Five Questions With: Kristi Honey, Chief Administrative Officer, Township of Uxbridge

Government isn’t typically known for agility. Kristi Honey is changing that.

As Chief Administrative Officer for the Township of Uxbridge, she’s proving that public service can be as entrepreneurial as the private sector. A former tech founder and a globally recognized expert in cybersecurity and risk management, she built and sold companies before bringing her startup mindset to municipal leadership.

The result? More than $500 million secured for transformative projects. New revenue streams that reduce the burden on taxpayers. A strategic vision that blends fiscal discipline with bold investment. In this Q&A, Honey shares how she applies business acumen to public service, why long-term planning is the ultimate leadership test, and how an entrepreneurial approach is reshaping local government.

Uxbridge has thrived under your leadership — at a time when many municipalities are struggling with funding and infrastructure backlogs. What’s the balance between financial discipline and transformative leadership?

Leadership is about fostering sustainable growth while keeping community well-being at the centre. My approach has been to balance financial responsibility with transformative service delivery.

A major focus has been financial sustainability. We’ve diversified revenue streams — expanding marriage licence and ceremony services, optimizing facility rentals, and introducing new programming — all designed to generate revenue without increasing the burden on taxpayers.

It’s also about alignment. With our Mayor and Council, we established a four-year strategic plan rooted in community priorities. To ensure staff engagement, we introduced a Stakeholder Returns Program — a model uncommon in the public sector. This program ties a portion of staff compensation to measurable success in achieving strategic objectives. Importantly, it’s self-funded through new revenue sources and cost savings, meaning it benefits the organization without relying on the tax levy.

Beyond finances, I’m really proud of how we’ve reinforced Uxbridge’s identity as a great place to live and visit. Investments in our outdoor spaces — adding a provincial park, expanding trail networks — have strengthened our reputation as the Trail Capital of Canada. Leadership, to me, is about building something lasting — whether through financial stewardship, infrastructure investments, or preserving the natural beauty that makes Uxbridge unique.

The community has secured over $500 million in funding, an astonishing feat for any municipality, especially in a province where budget constraints often stall major projects. What do business leaders misunderstand about navigating the political landscape?

It’s all about taking a holistic approach. Governance and entrepreneurship might seem like different worlds, but both require strategic thinking and strong financial management.

From a political perspective, I focus on what’s best for the community — engaging with residents, understanding their needs, and advocating for policies that make a difference. From a business standpoint, I look at how we can optimize resources, attract investment, and ensure long-term sustainability.

One example is the strategic partnerships we’ve cultivated. This year alone, together with our community partner’s, we’ve secured over $500 million from upper levels of government for transformative projects — including a new hospital, a long-term care and community wellness hub, and the Uxbridge Urban Provincial Park. We’re also actively seeking grants to fund a new pool and a new animal shelter while securing $2.75M from our Regional Council to support affordable housing expansion. These wins come from strong relationships, well-structured business cases, and demonstrating a clear return on investment.

Another example of long-term planning is our downtown revitalization. After a tornado and fire devastated the core, we saw an opportunity to rebuild a vibrant space for businesses, residents, and visitors. Forward-thinking leadership means making decisions today that will serve the community for generations. That is at the heart of all I do.

Municipal leadership often involves managing constraints — tight budgets, bureaucratic inertia, shifting political priorities. And yet, you’ve made bold investments in infrastructure. What has enabled that kind of long-term vision?

These projects are meaningful because they reflect different aspects of Uxbridge’s community needs.

The new hospital and long-term care facility are huge milestones. Our current hospital is beyond its serviceable life, and expanding healthcare services was a top priority for our community. Thanks to the leadership of passionate community members, our Mayor, and Council, and the Province, we’ve secured the funding to make it happen. This facility will provide enhanced emergency care and specialized services, improving the quality of life for residents.

The animal shelter is another project close to my heart. As an animal lover, I know the importance of providing a safe, caring space for animals in need. This shelter will be a community resource for both the Township of Scugog and the Township of Uxbridge, offering education and adoption services while fostering a culture of compassion.

And of course, the Uxbridge Urban Provincial Park is a major investment in our natural spaces. With trails for hiking, biking, and horseback riding, it strengthens our connection to nature and enhances our status as the Trail Capital of Canada. These are the kinds of projects that make a lasting impact.

You’ve described leadership as something greater than decision-making, it’s about creating an environment where people take ownership. What does that look like in practice?

I’m passionate about mentorship and helping others grow. Leadership isn’t just about making decisions — it’s about creating an environment where people feel empowered to take ownership of their work.

Trust is at the core of my leadership style. When staff feel supported and confident, they step up in incredible ways. My job is to ensure the team has the people, budget, tools, and clear direction to be set up for success.

I meet with my team regularly to provide a sounding board, discuss emerging issues, and problem-solve together. These structured and unstructured opportunities for mentorship and development are an incredibly rewarding part of my job.

We’ve put a lot of effort into leadership programs, cross-training initiatives, and professional development. This has created a workplace culture where people are motivated to innovate and contribute their best work. It’s also been a key part of our succession planning, reducing organizational risk, and ensuring strong leadership at every level.

You’ve moved between the private and public sectors, built companies, and now lead in government. What’s your advice for women looking to make an impact across industries?

Stay true to your vision and trust yourself, even when challenges arise. Leadership isn’t about having all the answers — it’s about making informed decisions, empowering those around you, and learning from both successes and setbacks.

Build a strong network and seek out mentors. Surround yourself with people who challenge and uplift you — it makes all the difference. Don’t be afraid to step into spaces where women are underrepresented, whether in government, business, or entrepreneurship. Your voice matters.

And never underestimate the value of a well-thought-out plan. While I’ve embraced challenges and taken risks, every step has been backed by strategy. Share your plans with people who will challenge your thinking and refine your approach.

Think long-term. Start building relationships now with those who might support where you want to be in three to five years.

And finally — wear your sunscreen, drink your water, and get enough sleep. We can’t take care of others if we don’t take care of ourselves. 😊