I sat down with Mike Nishi, the longtime Chief Operating Officer of Chicago Event Management, for The Future of Running podcast – just days after the 17th annual Race Management Program Summit.

Over the past 30 years, Mike has helped build the Bank of America Chicago Marathon into one of the most respected races in the world. But what makes him a true pioneer is his mindset - not just planning for the next event, but for the next century of running.

Here are 10 game-changing lessons from our conversation.

1. “You’re not selling bibs anymore. You’re selling meaning.”

With 45,000 entries selling out year after year, Mike knows Chicago doesn’t need help filling spots.

“You can only sell so many entries,” he said. “What happens after that? Now it's about how you make people feel. That's what keeps them coming back.”

For Mike, the job shifts from acquisition to impact – crafting experiences and storytelling that runners carry with them long after race day.

2. “Volunteers aren’t helpers – they’re ambassadors.”

Chicago is redefining volunteer engagement with storytelling, branding, and even dedicated sponsors.

“They’re not just helping out – they’re part of our brand. They’re ambassadors,” Mike shared. “They create the first and last impression runners have.”

From name walls to featured profiles, Chicago gives volunteers the same energy and attention as runners – and it’s paying off in loyalty and culture.

3. “Sustainability is legacy work.”

Chicago was the first World Marathon Major to earn Evergreen Inspire certification – the highest sustainability standard from the Council for Responsible Sport.

“Getting that recognition wasn’t about the title,” Mike said. “It was about the work – years of composting, tracking, training. Little wins that added up.”

Rather than one-off green initiatives, Chicago treats sustainability as a long-game strategy—baked into every system and decision.

4. “You should be building for the year 2077.”

Mike doesn’t plan in 5-year increments. He thinks in generations.

“I love thinking about 2077,” he said. “What are we building today that will matter then? It forces us to ask: are we just doing events, or are we doing something meaningful?”

That future includes youth pipelines, universal charity integration, and races that act as civic infrastructure—not just one-day festivals.

5. “We’re not in the race business. We’re in the memory business.”

When asked what he sees as the real product, Mike didn’t hesitate.

“We’re not in the race business. We’re in the memory business. That’s what people take with them.”

From registration to finish line and beyond, Chicago designs for emotional resonance—not just operational success.

6. “Let technology make it more human.”

Tech is everywhere in running—but for Mike, it’s only valuable when it connects emotionally.

“I love the idea of runners getting their song at the finish line,” he told me. “That’s a moment they’ll never forget. That’s what tech should do – make it more human.”

Whether it’s personalized playlists or AI-generated training plans, Chicago uses tech to heighten feeling – not remove it.

7. “One day isn’t enough. Races should live year-round.”

Mike sees marathons not just as events, but as platforms for long-term community engagement.

“We want to be more than a one-day event,” he said. “Our job is to build something that contributes year-round — to health, to youth, to neighborhoods.”

It’s why CEM invests in programming that touches local schools, businesses, and city infrastructure.

8. “Charity should be baked in - not bolted on.”

Chicago has helped raise more than $260 million for charity since 2002. But Mike believes the future is even bolder: 90–100% participation in giving.

It’s not just about fundraising totals. It’s about aligning the mission of the race with the values of the runners – and making giving frictionless, joyful, and visible.

9. “We’re sharing our playbook – because we want the sport to grow.”

Mike and the CEM team launched the Race Management Program Summit to help other races level up—with no gatekeeping.

“We could keep it all in-house, but what’s the point?” he said. “If we want the industry to grow, we have to grow it together.”

That spirit of open-source innovation is helping transform the endurance space—one shared idea at a time.

10. “The finish line isn’t the end. It’s the beginning.”

For Mike, every race is a catalyst  – not a conclusion.

“We’re not just here to put on events,” he told me. “We’re here to build the future of the sport.”

