The Big Island Revolution

Valerie's first major strategic decision demonstrated her ability to think systemically about event management. She recognized that keeping the race on Oahu created fundamental operational problems: they couldn't block roads effectively, aid station placement was compromised, and support crews created logistical nightmares.

The solution was bold: move the entire event to the Big Island. This wasn't just a location change—it was a complete reimagining of what the Ironman experience could be. On the Big Island, they could create a controlled, professional environment that would serve both athletes and spectators better.

This decision required significant courage. Moving an established event meant starting over in many ways, but Valerie understood that incremental improvements weren't enough—they needed transformation.

The Power of Knowing What You Don't Know

Perhaps Valerie's most crucial leadership quality was her intellectual humility. When designing the Ironman bike course for Kona, she initially thought the Queen Highway looked "pretty dull" and suggested routing athletes south toward the Volcano instead.

The local cycling experts immediately pushed back, explaining that heading toward the Volcano with its climbing and narrow roads would make the 112-mile ride take forever and create dangerous conditions. Rather than insisting on her vision, Valerie deferred to those with actual cycling expertise.

This moment illustrates a fundamental leadership principle: great leaders know what they don't know and surround themselves with people who complement their weaknesses. Valerie's willingness to listen to experts while maintaining overall strategic vision became a hallmark of her management style.

As Babbitt reflects, "She knew that definitely wasn't her"—referring to cycling expertise. This self-awareness allowed her to make better decisions and build stronger teams.

The Personal Touch at Scale

• Finish Line Presence: If you raced in the 1980s, you received your lei at the finish line from Valerie herself.
• Birthday Recognition: Every participant received a personalized birthday card from Valerie throughout the year.
• Never Forgotten: As Babbitt emphasizes, "She never, ever forgot."

These weren't token gestures—they represented Valerie's commitment to treating each athlete as an individual, not just a registration number. In an era before customer relationship management software, she was building emotional connections that would last decades.

The genius of this approach was recognizing that business growth and personal relationships aren't mutually exclusive. While many organizations lose their soul as they scale, Valerie proved that intentional systems and genuine care could preserve community feeling even as Ironman became "big business."

Progressive Business Decisions

Valerie's business instincts were equally sharp. She attracted major sponsors including Nike running shoes, Timex, and Exceed by articulating a compelling vision of what Ironman could become. But her most forward-thinking decision came in 1986 when she introduced prize money for professional athletes.

Initially resistant to prize money, Valerie recognized that relevance required evolution. When she secured $100,000 for the first prize purse, she insisted on equal pay for men and women—a pioneering stance in sports that was "unique at that time."

This decision demonstrated her ability to balance personal values with business necessities. Rather than simply following industry standards, she used Ironman's growing influence to advance gender equality in endurance sports.

1. Vision Doesn't Require Technical Expertise

Valerie knew nothing about triathlon when she took over, yet she built the sport's most prestigious event. Great leaders focus on the big picture while relying on experts for technical details. Her outsider perspective allowed her to see possibilities that insiders might miss.

2. Intellectual Humility Enables Better Decisions

Her willingness to defer to cycling experts on course design showed that acknowledging what you don't know is a strength, not a weakness. Leaders who pretend to have all the answers make worse decisions than those who ask better questions.

3. Personal Connection Can Coexist with Scale

The Ohana philosophy proved that growing a business doesn't require losing its soul. Intentional systems and genuine care can preserve community feeling even during rapid expansion.

4. Pioneer Decisions Create Lasting Change

Equal prize money for men and women wasn't just fair—it established Ironman as a progressive force in sports. Leaders who make values-based decisions during growth phases shape entire industries.

5. Recognize and Nurture Talent in Others

Valerie invited Bob Babbitt to speak at the 1984 Carbo party, three years before he launched Competitor Magazine. As Babbitt reflects, "She saw something in me that I probably did not see in myself." Great leaders identify potential in others and create opportunities for them to flourish.