Racecourse Media Group’s Vision for Racing
After two decades at Racecourse Media Group – and now more than a year into his tenure as CEO – Nick Mills is set to lead the business through one of the most challenging yet potentially transformative periods in racing’s history.
Speaking exclusively to G3, Mills reflects on how stepping into the role has reshaped his perspective and outlines how Racecourse Media Group is positioning itself to support a more sustainable, collaborative future for the sport.
After more than two decades with RMG, how has stepping into the CEO role reshaped your perspective?
I’ve been with RMG for 20 years and still remember the early days in 2004 when, as a new subscription channel, we were struggling to pay the bills.
Since then, we’ve returned 100 per cent of the £1.4bn we’ve generated in profits back into racing and evolved into a multi faceted, truly global media rights business and world class production company.
Having previously served as Chief Commercial Officer and as one of only two executive directors on the Board, I know the business inside out.
But stepping into the CEO role has been a genuine shift. It’s allowed me to step back from day to day operations and focus more on long term direction, sustainability and strategic clarity.
That’s why one of my first priorities was a full refresh of RMG’s strategy, vision and mission – all centred on ensuring the sport’s future remains at the heart of everything we do.
What have been the main challenges in your first year as CEO?
On a personal level, the biggest adjustment has been time. The role involves a lot of travel, and naturally, that increases time away from the job. But maintaining a healthy work life balance is essential to a happy and productive organisation, and it’s something we actively encourage across the team.
From a business perspective, the challenges mirror those facing the wider industry: scrutiny around welfare and problem gambling, competition for attention, and ongoing economic pressures. As an industry, we need to stay on the front foot, work collaboratively, and keep finding new and innovative ways to engage fans and punters.
Why are you so invested in RMG’s vision of “working for racing’s future”?
After 20 years with RMG, I naturally have a deep personal connection to the business and the sport. The business was set up by racecourses in 2004, and their input and trust in what we do underpins everything. That collective ethos runs through our vision, which is fundamentally about collaboration – both within RMG and across the wider industry.
I want RMG to be visible, accessible and proactive. We already work closely with partners such as SIS, ARC, Tabcorp, 1/ST and ITV, and we’re exploring a new partnership with the NTF. Strong relationships are the foundation of a healthy sport.
What are the main hurdles facing the sport, and how is RMG helping address them?
Economically, the Budget has created real pressure for bookmakers, which inevitably impacts racing. We’re working closely with operators to help navigate this period. Gambling advertising is another issue on the horizon, and it will require a united approach.
Welfare and problem gambling remain front and centre. We need to keep showing the public the exceptional care horses receive, and Racing TV plays a big role in that. Regarding gambling, while most people bet safely, one problem gambler is too many. Racing TV is part of RAIG, and we’re wholeheartedly committed to responsible practice.
What technology innovations is RMG investing in to keep racing competitive?
We’re focused on making our product as engaging as possible – investing in in play, BetBuilders, SSBTs, derivative markets, and richer data through CourseTrack and RaceiQ.
We’ve enhanced our broadcast output with additional stalls and starts cameras, as well as dedicated drone feeds, and we’re also developing a new version of our “content scoreboard” for operator sites, launching in 2026, which will significantly upgrade the customer experience.
What’s the key to engaging the next generation of racing bettors?
Engaging younger, more tech savvy, data driven bettors is essential, but equally important is getting them into the sport in the first place. Our social channels now account for over 60 per cent of racing’s total platform share, with #raceday itself recently eclipsing the 1bn views milestone.
We’re also seeing strong growth in younger racecourse attendance, and #raceday has undoubtedly played a role in that. This can only benefit the wider ecosystem, including potential bettors.
What does the next 12 months look like for racing, and what do you want RMG’s contribution to be?
It will be a tough year. Operators are cutting costs, margins are tightening, and retail closures are likely. Shops remain crucial – accounting for nearly 50 per cent of RMG’s profit in 2025 – and the loss of business rates relief adds further pressure. We must also guard against customers drifting to the black market.
However, there’s plenty of optimism as well. Attendances have been particularly strong in recent months, with a clear rise in younger racegoers, and it’s vital that the industry builds on that momentum.
RMG also played a key role in securing the new ITV deal, delivering 117 days of coverage through to 2030, and we must continue working closely with the network to maximise this invaluable shop window.
Racing is rich with compelling storylines, and the sport – across all its platforms – needs to collaborate in telling them as engagingly and consistently as possible.
