Facility Rockstars

In this episode, Jay Culbert sits down with Colby Fillippelli, Senior Vice President of Facilities at JLL and incoming President of the Boston chapter of IFMA. Colby brings over 25 years of facilities management experience, having led operations for major organizations including Dunkin' Brands, Hasbro, and Novartis. Throughout the conversation, Colby shares how his career evolved from an HVAC technician responding to work orders to a seasoned executive overseeing national real estate portfolios, and what he learned along the way. At the heart of his philosophy is a simple but powerful belief: facilities is a people business that just happens to involve buildings.From handling a middle-of-the-night fire at a client site while snowboarding at Loon Mountain to using metrics to shift his team from reactive to proactive, Colby offers hard-won insight into what it really takes to thrive in this industry. He emphasizes the power of consistent communication, the importance of staying current, and why paying it forward to the next generation of facilities professionals is one of his greatest priorities. His energy, honesty, and no-nonsense approach make for a conversation that is equal parts practical and inspiring. Takeaways:Be honest and ask questions constantly. Admitting what you don't know and asking for help isn't weakness — it's how you grow. The most effective facilities professionals don't fake it; they ask, learn, and communicate openly at every stage of their career.Shift from reactive to proactive using metrics. Tracking patterns in your work orders and recurring issues isn't just good practice — it drives cost savings, reduces risk, and transforms how your team operates. If you're not measuring it, you can't improve it.Communicate early, even without all the answers. Don't wait until you have perfect information to update your team or clients. Timely, honest communication — especially during a crisis — builds credibility and keeps everyone moving in the right direction.Your vendor relationships are your lifeline. Know your vendors personally before you sign a contract. When something goes wrong at 10 PM, those relationships are what keep operations from falling apart. Invest in them the same way you invest in your team.Know when to defer maintenance — and when you absolutely can't. Deferring critical infrastructure like HVAC PMs, arc flash updates, or major MEP work is a risk not worth taking. A seasoned facilities leader knows how to make the case for doing it right the first time.Pay it forward to the next generation. The industry is losing decades of institutional knowledge as Baby Boomers retire. Those with experience have a responsibility to mentor, educate, and actively invest in emerging professionals — both inside their organizations and through groups like IFMA.Mindset and attitude are as important as technical skills. Showing up with energy, professionalism, and a team-first mentality isn't optional — it's what makes everything else work. As Colby puts it: you're not curing cancer, so bring some levity to the work.Quote of the Show: "Follow-through matters more than intent, and your reputation compounds over time."Links:LinkedIn: https://www.linkedin.com/in/colby-fillippelli-cfm-8591097/ Company Website: https://www.jll.com/en-us/ IFMA Boston Website: https://ifmaboston.org/ 

In this episode, Matt Greenfield, Executive Director of Laboratory Operations and Facilities at Verve Therapeutics, a wholly owned subsidiary of Eli Lilly, shares a fascinating career trajectory that began at the scientific bench and evolved into executive operational leadership. With over 25 years in the pharmaceutical industry, Matt has led the design, construction, and move-in of more than 100,000 square feet of lab space, all while championing a culture built on partnership, data-driven decision-making, and genuine kindness. He opens with a disarmingly simple but powerful lesson: be a nice person, and then goes on to show exactly how that principle plays out across every facet of his leadership.A central theme throughout the conversation is collaboration, not as a buzzword, but as the practical engine that drives results. From interviewing every scientist before starting a new role to building a safety program that eliminates excuses by giving people the tools and resources they need upfront, Matt demonstrates what it looks like to lead with empathy while still holding people to the highest standards. He also reflects on the greatest challenge of his career, relocating an entire operating pharmaceutical company, and what he'd do differently, offering candid, actionable advice for anyone facing a similar transition. Takeaways:Be a nice person first. It sounds simple, but Matt credits this as his single biggest lesson learned. People want to work with you, partner with you, and go to bat for you when you treat them well. Kindness is a leadership strategy.Demand to contribute — from yourself and others. Push past discomfort and put your ideas on the table. Growth comes from being willing to be a little vulnerable. And hold others to that same standard by creating space for their voices too.Use data to drive decisions and resolve conflict. Whether it was proving a lab was too warm by citing equipment specifications or convincing leadership to make a key