Planning responsibly for what comes next.
Brittney is a third-generation Glencoe member who cares deeply about preserving what makes the Club exceptional for generations to come. She's running because the Club faces real decisions ahead about capacity — decisions that must balance the current member experience, fiscal responsibility, and what is best for the Club over the long term.
She wasn't put forward by the Nominating Committee this year. She's running anyway, because she believes an election works best when members get a genuine choice.
Brittney has been an active member of the Glencoe since the 1990s, following her parents and grandparents into the Club. She grew up playing racquet sports, including badminton competitively, and today plays in the Ladies Tennis and Badminton Leagues and regularly uses the fitness and wellness centre.
Whatever changes lie ahead, they shouldn't come at the cost of the community, recreation, and sense of belonging that make the Club what it is.
Fully explore what can be done within the Club's existing footprint to improve capacity and member experience before turning to bigger, costlier solutions.
If additional ways of addressing capacity are genuinely on the table, they need real, thorough engagement across the full membership before anything moves forward.
Any path the Club takes needs to be assessed for its full financial impact on members, with that impact made clear up front — not discovered after the fact.
Explain not just what the Board decides, but why — especially when a decision is complex or won't have unanimous support.
There's talk of building a second club to help address the Glencoe's capacity challenges — but it's not something that's widely known across the membership. Brittney believes that if this is genuinely being considered, members need to be meaningfully engaged in the conversation before any decisions are made.
Before looking beyond the existing Club, Brittney believes we should be confident we've explored every reasonable opportunity to improve capacity where we are today.
A second location is a major undertaking. Before moving forward, we need to understand whether it would meaningfully reduce pressure on the existing Club and improve the member experience.
Members deserve a clear picture of the full financial commitment, how it would be funded, and what it could mean for dues, assessments and the Club's long-term financial position. We don't want to be the next Bearspaw.
If a second club requires significant new membership to make the economics work, will it ultimately solve our capacity challenges — or simply create new ones?
Before pursuing a project of this scale, Brittney believes the broader membership should understand the options, trade-offs and costs — and have a meaningful opportunity to weigh in.
Works closely with executive leadership teams and boards on governance, strategic planning, enterprise risk management, and stakeholder communications.
Hands-on experience in private club governance: fiscal responsibility, capital stewardship, facilities oversight, and strategic oversight of management.
Led communications for a major international event held in Calgary.
Has chaired corporate United Way campaigns and volunteered with Ronald McDonald House for many years.
Senior leadership and Director experience leading teams, overseeing large-scale budgets, and navigating complex business decisions.
Brittney describes her style simply: listen respectfully, understand the facts and viewpoints of others, and work to build consensus. She believes constructive discussion — including dissenting voices — leads to better decisions, and once the Board decides, it's important to support that decision collectively.
Whether you'd like to talk platform, share a concern, or just say hello before the vote — she'd love to hear from you directly.