells:And then in terms of the admin side, you know, I outsource that so we don't have you know, I'm not doing everything within the business because, ultimately, that's impossible to grow anything if you you are doing everything. There's only a set amount of hours in the day. And, you know, we talk about quality, and if one person is doing everything, the quality, like anything, would would deteriorate. So, you know, learning to delegate more. I've got a great team of of young assistants, whether it's, you know, university assistants or one still 15, 16 year olds in school, empowering them to support the program.
Emma Wells:So if coach does leave or or certain illnesses happen, then things keep running rather than have to react and and me go from place to place, let's say. I think checking in really that they're okay and supported and just being present enough and not all the time.
Simon Gale:So to add on to that, one of the things that we often hear is that we're not in the tennis business. We're in the hospitality business or the customer service business, and you hear that a lot now. And that's a great kind of cliche saying, but who actually applies it? What does that actually mean? And and you're pretty passionate about what you call the customer journey.
Simon Gale:So explain what the customer journey looks like in your business and how you've made that part of your philosophy.
Emma Wells:Yeah. I mean, I I compare I think, you know, tennis is is a great outlet to do something and learn something new and meet people, but, really, we're working with people. So how do I market to people and put tennis in that mix? So in terms of the first bit, the customer journey would be I mean, over 50% of the people that find the business find us on Google. And, you know, I I always get very interested in seeing the stats of our people searching, you know, for the name of the business.
Emma Wells:Are they searching for tennis in Wimbledon? I think we mentioned before it's a very competitive area. There's about 20 clubs in the vicinity in a few mile radius, so there's a lot of competition out there. But how do we differentiate? So, again, the start of the customer journey is to captivate people in from the first place, whether it's customer reviews, putting fresh photos on there.
Emma Wells:And then from there, if they're interested, they will follow through that customer journey. I think one thing that's differentiated us a lot here is is having all the one to one, the private lessons booked through the business. So there's there's not a lot of micro businesses with coaches handling money. All the money comes through centralized, which makes the customer service and journey way easier and standard. And then, yeah, it's it's the full cycle, really.
Emma Wells:So if that journey's better, when they're on court, that they'll expect good quality coaching because that's the journey they've had coming in. And, again, it's when you heighten your expectations and heighten the journey, everything should really get better all the time. So I think if they had a bit of a disjointed experience, they might be expecting disjointed coaching on call and then maybe go to another provider. But at least if we've got most of that experience better, then they'll probably, you know, want to stay because it's professional.
Kim Bastable:Tell us about your growth. I mean, you said five years ago you started this. Was it one side at the beginning? Was it multiple? How many pros?
Kim Bastable:How did you
Emma Wells:expand? So I've still got a picture actually the first day that I started on the court. So was no branding. I just had a vision. It was just me, and there was a bunch of flyers.
Emma Wells:That journey of the business is literally from scratch. And, you know, I remember on Boxing Day twenty seventeen, twenty eighteen, the designs of the logo. And, you know, I remember seeing them and and sending them to friends, just all this. And then suddenly, you know, five years later, it's evolved and built. And and the biggest feedback I've had is just that it's been consistent from a a customer perspective.
Emma Wells:So, you know, parents, adults, they know what they're getting even if it's a change of coach. They know the high quality coaching is still gonna be there. They know the customer service is gonna be there, and therefore, they will return and retain and and tell people. But I do remember my first school fair and, you know, meeting parents and and so forth, but and then building the branding on the courts, which was a new thing in the park. But either one of the biggest issues was with multiple providers, how do we tell people where to go without looking at the court numbers?
Emma Wells:Well, we can just color code effectively. So I put the red banners on the courts, and then another provider did that, which I thought, oh, that's a quite I don't know how I feel about that. But it was good because then it kinda made it look like a multiuse site. But, you know, things like that is all evolved in time, but and now there's a lot of the LTA using the the side banners too. And, you know, I think the brands are getting out there more.