hire, Matt consistently turns to data to make an airtight case. Vague complaints don't move people — numbers do.Don't just do the work. Communicate that you did it. Operations teams often work quietly in the background and assume results speak for themselves. Matt learned the hard way that completing a task isn't enough — you have to tell people what you did and how to use it.Build safety programs that eliminate excuses. Rather than policing behavior, Matt's team invested in giving employees every resource they needed — prescription eyewear services, vendor demo days, and creative events like a "Safety Olympics" — so when standards weren't met, there was nothing to point to but personal accountability.Reach out to others who've already solved your problem. Your challenges are not unique to you. Matt encourages leaning on your network, especially during complex transitions. Someone has already been through it — find them and ask.Be proactive, not reactive. In a startup environment, reactive becomes a habit. Matt's ongoing goal is to make earlier, more decisive calls — and he advises anyone managing a facility move to get ahead of issues before they linger.Quote of the Show:"I love the people. That's what drives me every day. It's solving problems, collaborating to come up with solutions that I know are gonna drive things forward."Links:LinkedIn: https://www.linkedin.com/in/matthew-greenfield-833a3277/ Website: https://www.lilly.com/ 

In this special compilation episode of Facility Rockstars, host Jay Culbert brings together eight seasoned facilities and EHS professionals from the pharma and life sciences world — Bob Mack, Mike Rich, Harvey Handy, Dave Vansteenburgh, Tony Burke, Jeff Kaminski, Dan O'Connell, and Gabriel Budds — for a deep and practical conversation on what it really takes to manage facilities in one of the most regulated industries on the planet. From navigating FDA inspections and wastewater compliance to building comprehensive asset lists and managing lab buildouts, the guests pull back the curtain on the unique challenges that define life sciences facility management. A consistent theme throughout: the stakes are extraordinarily high, and failure simply is not an option when the work being done supports treatments for Parkinson's, Alzheimer's, schizophrenia, and other serious conditions.The conversation covers everything from hiring the right team members (including a memorable story about spotting a future facilities tech across the street while heading out one day) to maintaining audit-ready environments year-round. The guests also explore the critical relationship between facilities and EHS, the value of cross-functional professional networks, proactive lifecycle and budget planning through CMMS systems, and why a "never say no" mindset is the foundation of a long and successful career in life sciences facilities. Whether you work in research, process science, or full GMP manufacturing, this episode is packed with practical wisdom you can put to work immediately.Takeaways:Never say no — be a problem solver first. In life sciences facilities, your job description is always expanding. Approaching every challenge with a "we'll figure it out" mindset makes you indispensable and builds trust with the scientists and teams you support.Build your team before you build anything else. The right internal team — including lab ops, safety, and operations — is the foundation of any successful facility. Identify your core people early, establish your internal team, and let them be the filter between scientists' wants and actual project needs.Stay audit-ready every single day. Whether it's an FDA visit, a wastewater inspection, or a building code review, the best preparation is treating compliance as an ongoing practice, not a sprint before an inspection. Monthly PM checks, updated logs, and organized documentation eliminate last-minute scrambles.Asset lists and CMMS aren't optional — they're your financial crystal ball. Knowing what equipment you have, its lifecycle status, and when it will need to be replaced allows for capital planning, proactive budgeting, and avoiding the chaos of a break-fix mentality.The facilities-EHS relationship is your most important internal partnership. In regulated environments, facilities and EHS leaders are effectively co-signers on compliance. Building that relationship before a regulator walks through the door is non-negotiable — you need to be able to present a unified, confident front together.Dry runs save reputations. Practicing for regulatory inspections — ideally with a third party who can stress-test your team — is one of the most underutilized tools in facilities management. The more realistic the simulation, the more prepared you'll be when it counts.Invest early in people who want to learn. Some of the best facilities professionals don't come with the perfect resume — they come with curiosity, drive, and a willingness to adapt. Finding and developing those people (like the story of Nico, who went from lab tech at 18 to Facilities Operations Manager in seven years) is what sustains great teams over time.Quote of the Show:"At the end of the day, safety comes down to just caring about the person who's working for you and making sure that they are going home to their families the same way they came in." — Dan