When you meet your passion and choose it to be your profession, then everything else falls in place. Today, although Kathleen Gore’s leadership as Building Service Manager at Explore Edmonton Corporation is widely celebrated as a model in planning excellence, her entry into this particular industry wasn’t something she initially planned. Rather, it began as a conscious step outside her comfort zone.
Early in her career, Kathleen’s work focused on community support and early childhood education, roles that were deeply people-centred and grounded in care, structure, and responsibility. While that work was meaningful, she reached a point where she wanted to expand her professional scope, challenge herself in new ways, and apply her leadership skills in a broader operational environment.
That opportunity came when she joined the team at Rexall Place, supporting operations during NHL games and large-scale events. “It was an entirely different world—fast-paced, high-pressure, and operationally complex.”
What stood out to Kathleen immediately was the coordination required behind the scenes to deliver a seamless experience for thousands of guests. From safety and logistics to timing, teamwork, and accountability, every detail mattered. “I found that the same principles I valued in community-based work—clear communication, trust, and respect for people—were just as critical in this setting.”
A Passion Rooted in Service
What began as an exploration quickly became a passion. Kathleen was drawn to the energy of live events and the challenge of managing environments where success depends on preparation, adaptability, and collaboration. She discovered that she thrived in roles where she could balance hands-on operational work with leadership and problem-solving, especially in spaces that demanded both precision and empathy.
“The idea behind my professional path has always been rooted in service—creating safe, efficient, and welcoming environments for both the public and the teams delivering the experience.” From those early days at Rexall Place, Kathleen’s career expanded across facility operations, building services, and large-scale venues, allowing her to grow into a leader who understands operations from the ground up and leads with both structure and heart.
Also, Kathleen’s career has been shaped by people-centred work from the very beginning. She started in hands-on, service-driven roles where responsibility, reliability, and care for others were essential. Those early experiences—working closely with families, communities, and frontline teams—instilled in her the value of empathy, clear communication, and accountability, especially in fast-paced or high-pressure environments.
Over the past nineteen years, Kathleen’s career has evolved across multiple industries, including entertainment, tourism, commercial buildings, and industrial services. This diverse background has given her a broad operational perspective and the ability to adapt quickly to complex environments. Like most meaningful careers, mine has included both momentum and challenge. She has navigated periods of rapid growth alongside moments that required reflection, recalibration, and learning from setbacks. “Those experiences strengthened my resilience and reinforced the importance of leading with integrity and consistency.”
As she advanced into leadership and management roles, Kathleen’s focus expanded beyond systems and outcomes to the development of people. She has led large operational teams, overseen facility services supporting thousands of daily visitors, and managed safety, procurement, and operational programs in demanding settings. Through it all, she’s maintained a leadership style rooted in trust, clarity, and inclusion—balancing structure and high standards with genuine support for the individuals behind the work.
Outside of her professional life, family and close relationships continue to ground Kathleen’s perspective and reinforce the importance of balance and humility. “Today, I am driven by a commitment to creating safe, sustainable, and supportive environments where teams feel empowered, valued, and proud of the work they do,” she says, defining her passion further, “At the core of everything I do is people. I am deeply people-driven, and I genuinely believe that without engaged, supported team members, no organization can be successful—no matter how strong its strategy or systems may be.” Buildings, events, and operations don’t run themselves; they are powered by individuals who show up every day, often behind the scenes, to make everything work.
Passionate About People’s Progress
Kathleen’s greatest passion is developing and growing people. She is motivated by helping individuals see their own potential, build confidence, and expand their skills—sometimes before they fully recognize those abilities in themselves. Whether someone is new to their role or preparing for the next stage of their career, she finds purpose in coaching, mentoring, and creating opportunities for growth. Watching someone gain confidence, take ownership, or step into leadership is one of the most rewarding parts of her work.
“I’m particularly passionate about creating environments where people feel safe to ask questions, make mistakes, and contribute ideas.” Growth doesn’t happen in fear-based cultures; it happens where trust, clarity, and respect are present. Kathleen believes that strong leadership means setting clear expectations while also providing encouragement and support. “When people feel valued and understood, they perform better, collaborate more effectively, and take pride in their work.”
This people-first approach extends beyond individual development to organizational culture. She is driven by the belief that when leaders invest in their teams, the results follow—higher engagement, stronger performance, and more sustainable success. “Developing people isn’t a soft skill; it’s a strategic advantage,’ she asserts.