Emma Wells:I just wish that there'd be, you know, more and more clubs and parks that would get more branding because the benefits really are are a lot.
Simon Gale:And and, Emma, it's interesting you talk about this because we've had a few people on over the two seasons so far, and and there tends to be a theme with some of these successful people in the industry where you talk about it was you, bunch of flyers, which you probably just printed up off your computer through, you know, Publisher or something like that on in Microsoft, and and suddenly there was this vision for a business. And I I often talk about how I don't think a lot of us are ready for whatever that next step is, but we have a vision for it and we we dive into it. And there's a lot of times where you learn the job on the job, and you're learning these skills. And you've gone from me on a court with a flyer and a vision to multiple sites, employees, point of sale systems, culture. You're talking a whole different language than you were when you started.
Simon Gale:Is that true for you? Were you ready, or did you kinda make this up as you go along and you're learning as you go?
Emma Wells:No. I I think that I I I kind of got quite a unique journey with tennis, really. So I think I learned a lot in my twenties in development jobs. I mean, I worked in five star resorts managing teams around the world. I've done a lot of things that have kinda helped me, let's say, have a better mindset to start the business and have better tools to get going.
Emma Wells:And a lot of coaches sometimes maybe would just coach, and then they didn't have any experience in in various managerial roles or business business points and perspectives, and then they're suddenly running a business. So I think for me, it was just an opportunity to put all the practice I'd had really in in various roles in tennis in my twenties to to fruition. And, you know, the pandemic, it was for everybody, was a bit of an interesting one. Learning opening and closing a business, customer relations were big. From there, it it skyrocketed really and and maintained.
Emma Wells:So that's the good thing. So I was scared it would skyrocket and then plummet because it was a very fast kind of learning really in terms of suddenly I'm managing a team and and building a team. And, you know, I started with zero children and five, six hundred within not not long. So I think you always learn. I think one thing about coaches and anyone really, always need to learn.
Emma Wells:And every day, I'm looking at different systems, thinking of different processes that I can do to make the business better. And, you know, I think if I wasn't doing that and just stuck on court all the time I mean, I'm still on court, but not obviously full time because I can't build the business in that time.
Kim Bastable:So it's it's the balance, which is hard to get really. When you're coaching, you said it's more recreational in The UK. I would say there's a big competitive edge focus in The United States. There is the recreational side. How have you seen those two contrast?
Kim Bastable:Are they similar, or is there differences?
Emma Wells:I think that every parent wants to see some kind of competition, some element of competition coming in. So and that is the the output really of a coaching program to play tennis. And I think a few years ago, even when I was, you know, starting in tennis, it was you know, tennis was something to learn, and now it's something to play. And, again, this might be a result of the pandemic where more families are playing and so forth. But, you know, in December, we ran tournaments for first first ever entries, so people have never ever played.
Emma Wells:And we had 45 children play in December outside, And it fascinated me because I I just put it on to see and offer something at the end of term. And these are from five years old to 10. You know, they're not even teenagers, and they wanted to be outside playing the game. I mean, that's what, you know, my business is all about. It's about bringing people in and giving them that taste of what a tennis match or game is, and will they play for life from there.
Simon Gale:We both know that hiring people is a constant challenge, but you mentioned that with Brexit, you lost 35% of your workforce, which is a staggering number, and and I can't imagine what that would do to us from an, hiring point of view. And since the European workers were not allowed to work in The UK, how have you addressed that challenge?
Emma Wells:I mean, it's it's tough. I I did actually two coach interviews, earlier today. One is, a UK citizen, absolutely fine. Another one was, again, somebody that's in the in between zone from Austria, doesn't know if he can work or not because looking for his right to remain. So, you know, there's a lot of coaches really that are still in the in between zone, and that might end up being that they don't work for a club.