O'ConnellLinks:Bob MackLinkedIn: https://www.linkedin.com/in/bobmack9/  Website: https://www.korrobio.com/  Mike RichLinkedIn: https://www.linkedin.com/in/michael-rich-cfm-00b06b19a  Company website: https://www.cerevel.com  Harvey HandyLinkedIn: https://www.linkedin.com/in/harvey-handy-100b5b28/  Email: [email protected]  David Vansteenburgh LinkedIn: https://www.linkedin.com/in/david-vansteenburgh-a17ba821a/  Email: [email protected]  Tony BurkeLinkedIn: https://www.linkedin.com/in/anthony-burke-1ba8a768/  Email: [email protected]  Jeff Kaminski LinkedIn:https://www.linkedin.com/in/jrkaminski/  Website: https://eyepointpharma.com/  Dan O'ConnellLinkedIn: https://www.linkedin.com/in/dano495  Website: https://www.alnylam.com Gabe BuddsLinkedIn: https://www.linkedin.com/in/gabrielbudds  Fluor Corporation (Website): https://www.fluor.com 

In this episode, Vanessa Brady, Director of Global EHS and Sustainability at Charles River Laboratories, brings over two decades of experience across industries, including aerospace, life sciences, cosmetics, biotechnology, and oil and gas. A certified industrial hygienist and newly re-elected Secretary Elect of the American Industrial Hygiene Association (AIHA), Vanessa shares hard-won lessons on building EHS programs that are embedded, not isolated, within organizations. She emphasizes that success in safety and compliance almost always comes down to one thing: getting the right people in the room early.Vanessa walks through some of the most persistent challenges she's encountered across her career, from management of change to contractor vetting, and explains why the US lags behind many European countries in EHS rigor. She makes a compelling case for prevention through design, the idea that the best safety solution is often to eliminate the hazard altogether, and explains how industrial hygiene, which deals with invisible, long-term exposures, is one of the most underappreciated yet critical disciplines in the field. Whether you're an EHS professional, a facilities leader, or someone who simply cares about workplace safety, this episode is packed with practical, experience-backed guidance. Takeaways:Don't let EHS work in a silo: Safety and compliance initiatives fail when EHS tries to drive change alone. Engage stakeholders from HR, legal, procurement, and other departments early in the process. When they're involved from the start, they become advocates — not obstacles.Relationship building unlocks everything: Before you can push an initiative forward, you need to know the people you're working with. Learn about their roles, their challenges, and what matters to them. When the time comes to ask for support, those relationships make all the difference.Management of change is a universal vulnerability: Every organization Vanessa has worked with struggles with it. When new equipment, chemicals, or systems are introduced without a structured review process, hazards slip through the cracks. A cross-functional team approach before any major change can prevent costly — and dangerous — oversights.Prevention through design saves time, money, and lives: Rather than layering controls on top of hazards, ask whether the hazard can be eliminated entirely. Redesigning a confined space so it no longer meets the legal definition, or repositioning equipment to avoid roof access, can eliminate compliance burdens while protecting workers more effectively.Industrial hygiene is about what you can't see: A cut is visible; a chemical exposure that causes illness 30 years later is not. A robust industrial hygiene program — including baseline exposure assessments and repeat monitoring — is essential for truly protecting workers, not just checking compliance boxes.The answers are often already on the floor: Frontline employees frequently know exactly what the safety problems are — and how to fix them. EHS leaders who walk the floor, ask questions, and listen will find solutions faster than those who work only from the top down.Volunteer, mentor, and give back: For experienced EHS professionals, Vanessa's advice is clear: get involved with organizations like AIHA, ASSP, or the National Safety Council. Mentoring the next generation strengthens the entire profession.Quote of the Show:“Don't allow environment, health, and safety to become isolated. Make sure that it becomes embedded with other departments.”Links:LinkedIn: https://www.linkedin.com/in/vanessa-a-brady-ms-cih-csp-0096316/ Charles River Laboratories Website: https://www.criver.com/ American Industrial Hygiene Association: https://www.aiha.org 

