1Tell us about your role as the Clubhouse Manager for FC Edmonton. What does a typical day look like for you?

A typical day as a Clubhouse Manager for FC Edmonton includes attending team meetings, managing the equipment for training sessions as well as supporting the execution of them and overseeing player support services.

Other responsibilities outside the pitch involve placing and following up with team kit and equipment orders, submitting inventory reports and collaborating with stakeholders at the club and league level.

Another fundamental part of my role is collaborating with my front office colleagues from other departments such as media, marketing, community engagement, ticketing, sponsorships, operations and financials.

There are never two days alike in this industry. There will always be tasks that need to be addressed, rectified and/or solved in a timely manner with the corresponding departments to stay organized on and off the pitch.

I feel fortunate in my role because it allows me to have a full 360-degree view of how the business operations and football operations connect within the organization.

I can contribute ideas and support other departments, as well as identify issues or improvements that will benefit the organization.

2I notice that you are responsible for overseeing many operational areas, including player management services, equipment, apparel supplies, and training sessions just to name a few. How Page | 1 do you prioritize and manage all that goes into your role, and can you speak on the importance of being multi-faceted within the sport industry?

Working in professional football is a fast-paced industry that can become hectic quickly.

In my experience, it’s critical to be able to identify what the priorities are based on the seasonal, monthly and weekly plans.

Being organized on a daily basis means I can manage any reactive needs when they arise. Being flexible in my work style also helps, so I can identify when to adjust priorities.

It’s not uncommon that I have a plan that I need to change because of changes from other stakeholders. For example, changes or new requests from the league, players, coaches, and front office staff.

It is also fundamental to have the ability to adapt and be ready to prepare for the unknown for the benefit of the organization, especially during COVID-19 times when government restrictions, supply chains and logistical challenges have been a constant.

3What did it take for you to get the role as the Clubhouse Manager for FC Edmonton?

Becoming a Clubhouse Manager for FC Edmonton is a result of the endless efforts and sacrifices I have made over the past nine years where I’ve focused on gaining experience in the sports industry, specifically in football.

From volunteering at two FIFA tournaments, collaborating with several Spanish media outlets as a sports commentator/host to achieving a Master’s in Football Business and other certifications, every bit has helped me to get where I am now.

I believe my competitive advantage when I was hired by this club is my willingness to step in and problem solve at whatever level.

Being involved with the business side, as a front office staff member, for my first two seasons helped me to build an understanding of the organization’s business needs.

When I moved into the club’s football operations, my transition felt natural. I adapted quickly and hit the ground running to support the coaching staff with daily tasks and collaborate to support the planning and execution of the team’s season objectives.

If you want to be successful in this industry, it’s important to understand that you won’t have a 9 to 5 type schedule.

There’s always work to be done, but that being said, finding the right balance between my personal life and professional life is something I’m always working towards to make time for family, health, hobbies and down time.

4FC Edmonton have proven their ability to not only develop players, but coaches as well. What kind of emphasis is placed on staff development with FC Edmonton?

I can’t speak specifically to coach development, but I can say the club focuses on providing staff with the right tools for professional development.

From getting trained to use several softwares, being involved in league meetings and collaborating with stakeholders, to attending sport business webinars.

Every time we represent the organization in networking events, it is also an opportunity to develop our own professional skills.