About John G. Kent

Kennel Business Consulting — Built From Real Operations

I’m not interested in hype. I’m interested in decisions that hold up under pressure.

I’m John G. Kent. I finished a Bachelor of Commerce at the University of Toronto in three years, then spent the next two decades doing things the hard way — which turned out to be the right way.

I worked in credit, then returned to the family farm, a joint venture on equal terms with family partners, for close to a decade. When mad cow disease hit, cattle prices collapsed overnight. We lost a million dollars in a single day. That kind of loss either breaks you or clarifies you. We kept going.

I started my banking career as a Business Advisor, working with small business owners across a wide range of industries — farmers, tradespeople, professionals, and family-run operations.

Along the way, I completed the Canadian Securities Course and earned my Personal Financial Planner designation. On paper, that training is about financial products and planning. In reality, it teaches you something more useful: how to read a balance sheet the way a lender does, not the way a business owner hopes it looks.

I ended up winning Best of the Best for small-business banking and finished the year at more than double my sales target. There was even a day when I brought in $8.5 million in a single account switch. That kind of move isn’t about rates — every bank will offer something similar. It’s about trust. Deposits follow relationships. Lending follows numbers. Knowing the difference between those two things changes how you walk into every conversation.

Then came a role as a parts manager at a New Holland tractor dealership. Then we bought a property in Bath, Ontario, and the kennel that came with it had to start paying the mortgage.

John and Juno.

Why Kennels

The plan wasn’t a kennel — it was farming. Then I was laid off, Veronica was on maternity leave, and we carried two mortgages for months while trying to sell our other house. So the dogs had to pay the mortgage. It wasn’t romantic. It was stressful, and it forced operational clarity fast.

 

We doubled revenue within the first sixteen months. Tripled by year three. We’re now approaching six times the revenue the business was doing when we took it over — across 27 suites in Bath, Ontario.

What I Learned the Hard Way

When it comes to animal care, I believe ethical outcomes are rarely about intentions. Your intentions are internal; your actions are what matter. It’s about the system you build: layout, routines, staffing, noise, recovery time, and the standards you’re willing to enforce in the pursuit of that care, even when it’s inconvenient. 

 

My experiences on the farm and at the kennel have taught me that keeping animal welfare at the top of the pyramid isn’t just the right thing for the animals — it’s the right thing for you. From the manure pit to dog fights, the hard moments are real. They shape how you build systems, how you hire, and how you enforce standards when it would be easier not to. You do what’s right, even when no one is looking.

How I Work

I’m more mentor than consultant. I don’t sell a franchise system. I help owners and operators make better decisions within their constraints and execute without repeating avoidable pain.

 

I work with boarding kennel owners and operators across Canada — at every stage from first decision to full operation. 

Operational proof lives at The Loyalist Barkway

There are many paths to the summit.
There is no reason we can’t all make it —
and bring others along with us.

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