Whether that means developing youth athletes, rethinking volunteerism, or changing how we think about impact—Mike is laying the groundwork for a marathon model that lasts another 100 years.

Bonus: The Future of Running Is Built on Purpose

Mike Nishi doesn’t just manage races. He reimagines them—with care, with clarity, and with a commitment to legacy.

His biggest lesson?

“Purpose is the new pace.”

Listen to the full episode of The Future of Running featuring Mike Nishi wherever you get your podcasts.

The Future of Running is brought to you by Laurel — the AI-powered race platform delivering real-time tracking, safety tools, and personalized experiences for runners, spectators, and race directors. Learn more at timing.brooksee.com. 

The full transcript is below, polished for formatting and clarity.

Phil Dumontet: Welcome back to The Future of Running. I'm very excited about today's episode because when we talk about the future of this sport, few races model it quite like the Bank of America Chicago Marathon. It's one of the fastest courses in the world, a hub of innovation, and increasingly a standard bearer for what it means to run responsibly, inclusively, and with vision.

Today’s guest has been shaping that future for decades. Mike Nishi is the Chief Operating Officer of Chicago Event Management, and for more than 30 years, he's been a driving force behind one of the most iconic races in the world. Under his leadership, the Chicago Marathon has set the bar not only for world-class operations but also for community impact, inclusion, and environmental leadership.

Chicago recently became the first marathon to earn the Evergreen Inspire certification from the Council for Responsible Sport—just one milestone in a much larger journey Mike and his team have been on. Mike is largely known for his behind-the-scenes brilliance, and today we're pulling back the curtain to talk about the work, the vision, and the tough questions that will shape the next era of endurance events.

Mike, welcome to the show.

Mike Nishi: Thank you, Phil. I appreciate that and all that you've been doing for the sport and being able to share these experiences and leading practices with our industry—hopefully raising the bar for all of us by learning and sharing together.

Phil: Thank you, Mike. This is exciting—we’re sitting down in person for the first time for this podcast. I’m here in the Bank of America Tower at the Chicago Event Management Office, and we’re coming off of a few very thought-provoking and inspiring days with the Race Management Program. Was it the 17th year?

Mike: Yeah, 17th year of our Race Management Program Summit. It started with just six of us around a table 17 years ago, sharing best practices. They encouraged us to do it annually. And now, just over the past couple of days, we’ve had 190 industry leaders come together here in Chicago. It's been a great few days with all our event partners and friends.

Phil: I've been very grateful to be here—making new connections and learning so much. It's been the ultimate knowledge share. Hopefully, we can continue some of that today.

I want to start with the obvious: you've been in the race world for over 30 years and helped shape Chicago into one of the most respected races on the planet. What's kept you so passionate and energized about this work?

Mike: I think it’s understanding what’s possible. When Carey Pinkowski and I started working on the marathon in 1989, there were about 5,000 participants. This year, we're planning for over 55,000. We always believed the marathon would grow, but it’s taken a long time—and a lot of challenges—to get here. That passion for potential, for taking on challenges, and pushing ourselves forward, that’s what enabled us to grow.

And then there’s the friendships, the support we’ve received over the years. My life, my family, my partnership with Carey—it’s all intertwined with this work. We’re fortunate to be in this industry, giving back and growing events to this level.

Phil: Beautifully said. What's one moment, big or small, that stands out as a reflection of why this work matters?

Mike: Oh my goodness, there are so many. But it's those emotional moments at the finish line—seeing people elated, crying with joy, or hugging strangers they met during the race. That spirit of humanity, of coming together, supporting each other, even when we don’t know each other—that’s powerful. Being able to build a stage for others to have those moments is something I’m incredibly grateful for.

Phil: You've seen so many finish lines. I remember when I ran the Chicago Marathon, I ended up running with someone from Rome for 17 or 18 miles, and we’ve stayed in touch ever since. You just never know what connections you’ll make.

What’s something about the Chicago Marathon that most runners or spectators might not realize?

