VP of Operations | Quantum Services
We sat down with Kate McGovern, Quantum Services’ newest Vice President, to learn more about her and what she brings to Operations. With Quantum Services providing the tools and opportunity, she’s hit the ground running—rolling up her sleeves and digging into systems, processes, and people, sharpening her abilities to make a lasting impact.
1. What attracted you to Quantum Services and made you excited to take on this role?
Quantum Services is at a stage where there’s an opportunity to strengthen what has been built over the last five decades while also creating new systems that improve productivity and efficiency. Stepping into a team with deep experience creates a great environment to learn and contribute.
2. Since you’re new to the industry, what stood out to you most during your first weeks?
How much that takes place behind the scenes is deceptively invisible. The auditing process may be defined in a short list of steps, but the execution is incredibly detailed. Inventory auditing has an invisible presence, but is critical to the convenience industry.
3. How would you describe your leadership style in a few words?
I would describe my leadership style as situational. My goal is to coach people so they are empowered to operate independently with clear expectations, only stepping in directly when guidance is needed. I focus on building trust and developing future leaders through mentoring and succession planning, while creating an environment of candor and ownership.
4. What experiences from your past roles do you think will be most valuable at QS?
Developing people and building repeatable processes. I spent many years helping teams grow in customer-focused environments, and I’ve learned consistency reduces stress and improves performance, for both team members and clients.
5. What does “supporting the field” mean to you in practical terms?
Removing friction, identifying obstacles, and helping teams stay productive. It also means being available when needed, listening to challenges, and ensuring expectations or tools are clear so people can do their jobs well. When people understand what good looks like and have the right tools, their day becomes more manageable and predictable. Then we celebrate wins when there’s pride in the work accomplished!
6. How do you like to build trust and relationships with teams you lead?
Through clarity, consistency, and honesty. I do what I say I will do, communicate directly, and give feedback so people always know where they stand and how to improve. The goal is to eliminate ambiguity, creating confidence in expectations.
7. What are your top priorities as you step into this role?
Identify and develop leaders, stabilize execution across divisions, and create a foundation that supports consistent growth.
8. What does operational success look like to you over the next 12 months?
A well-trained team that consistently follows processes, communicates proactively, and solves most issues without escalation. These foundations will allow us to grow sustainably while keeping clients confident in our services.
9. What excites you most about the future of our operations team?
The level of ownership people take in their work because you can’t teach caring, and this team genuinely cares. With simplified and aligned processes, that becomes a real advantage.
10. What’s one thing you want employees to know about you as you continue this journey with QS?
I value a growth mindset, positive energy, effort, and courage. If something is unclear or not working, I want to hear about it so we can fix the system together.
11. Anything else you want to share?
I appreciate how welcoming everyone has been. Starting in a new industry and role requires trust from both sides, and I’ve felt that from day one. I also want people to feel open and comfortable reaching out to me directly. This allows me and those responsible to identify patterns, solve issues as a group, and improve and scale the organization, all of which lead to effective execution!