From swimming laps in Pittsburgh to steering leadership teams in the business world, Kevin Gyke’s journey has been anything but idle.
A Senior Director with a background grounded in discipline and a passion for precision—on the road and in the boardroom—he shares insights into his career path, leadership values, and love for all things automotive.
Q: Kevin, let’s start from the beginning. What was early life like for you in Pittsburgh, and how did it shape your career mindset?
KG: Growing up in Pittsburgh gave me a strong sense of community and resilience. I went to St. Teresa’s for grade school, and later, North Catholic High School. It was a tight-knit environment, but competitive. That mix helped build a work ethic that I still carry today. I was a swimmer and also ran cross country—both sports that teach you discipline, endurance, and focus. When you’re in the water staring at that black line or pushing through a long run, it’s just you and your willpower. That mental toughness translated directly into my professional life.
Q: You then studied at La Roche University. How did your university experience impact your career development?
KG: La Roche was instrumental. It’s where I refined how I think critically and lead collaboratively. Being on the Dean’s List and receiving academic honours was a confidence boost, but what really stuck with me were the professors and classmates who challenged me to go beyond what was expected. I stayed involved after graduation and now serve on the university’s Board of Directors and as Vice-President of the Alumni Board. Giving back is important to me because La Roche helped lay the foundation for everything that came after.
Q: Walk us through your career progression—from Manager to Senior Director. How did those transitions happen?
KG: Like most people, I didn’t start out with a clear end point. I began in a managerial role and focused on learning everything I could—about operations, team dynamics, and strategy. What helped me move forward was consistency. Showing up, solving problems, and staying curious.
As I moved from Manager to Senior Manager and then Director, the scale of responsibility shifted. It wasn’t just about execution anymore; it was about vision and influence. Now, as a Senior Director, I lead with a broader perspective. I’m always asking: how does this decision impact the wider business? How do we stay agile? I try to empower my team the same way mentors empowered me—by trusting them to lead.
Q: Has there been a particular moment in your career that made you stop and think, “I’ve made it”?
KG: I wouldn’t say I’ve had an “I’ve made it” moment. My mindset’s more about “What’s next?” That said, I do remember getting promoted to Director. I had been through some challenging transitions—projects that didn’t go as planned, team restructuring, high-pressure deadlines. When the promotion came through, it felt earned. Not just a title, but a recognition of growth through adversity.
Q: Switching gears—literally—tell us about your passion for cars. How did that start?
KG: My love for cars goes back as far as I can remember. It started with toy models, then grew into real machines. I’m especially drawn to vintage Mercedes and Jaguars. There’s something almost meditative about restoring them. I’ve spent countless weekends in the garage taking apart engines, sourcing rare parts, and learning from fellow enthusiasts. I’m a member of the Mercedes Benz Club of America, and that community has been a great outlet outside of work. It’s not just about the cars—it’s the craftsmanship, the history, the challenge.
Q: Do you see any parallels between your interest in restoring vintage cars and your approach to business?
KG: Definitely. Restoring a car teaches patience and precision. You can’t rush it. You have to understand the system, troubleshoot issues, and sometimes make tough calls about what’s worth saving. Business is similar. Whether it’s developing a team, fixing a broken process, or refining a strategy, the principles apply. Also, both require a long-term mindset. You might not see results today, but the payoff comes if you stay committed.
Q: What advice would you give to someone looking to move into leadership roles in their industry?
KG: Listen more than you talk. Understand your people, your customers, and your product. Also, take ownership—especially when things go wrong. That builds trust faster than any speech you could give. Finally, stay curious. The moment you think you’ve figured it all out is the moment you stop growing.
Q: And finally, what keeps you motivated today?
KG: It’s a mix of things. Seeing people I’ve mentored step into leadership roles. Solving complex challenges with a smart team. And honestly, knowing that there’s always more to learn—whether it’s the next vintage car project or the next business pivot. I don’t believe in standing still. Whether it’s on the road or in a boardroom, I’m always moving forward.