Emma Wells:They don't actually have a career in tennis in The UK anymore. They might be just doing bits around. No. It is such a shame, but the impact it's had has been it's been a lot. You know, when you think about The UK, we used to have Spanish coaches, Italian, German, all these different especially in London, a lot of different coaches coming in.
Emma Wells:So it's kind of changed the game. Let's say, it's a lot more of upskilling the the young coaches. They're keen even if they can stay with you for, you know, two, three, four years before they maybe go to a different industry. At least, they're supporting, you know, their growth and and the program growth. But in terms of, you know, moving forward, there've been a lot of people come back into tennis or or turn to tennis.
Emma Wells:So, you know, I've had people in the city, especially, come out of the city and actually want to get back on the court. So it's a different time, I think. But I'd I'd like to see in the next year or two, you know, maybe a few more openings for for European coaches to come back in because, you know, it's such a loss for for both, for British coaches to work there and and vice versa.
Simon Gale:Yeah. The multicultural experience for the kids and different accents and different philosophies, though you bring them together under your philosophy, It's part of what makes our industry fascinating is that the accents and the voices and the different backgrounds that people or coaches bring to a a junior or adult program. So I'm sure that completely changed your business makeup. In addition to that, though, how did COVID help or hurt your workforce? When you combine that with Brexit, you know, how difficult is hiring and attracting talent to a competitive market as you said?
Emma Wells:I think in in the pandemic, in in the initial stages, indoor tennis centers were closed. So I had actually had loads of coaches want to come on back in the park, which was it was a bit bizarre. It was turning people away, really. It's a very strange thing because, obviously, parks were the only place. And being in Wimbledon, it was the busiest park.
Emma Wells:So, you know, I think I had a team of twenty, twenty two coaches, because, obviously, we had to be very small ratios at the time. But it's the power of connecting, you know, and connecting with those people. I'm still connected with a couple now and, you know, one's out doing paddle tennis now as a career. And I think there's lots of opportunities to to stay within tennis and do different things. But I think within the pandemic, you know, when we came out again, a lot of people left the industry.
Emma Wells:I'm not sure how it was in The States because, again, they were just they'd lost so much money being open and closed all the time as individuals that they just thought I'm not doing it anymore. And some have kind of thrived and and gone forward. So, you know, I think it's on well, firstly, location and and what what is possible for you, but also mindset of where you want to go as well.
Kim Bastable:But what other challenges have you had? I mean, obviously, COVID was for everyone, but can you just point out in your career, in your job, what are some examples of things that have challenged you, and how'd you overcome them? Maybe a couple examples to provide our listeners.
Emma Wells:Yeah. I mean, I'd I'd go even before I started the business. So my my parents, they were pub owners. We redid a pub from scratch. First no smoking pub in The UK.
Emma Wells:I think the the entrepreneurial mindset does come a bit from then. And, yeah, I think almost having having a bit of a vision. And, you know, if you've got that vision, certain things will try and hold to you and and whatever on your way. But I'm I'm a problem solver, I think, from being, like, supporting and helping them in my teenage years for sure. And I think one of the the benefits that I've had from traveling a lot and working a lot is things go right, things go wrong.
Emma Wells:It might be even a flight at an airport. You can get really stressed, or you can think I'm gonna use this time effectively to work on x y zed. So I I do get stressed, but I don't let my stress get out there. You know, I kind of internalize it and and sort that myself because as a leader, if I make that really obvious I'm stressed, they feel stressed as a team as well. I mean, in terms of, you know, when I was even working for GLL, looking after so many sites, it was a lot of chasing around London.
Emma Wells:When I first started the role, I was probably going to three or four sites a day, then realized I don't wanna go on the underground anymore because I'm spending six hours on the underground a day doing half an hour site visits before the days of kind of Zoom calls and so forth. And then, again, you know, structuring my time in my day to give time and opportunity. If things go wrong, have I got time to solve them, or have I packed my schedule so much that I can't manage the business? So, you know, pulling myself out more and and giving time for the business and giving time for me, it's it's important as well. So but, yeah, I mean, in in various trying to think of other examples now.
