When did you become a manager?
When I started coaching. It's like management, in that it's about getting the best out of someone else. As a referee, I know what pressures players face. And I understand what it's like to sit on the side of the court, dependent on someone else's efforts, knowing you'll soon be either elated or depressed.
What does management mean to you?
Communication. I'm brought on to deal with disputes over tennis law, which often means calming players who are going nuts, and defusing the situation. I have to be decisive and fair - my decisions will be examined very carefully. Sometimes they're not easy: they'll please some people and upset others - that's life. The focus is intense at Wimbledon but the issues are the same as at a local junior tournament. The court has the same dimensions and players play under the same rules. Base your decisions on common sense and they'll be right more often than wrong.
What do you love/hate about your job?
I don't like giving bad news - for example, when someone misses the signing-in deadline - but it has to be done. I'm lucky to have been involved in tennis all my working life. For a player, Wimbledon can end on the first Monday. As referee, you know you'll be there till the end, and it's nice to have that closure. I get to see a lot of young, green players thrilled at their first Wimbledon. The excitement is still on my face too.