Mike: A few things. One is the ease and convenience. Our start and finish are both centrally located in Grant Park, so runners don’t have to stress about getting there. Most downtown hotels are within walking distance.

And for spectators, the layout of the course makes it easy to see runners multiple times. It's flat, fast, and really spectator-friendly. It turns the whole thing into a weekend experience—not just for runners but for their families and friends, too.

Phil: Totally. I remember walking out of my hotel to the start line—it couldn’t have been easier. And I saw my family three or four times on the course. It really helped with motivation.

Let’s shift gears a bit to the future. What’s one initiative or shift you’re especially excited about for the Chicago Marathon?

Mike: There are so many. One big area is how we’re enhancing the experience for participants, fans, and volunteers. We’ve reimagined the finish line over the past three years—adding LED boards and personalized content. We're doing similar things at the expo and post-race party.

We test new initiatives at our other events like the Shamrock Shuffle or Chicago 13.1, then bring them to the marathon once we know they work. It’s a pressure-tested rollout approach.

Another area I’m really excited about is our volunteer program. We have nearly 10,000 volunteers, and we’re trying to elevate their experience the same way we do for runners—with recognition, storytelling, even sponsorships. They give their time, which is the most valuable resource of all, and we want to honor that.

 

Phil: I really appreciate that perspective. Treating volunteers with the same intentionality as participants is something that often gets overlooked. You mentioned some impressive growth stats—98% registration for volunteers at this point in the year?

Mike: Yes, and that’s because we’re tracking it the same way we track runners—looking at pacing year over year. We’ve implemented more volunteer-focused marketing, storytelling, and experiences. For example, we've created videos featuring volunteers not just as helpers but as people with unique stories. That personal storytelling helps connect their communities to the race.

We're also seeing crossovers—volunteers becoming runners, and runners becoming volunteers when they’re injured or just want to give back. That’s incredibly powerful.

Phil: I love that. What you said about applying participant marketing strategies to volunteers is so smart. The more excitement you build around volunteering, the better the whole experience becomes.

Mike: Exactly. And one of the best inspirations came from the Chengdu Marathon in China. They had a volunteer wall—like we have name walls for runners at expos. Their volunteers had a branded check-in area with their names, recognition, sponsors—it was their moment. It flipped the script.

Same with the Tokyo Marathon, where McDonald’s sponsors their volunteer program. They’re the perfect partner—experts in customer service and efficiency. In Chengdu, the volunteers were called “Team Chili”—because chili is the essential ingredient in hot pot, their local dish. The metaphor was beautiful: the volunteers are the essential ingredient.

Phil: That’s brilliant. And a great example of global best practices influencing how we elevate volunteer engagement here.

Let’s go even bigger. It’s 2077—the 100th anniversary of the Chicago Marathon. What’s different? What stays the same?

Mike: Well, I know two things for sure: the event will still be here, and it will be in good hands. We’ve been very intentional about building our mission, vision, and values at Chicago Event Management. That’s our foundation.

Everything else—technology, experience, maybe even how the race looks—will evolve. But that core sense of purpose, our commitment to community, inclusivity, and impact—that won’t change. We’re already thinking about legacy initiatives for 2028, which will be our 50th anniversary. Big picture: what do we plant today that grows over the next 50 years?

Mike (continued): A great example of that is the Bank of America Chicago 13.1. We intentionally created it on the West Side instead of starting and finishing downtown like our other events. We wanted to bring something meaningful to a community that usually has to go somewhere else for access, visibility, and resources. That kind of project—that’s where we’re going. More impact. More community investment.

And we’ve raised over $30 million through the marathon for charity. But we’re still asking: how do we get more of our participants involved in giving? What if 100% of runners gave something—whether it’s $5 or fundraising for a cause? Imagine the collective impact. We’re aiming for that, step by step.