Emma Wells:Yeah. I mean, there's been times where, again, all coaches, you know, can be good, can be a bit of a stress. And, yeah, like, learning to obviously thinking customer journey, three coaches out, what do I do, you know, without changing the customer experience. So, you know, always looking problem a, problem b, how do we solve, how can we minimize impact on on everybody involved, really.
Kim Bastable:Those are excellent examples. I think that's a good trait, the calm under pressure. I think we all should strive to be a little bit better at that. Let me just quickly ask. You did say inspiring women was a goal.
Kim Bastable:What percentage of your staff is female? We do a 20% generally in The United States. We're always striving to grow it more. What does it look like over there?
Emma Wells:So I think we're a little bit higher. We're 23, 24. I mean, the LTA doing a great job in terms of promoting more more girls activities, getting females into sport, you know, upskilling female coaches and so forth. But I'd say, you know, the missing part for me will be I'd like to inspire more females into leadership positions and to be able to do different things in tennis as well. Because I think that there's there's a lot of skills that, you know, being an an empath and and lots of different skills that women can bring to the role.
Emma Wells:And, again, it's just having role models to do that. You know, I had a female coach growing up. I'm still connected with her now. She follows what I'm doing on Instagram, which is really nice. And, you know, Emma Doyle, I know really well.
Emma Wells:I see her as a huge role model for me and what she's done in tennis because she's a great advocate of the game and also for for women getting in. So I think if we can just get a few more role models, then people will think, oh, well, I can create this business. I can do this. I can build a brand, and, you know, I'd love to be part of a few people's journey in terms of that. So so that's the main reason behind the the name within the business still as well.
Simon Gale:In the education pathway in The UK, the the course at UF, the the director of Racquet Sports course, is unique in this country, and there's not a lot of leadership development options. It tends to be how to be a better coach and maybe sprinkles in something about running a business. Is there a pathway for that, and is are there things being targeted to women to try and move them in that direction?
Emma Wells:Not specifically, but, you know, there might be stuff in in the LTA pipelines. I'm sure PTR is thinking about it too. But I think, generally, from a UK standpoint, I would like to to get some kind of links in, some connection to to grow that because I think, you know, how to be a better coach is okay, but how you know, what else can I do on top of that as well? And it just gives people a bit more of a vision long term rather than short term. What can I do to be a better coach tomorrow?
Emma Wells:But in five years, if I wanna be a leader, where do I need to get to?
Simon Gale:Well, just to wrap things up, you know, we've really enjoyed hearing your story, and I think people will will enjoy it too. We like to end the session with you giving maybe one specific action or idea from your experiences that you could share with people that they could apply to their career path. If if you could sum it up in one sentence or one one key takeaway, what would that be?
Emma Wells:I'm gonna give you one word, absorb. And what I mean by absorb is get yourself out and experience different environments. I mean, I think the reason why I've, you know, been able to be successful, hopefully, in my business now is because I've absorbed so much in my twenties, whether it's, you know, working in Australia, working in The States. I went to Justin Hennon Academy to shadow for two days there and learn that side of it. And I think the more that you get into different environments, you you just gain different perspectives, and you might find different loves for the game or, you know, which way you want to go with the game.
Emma Wells:So, you know, keyword, absorb, and and then realize what you enjoy absorbing.
Kim Bastable:Wow. That's exceptional. Very good advice. I think that's the purpose of Racquet Fuel is really to help get information out there so people will absorb some of these lessons. Thank you so much for your time.
Kim Bastable:We really appreciate you being on Racquet Fuel.
Emma Wells:Thank you for inviting me, and hopefully, someone will get something to inspire them from this podcast. So, yeah, thank you.
Simon Gale:Appreciate it, and thanks again.
Kim Bastable:That's all for today. We'll see you all again on another edition of Racquet Fuel.
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