In this episode, Paul Tedesco shares a compelling journey from marine engineering to executive leadership in facilities management. Starting his career at sea, Paul reflects on the demanding realities of working in ship engine rooms, where problem-solving, resilience, and accountability are non-negotiable. Those early experiences shaped his disciplined, methodical approach to leadership and continue to influence how he operates today. His transition to land-based roles wasn’t easy, but it opened the door to opportunities across power plants, life sciences, and large-scale facilities operations.A major theme throughout the conversation is the importance of trust, communication, and adaptability in complex environments. Paul highlights the challenges of managing 24/7 manufacturing facilities, building cross-functional relationships, and delivering critical infrastructure upgrades without disrupting operations. He also emphasizes the value of responsiveness, strong networks, especially through Mass Maritime, and maintaining a positive, solutions-oriented mindset. Ultimately, Paul’s story is one of continuous learning, showing up every day, and doing the work to earn trust and drive impact. Takeaways:Build trust before you try to drive change: In high-stakes environments, especially 24/7 operations, change doesn’t happen without trust. Paul spent months building relationships across departments before implementing major infrastructure updates. Take the time to communicate, align, and prove reliability—trust is what unlocks progress.Responsiveness is a leadership superpower: Paul prides himself on answering emails, calls, and requests quickly—even if he doesn’t have a full answer yet. Consistent communication builds credibility and keeps teams moving forward, especially in fast-paced, service-driven roles.Learn how to manage different personalities: From ship crews to corporate teams, Paul emphasizes that every workplace has challenging personalities. Strong leaders adapt their approach, stay composed, and find ways to motivate people without escalating conflict.Your network can shape your entire career: Paul’s transitions—from power plants to life sciences to real estate—were all influenced by connections from Mass Maritime. Invest in relationships early and maintain them; you never know which connection will open your next door.Embrace discomfort and career pivots: Leaving a nearly vested career at sea wasn’t easy, but Paul recognized when it was time for a change. Growth often requires stepping into uncertainty—trust your instincts when it’s time to pivot.Stay organized and on top of your work: Paul’s methodical, detail-oriented approach—shaped by his time in marine engineering—helps him stay ahead. Being proactive, structured, and disciplined ensures nothing falls through the cracks in complex roles.Bring the right attitude to work every day: Technical skills matter, but mindset and personality are just as important. Showing up positive, professional, and team-oriented makes collaboration easier and elevates the entire workplace.Quote of the Show: “Almost every day is a good lesson learned—every day is a different challenge.”Links:LinkedIn: https://www.linkedin.com/in/paul-tedesco-786901a3/ Website: https://www.are.com/ 

What does it look like when a career built on ditches, demolition, and diesel trucks leads straight to the cutting edge of biotech?In this episode, Dan O'Neill, Facilities Manager at EvolveImmune Therapeutics, takes us through one of the most unconventional paths to facilities leadership you'll ever hear. From real estate appraisals and excavation work to genomic sequencing, nonprofits, and commercial trucking, Dan's winding road shaped him into exactly the kind of generalist that startup environments demand.From there, the conversation covers how Dan navigated one of the most chaotic years of his career, simultaneously adding two new labs, building out a full office space on an IKEA budget, migrating out of an incubator, and upgrading the company's entire IT infrastructure to NIST standards. He also shares his stop-listen-inquire approach to emergency response, why saying yes to work outside your job description is the fastest path to advancement, and what it means to prioritize time over money in a startup. Outside of work, Dan is turning his garage into a wood shop, one hand tool at a time, and teaching his daughter the craft along the way.Takeaways:Stuff happens; own it anyway. When something goes wrong, leadership doesn't want to hear who's at fault. Step up, take responsibility, and focus on finding a solution. That's the job.Your diverse experience is an asset, not a detour. A wide range of skills makes you nimble, especially in environments where you can't specialize your way out of every problem. Embrace the winding path.Say yes to opportunities outside your lane. Volunteering for work beyond your job description is how you grow your skills, increase your value, and advance your career. Worst case, it doesn't work out, but most of the time, it does.Stop, breathe, and ask questions before you act. In a crisis, the instinct to jump into action can make things worse. Slow down, assess the situation, and ask the right questions before picking up the ladder.If you're not learning, you're losing. Technology and environments change fast. Make continuous learning a habit, whether it's a certification, a new tool, or just staying curious about what's next.In a startup, time beats money. You're spending investors' money without a product yet, so speed matters more than cutting costs. Don't let being in a support role be your excuse not to dig in; if the company succeeds, everyone wins.Quote of the Show: "Just because an opportunity might be difficult doesn't mean it won't be a good thing." — Dan O'NeillLinks:LinkedIn: https://www.linkedin.com/in/daniel-o-neill-19086ba5/Website: https://evolveimmune.com/