Phil: That long-term lens really comes through. Whether it’s investing in youth, accessibility, or community-centered races, you’re thinking about generational impact. You mentioned youth programming—what’s the gap you’re seeing there?

Mike: We know we need to do more. It’s something we’re just beginning to focus on—how to engage youth meaningfully, especially those from underrepresented neighborhoods. Running can be a powerful outlet, and if we get it right, it’s something that lasts a lifetime. But we have to meet them where they are. That means access, equipment, mentorship, and invitations that feel authentic.

Phil: It’s amazing how you tie that vision to every area of the race—participants, volunteers, workforce. I also want to talk about inclusivity. You've done impactful work expanding access, whether it’s through wheelchair divisions, neurodivergent athletes, or neighborhood engagement. What’s been most effective?

Mike: Honestly, it’s the mindset shift. We stopped thinking of participation as just running. Volunteering is participating. Working on staff is participating. It’s all one event, one ecosystem. So the question becomes: what access and opportunity are we offering?

We’ve started collaborating with run clubs and community leaders to identify people who want to run but may not have the resources. Instead of guessing, we ask those already in the community who they know, who we’re missing, and how we can support them. It’s been incredibly well received.

And yes, we’ve also partnered with groups like Runner 321 to create safe, inclusive space for neurodivergent athletes. The feedback has been incredible—from runners, volunteers, and families. Inclusion isn’t an add-on—it’s a value built into everything.

Phil: I really admire that approach—seeing inclusion as everyone’s job, not just one department’s initiative. You also mentioned your workforce and volunteers should reflect the city as much as your runners do.

Mike: Exactly. The event should mirror the diversity of our city—on the start line, in our operations center, in our volunteer teams. It’s a community event. That means everyone should see themselves represented. The more that happens, the more people say, “That could be me.”

We’re never satisfied. We celebrate wins, sure. But we keep asking: what’s next? What else can we do? That’s what inspired us to launch the Race Management Program Summit—to share what we’ve learned, and learn from others. It’s not about gatekeeping—it’s about growing the whole industry.

Phil: That open playbook mindset is so refreshing. Sharing your systems, your lessons—so others can implement faster, better. That’s how the whole ecosystem gets stronger.

Let’s shift to another area you’ve led in: sustainability. You recently earned the Evergreen Inspire certification from the Council for Responsible Sport. Huge milestone. How did that come together?

Mike: It started over 10 years ago with a team member, April Jansen, who was passionate about sustainability. She worked on our workforce team and kept pushing the question: What can we do better?

I helped advocate for her and gave her the time and space to lead. Over time, we built more support, more resources. But the key lesson was: don’t get overwhelmed trying to do everything at once.

Early on, I thought, “We need to do it all.” But what really matters is doing something. Pick one or two things, do them well, and build from there. Year after year, we’ve added more. And now, those small efforts have compounded into something much bigger.

Phil: That’s such great advice. Start small. Focus on the wins you can stack. What’s still keeping you up at night when it comes to sustainability?

Mike: Emissions. We’re a global event—people travel here from all over the world. The carbon footprint from that travel is huge, and we can’t control it directly. That’s a scope 3 emission.

Some races, like London and New York, have created climate-focused charity teams to offset those emissions. We’re looking at doing something similar—raising funds, telling the story, giving people a way to help. We have the platform. We have the demand. Now we want to use it for good.

Phil: That’s incredibly thoughtful—and I love the idea of using charity teams to directly fund offsets. A great example of using race culture and purpose to drive action.

Let’s talk about tech. Chicago has a long history of pushing innovation—from crowd intelligence to being part of Breaking2. What's one tech advancement you’re most proud of introducing?

Mike: I wouldn’t say we invented any of it—but we’ve been great about bringing in the right partners and having an open mind. Whether it’s integrating timing data into live LED displays at the finish line, or creating more immersive and personalized experiences, we’ve tried to use tech to elevate moments.

