Meg Krueger was elected president of Equestrian Canada in 2017 – taking over the reins during a tumultuous time for leadership in that organization. Under her guiding hand, EC has stabilized and is finally making positive forward progress.
“I came to Equestrian Canada at a time when there was a lot of frustration in the community,” admits Meg. “With the passion I have for our industry, and my equestrian career experience, I wanted to be a part of building a stronger organization, reducing tension and increasing opportunity in sport and industry development. We have so much potential, and there are so many passionate people who want to make a difference in this country, but at the time, a lot of energy was consumed in disagreement.
“We have covered a lot of ground over the past five years, and specifically during my presidency I have focused on strengthening relationships, improving communication and aligning the many groups and individuals who are driving equestrian activity in Canada. I am proud of the relationships we have developed with our Provincial/Territorial Sport Organizations (PTSOs), disciplines and industry affiliates, and the resulting improved productivity and programs that have been developed. We still have a lot of work to do in these areas, but stronger relationships help us have frank and meaningful conversations when issues do arise.”
Her vision for the future of Equine Canada is, “that it is an organization with stable leadership and aligned roles and responsibilities for operations and governance. I see EC leading initiatives in coaching, athlete development (human and equine), and innovative partnerships that are recognized globally and impact domestic growth across our sector. I see us as a nimble, effective organization that is respected by the community and that earns press and social commentary for the programs and opportunities we produce, not for discontent and drama.”
Foreseeable Future
Her immediate goals for Equine Canada are:
1. Complete the final phase of the organizational restructure with an improved governance and operational committee structure and definition of governance roles.
2. Finish the year with responsible fiscal performance and prioritize business development and partnerships. Ensure our permanent CEO is in place.
3. Full completion of the Board of Directors’ transition out of operations and to the 30,000-foot strategic level.
4. Increase efforts to attract new incoming Directors and develop a leadership charter for the organization.
Mission Possible
“Having started my own equestrian marketing and growth strategy business a few years ago, it has been challenging and stressful time. But as much as it has been difficult, it has also been an incredible journey, and I’ve learned so much about myself and my capabilities. My personal vision is that my business grows and thrives in the coming years, and that along the way I will give back to the community, creating opportunities for other equestrian small businesses and ventures in Canada through networking, mentorship and access to funds. And of course, spend as much time as I can with my horses, dog and family!
