For Aquatic Directors! How do I professionally show an owner/CEO I’m a stronger aquatics leadership candidate than current management?

I’m looking for advice from aquatics professionals, pool managers, aquatic directors, or anyone who has worked in waterpark/natatorium operations.

I used to work at a natatorium/waterpark facility that recently changed ownership. The new owner is a businessman/developer (not originally from aquatics), and I’ve already met with him. He’s interested in bringing me back in some capacity, possibly contract/temporary at first.

Here’s my situation:

•	I have multiple seasons of experience at this facility and know the operation well.

•	I care a lot about safety culture, staff accountability, and day-to-day deck leadership.

•	From what I’ve seen, a lot of the current issues are not just with individual guards, but with inconsistent leadership, weak enforcement of standards, and a lack of accountability on deck.

•	I believe the facility could be run much more safely and professionally with stronger structure, better in-services, better rotations, stronger supervision, and clearer expectations.

•	I do not want to come across as bitter, political, or like I’m just attacking current management.

•	I do want to show the owner that I can offer solutions and leadership, and that I may be a better fit for an aquatics leadership role than the current management structure.

My question is:

How do I professionally prove to an owner/CEO that I’m a stronger candidate for an Aquatics Director / lead aquatics role than the current management, especially when he may not fully understand the operational and safety issues yet?

Specifically:

1.	How do I bring up serious safety and operational concerns without sounding like I’m just complaining about current management?

2.	What would impress an owner most: certifications, written improvement plans, risk/liability awareness, staffing systems, training proposals, etc.?

3.	Should I prepare a short written “facility improvement plan” to show him?

4.	What are the biggest green flags that make someone look like true aquatics leadership material instead of “just a strong guard”?

5.	If you were the owner, what would make you trust someone enough to move them into a leadership role over existing staff?

I want to handle this the right way — professionally, respectfully, and in a way that shows I care about guest safety, staff performance, and the long-term reputation of the facility.

Any advice from people in aquatics leadership would be greatly appreciated.