Ultimately, Kathleen’s passion comes from knowing that her work can positively shape someone’s experience, career, or confidence. “When people grow, organizations grow with them—and that is what continues to drive me every day.”
Increasing Strengths and Overcoming Weaknesses
However, only passion is half of the reason behind Kathleen’s success. There are many strengths and weaknesses, too. One of her greatest strengths is her ability to lead with clarity and genuine care for people. “I am highly people-driven and believe that strong results are achieved when teams feel supported, respected, and empowered,’ she says, with a background in operations, which has also given her a strong sense of structure, accountability, and follow-through. She understands how complex systems work, how to anticipate risk, and how to guide teams through high-pressure environments with steadiness and purpose. These strengths have allowed her to build trust over time and create teams that take pride in their work.
Another key strength is adaptability. Throughout her career, Kathleen has worked across multiple industries and environments, each with its own culture and challenges. That exposure taught her how to listen, adjust, and lead effectively in both stable and rapidly changing conditions. She is comfortable making decisions, but she has learned that the timing and approach of those decisions matter just as much as the decisions themselves.
“One of the most important weaknesses I’ve had to overcome is balance—particularly when entering a new leadership role or team.” Earlier in her career, Kathleen sometimes approached new environments with too much energy and urgency, eager to make improvements and demonstrate value. While her intentions were always positive, coming in ‘hot and heavy’ without first observing and understanding team dynamics often slowed her impact rather than strengthening it. It took longer to build trust, and as a result, progress was delayed.
That experience taught her a powerful lesson: observation is leadership. “Taking the time to listen, learn, and understand an existing team’s strengths, challenges, and culture is essential before introducing change.” Today, Kathleen leads with patience and curiosity, knowing that meaningful impact comes not from immediate action, but from thoughtful, informed leadership built on trust.
Elevating the Entire Organization
Moreover, Kathleen didn’t begin her career with a clear appetite for business—at least not in the traditional sense. Her early professional focus was centred on people, service, and operational execution rather than financial models, strategy, or organizational growth. “I was driven by doing the work well, supporting teams, and ensuring environments were safe, functional, and respectful.” At the time, she didn’t recognize that many of those instincts were, in fact, business fundamentals.
It wasn’t until roughly fifteen years into her career that Kathleen’s perspective shifted. She had the opportunity to work closely with an exceptional mentor who helped her see the broader picture behind the work she was already doing. Through their guidance, she began to understand how decisions around people, procurement, safety, and operations directly influence financial performance, reputation, and long-term sustainability. What had once felt like ‘just operations’ revealed itself as the backbone of effective business leadership.
“That experience sparked a deeper curiosity.” Kathleen became more intentional about understanding how organizations function as systems—how culture impacts performance, how smart investments reduce risk, and how thoughtful leadership creates resilience. Her appetite for business grew not from a desire for titles or expansion, but from a recognition that strong operations, when aligned with sound business strategy, can elevate an entire organization.
A Pragmatic Influence
Today, Kathleen’s interest in business is rooted in practical impact. She is motivated by improving systems, strengthening teams, and contributing to decisions that balance financial responsibility with human and environmental considerations. Business, to her, is not separate from people—it’s a framework that, when led well, allows people and organizations to thrive together.
Also, balancing a demanding leadership role with personal life has taught Kathleen that balance isn’t something you achieve once—it’s something you practice constantly. In operational environments, there is always another event, another decision, or another challenge that requires attention. “Early in my career, I believed strong leadership meant always being available and carrying everything myself. Over time, I learned that approach isn’t sustainable—for leaders or for teams.”
Professionally, balance begins with trust. Kathleen invests heavily in building strong teams, setting clear expectations, and creating systems that allow people to succeed without constant oversight. When individuals feel empowered and supported, the organization becomes more resilient, and leadership becomes more strategic rather than reactive. “That shift has been essential—not just for operational success, but for my own well-being.”
Balancing Personal with Professional
On a personal level, Kathleen has learned to be intentional with time and presence. Family and close relationships ground her and provide perspective, especially after long days or high-pressure situations. “They remind me that while my work is important, it’s only one part of who I am.” Protecting personal time—whether that’s unplugging when possible, prioritizing rest, or simply being fully present—has helped her show up as a better leader and a more balanced person.