For example, finish line gantries now show your name, your picture, even your chosen song as you cross. It’s no longer just about a clock—it’s a mic-drop moment. Your race, your celebration.

Phil: That’s so cool. And speaks to how meaningful those little touches are. Looking ahead, where do you think tech has the most untapped potential?

Mike: I think it’s in training—especially for beginners. When I started running, you’d get a static training plan—beginner, intermediate, advanced—and that was it.

Now, with wearables and AI, we can create fully personalized training plans. Your watch might say, “Hey, based on today’s heat and how you slept, you should take it easy tomorrow.” That kind of customization is going to make running more accessible, more sustainable, and way more enjoyable.

Phil: We had Bill Quinn, the futurist from TCS, as a keynote speaker this week—and he talked about digital twins of runners’ hearts. Like, modeling the impact of workouts on your body in real-time. It was mind-blowing.

Mike: Totally. And even for race operations—imagine creating a digital twin of the course for crowd simulations and emergency response planning. It’s next-level.

And yes—he said it best: for anything “dull, dangerous, or dirty,” we’ll have humanoid robots helping. I joked the one thing they’ll never take from me is moving toilets. That’ll always be my job!

Phil: That’s gold. Well, let’s wrap with some leadership and rapid-fire. You’ve been doing this for decades—what’s one leadership lesson you think more race directors need to hear?

Mike: I never ask someone to do something I wouldn’t do myself. Whether it’s staff or volunteers, I’ve done those jobs—I’ll do them again. That earns trust and respect. Leadership is service.

Phil: That says a lot. Okay, last tough one: What’s your hot take on running? Something you believe that not everyone agrees with—yet.

Mike: That working on races looks glamorous from the outside—but it’s not. People see the finished product and think, “Wow, what a dream job!” But once you're inside, you realize it’s long hours, hard work, and countless details. Yes, it's rewarding. But it’s not all medals and confetti.

Phil: That’s a great one. Alright, time for Phil’s Fast Five:

Phil: Let’s wrap with a quick lightning round. First race you ever worked on—and the one that left the deepest impression?

Mike: It’s always been the Chicago Marathon. My entire career has been here. In the early days, I did every job—intern, gopher, whatever was needed. I remember one year, when Steve Jones broke the world record. His family needed someone to watch the kids—and that was me. Babysitter. I like to think I played a part in that world record. No pressure, right?

Phil: One operational myth you wish more people understood wasn’t true?

Mike: That it all comes together overnight. That we just snap our fingers and it’s done. When we do it right, it feels effortless—but behind the curtain, it’s months of coordination and sweat.

Phil: Strangest or most surprising thing you've experienced during race weekend?

Mike: Back in the early days, the marathon was still run on Lake Shore Drive. One Saturday night before race day, we realized the porta-potties were placed on the wrong side of the median. There were only two of us out there—Carey Pinkowski and me—and we literally had to pull over and push toilets into place ourselves. That’s one I’ll never forget. When it needs to get done, it gets done. No one else was there. No one else was going to do it.

Phil: If you weren’t doing this work, what would you be doing instead?

Mike: That’s tough. This has been my whole life. But I’d still be in a service role—helping people, fixing problems, supporting something bigger than myself. That’s what I love. That’s what gives meaning to the work.

Phil: Finish this sentence: The future of running...

Mike: ...is where everyone can see themselves being part of it.

Phil Dumontet: Beautifully said. Mike, thank you for everything you’ve shared—the integrity, the vision, the care you bring to the sport. For anyone listening, how can they stay connected?

Mike Nishi: I’m on LinkedIn—just search Michael Nishi. I’m always open to connecting. I might not have all the answers, but I usually know someone who does. And I love helping people find each other—that’s how we all grow.

Phil Dumontet: A true super-connector. Mike, this was a lot of fun. Thank you so much.

Mike Nishi: Thank you, Phil. I appreciate it.