There have been seasons where work required more than usual, and those moments were not without sacrifice. They also served as important reminders that self-awareness matters. When leaders neglect their own well-being, it shows up in decision-making, communication, and culture. “I’ve come to understand that modelling healthy boundaries isn’t a weakness—it’s a responsibility.”
Ultimately, balance is about alignment rather than separation. When personal values and professional purpose support one another, leadership becomes more sustainable and more human. “I’ve learned that you don’t lead well by giving everything away—you lead well by knowing what truly matters and protecting it, both at work and at home,” she asserts.
Leadership Means Responsibility
Kathleen’s biggest advice to aspiring leaders is to remember that leadership is not a title—it’s a responsibility and a daily practice. Start by becoming excellent at the work in front of you. Learn the systems, understand the standards, and respect the people who keep things running. Credibility is built when your team knows you understand what they face and that you’ll hold the same expectations of yourself that you hold of them.
Second, lead with curiosity before you lead with change. When you step into a new role or a new team, take time to observe, listen, and understand the existing dynamics. It’s natural to want to make an immediate impact, but long-term success comes from earning trust first. Ask questions, learn what’s working, and recognize the strengths already present. The best improvements are made with people, not to people.
Third, communicate with clarity and consistency. In every environment—especially operational ones—uncertainty creates stress. Be clear about expectations, follow through on commitments, and address issues early and respectfully. Kindness and accountability can absolutely coexist, and the strongest leaders don’t avoid hard conversations—they handle them with professionalism and care.
Another important lesson: invest in people development. Help others grow, and you’ll build stronger teams than you ever could by relying on individual performance alone. Coaching, mentoring, and creating opportunities for others is not extra work—it’s leadership at its core.
Finally, don’t aim for perfection. You will make mistakes, and you will have days where you learn more than you lead. Own it, reflect, adjust, and keep moving forward. Leadership is earned in how you respond under pressure, and how you treat people when it matters most.
Your Success—the Sum of Your Daily Small Choices
To the readers, she gives a simple mantra: Growth and success aren’t built in one big moment—they’re built in the small choices you make every day. Stay curious, keep learning, and don’t be afraid to step outside your comfort zone. Lead with integrity, communicate with clarity, and remember that people are the foundation of every strong organization. When you invest in your team, you strengthen your results. Progress comes from consistency, not perfection—show up, improve, and keep moving forward.
At the end, Kathleen says, “One thought I would leave with readers is this: operations and frontline work often happen quietly, but they are the foundation of every successful organization. The best results come when we respect the people doing the work, invest in training and safety, and build cultures where accountability and kindness can exist together.” Whether you are leading a team, joining one, or supporting one, your impact matters. Be intentional, communicate clearly, and take pride in steady improvement—because excellence is built through consistency, teamwork, and trust over time.
The Hidden Maximum Impact
Kathleen’s accomplishments—both professional and personal—are rooted in collaboration, consistency, and long-term impact rather than individual recognition. While she does not hold personal awards, she takes great pride in the organizational achievements she has helped lead, support, and sustain. “To me, success is reflected in the standards teams uphold, the systems that endure, and the environments we create together.”
Professionally, Kathleen worked closely with cross-functional teams to achieve GBAC STAR™ accreditation in 2023, a significant milestone that demonstrated a deep commitment to health, safety, and rigorous operational excellence. Achieving this accreditation required strong protocols, detailed documentation, and—most importantly—ongoing training and engagement to ensure standards were consistently understood and applied across teams.
Sustainability has also been a major focus of her work. “Through collaborative efforts across departments, our organization was recognized with the RCA Award for Circular Economy – Impact Category in October 2025.” This recognition reflected meaningful progress in waste diversion initiatives, responsible procurement practices, and operational decisions aligned with environmental stewardship.
In addition, Kathleen has played a key role in achieving BOMA certifications across multiple sites, reinforcing best practices in building operations, sustainability, and performance management. “I have also ensured that COR audits are exemplary and that health and safety management systems are not only compliant, but actively utilized, reviewed, and improved as living frameworks rather than static requirements.”
“On a personal level, my greatest achievement is the trust I have built with teams over time. Being recognized as a leader who listens, supports, and leads with accountability is the accomplishment I value most—because strong, engaged teams are the true measure of lasting success,’ she concludes.