What happens when the biggest leadership breakthrough in your career starts with a personal decision to change your life?In this episode, Forest Wentworth, Associate Director of Projects at the Advanced Manufacturing Center at the University of Maine, gets refreshingly honest about what it really takes to show up as a leader, starting with showing up for yourself first. He opens up about his personal journey through recovery and how getting sober unlocked his highest performance, both at work and at home. From there, the conversation covers building a brand new team from scratch inside the unique world of university-based applied manufacturing, and why under-promising and over-delivering should be the foundation of every client relationship. He also shares how replacing assumptions with questions can transform the way you communicate. Forest goes on to share his father's timeless advice, always help the little guy, and pulls back the curtain on the Late Start Racing Team, a three-generation family project chasing a land speed world record at Bonneville Salt Flats in a 1988 Porsche 944 Turbo, pushing toward 800 horsepower.Takeaways:You can't pour from an empty cup. Before you can truly show up for your team, your family, or your clients, you have to show up for yourself first. Whether that means addressing addiction, protecting your mental health, or simply finding renewed purpose, investing in your own well-being is the foundation of high performance.Pay attention to how you feel Sunday night. How you feel the night before a workweek is one of the most honest indicators of whether you're in the right place. If you're dreading Monday morning and looking for excuses not to show up, that's a signal worth listening to and acting on.Lead by doing, not just directing. If you want to earn respect and build a strong team, make it your business to understand and be able to do the work you're asking others to do. When your team sees that you've walked in their shoes, it builds trust and creates a culture where everyone keeps getting better.Under promise and over-deliver every time. Setting realistic expectations and then exceeding them is one of the most powerful ways to build lasting client relationships. It turns a transaction into a transformation, and a satisfied client into a loyal one.Replace assumptions with questions. Perception is one of the biggest sources of miscommunication on any team or client project. Before acting on what you think you know, ask. Seeking out the other person's perspective, even on small things like shared vocabulary, builds clarity and prevents costly mistakes.Give yourself grace and live in day-tight compartments. You can't change yesterday, and tomorrow isn't here yet. Focus on what you can do today. Set achievable goals, do your best to exceed them, and let go of the rest. Self-compassion isn't a weakness; it's what keeps you in the game long-term.Always help the little guy. Every large company started as a small one. Don't overlook the emerging businesses, the first-time entrepreneurs, or the one-person operations. The value you provide early in someone's journey can be the catalyst that changes everything for them and for you.Quote of the Show: “It’s really hard to show up for your team if you aren’t showing up for yourself.” — Forest WentworthLinks:Instagram: https://www.instagram.com/latestartracingteam/?hl=enLinkedIn: https://www.linkedin.com/in/forest-wentworth-1b56445a/Website: https://latestartracingteam.comYouTube: https://www.youtube.com/@latestartracingteamEmail: [email protected] 

Safety is often treated as a checklist, but according to Colleen Walker, the real goal is creating systems and cultures that sustain themselves. In this episode of Facility Rockstars, Colleen shares insights from her career at the intersection of manufacturing safety, systems thinking, and education. Drawing from her experience both on the factory floor and in the classroom, she explains why the most effective safety programs are designed to function even when key leaders are absent.Colleen also dives into the practical challenges EHS leaders face every day: constant firefighting, balancing urgent issues with important long-term improvements, and making safety training truly stick. She discusses how understanding your audience can transform training outcomes, how technology and AI are beginning to support root cause analysis, and why safety culture ultimately comes down to the choices people make when nobody is watching. Takeaways:Build systems that don’t rely on one person: Effective safety management systems ensure operations continue safely even if a safety leader isn’t present.Don’t let urgent tasks crowd out important work: EHS leaders often spend their days putting out fires, but long-term safety improvements require deliberate time for planning and system development.Start safety training with the audience, not the content: Understanding how your workforce learns best dramatically improves knowledge transfer and real-world application.Focus on knowledge transfer, not compliance: Training shouldn’t just satisfy a requirement; it should enable employees to make better safety decisions when they encounter hazards.Use technology to reinforce safety thinking: Tools like AI prompts for root cause analysis or engagement platforms during virtual training can make safety processes more effective.Design visual systems that support safe behavior: Simple visual indicators—like color-coded lockout/tagout systems—can help workers make safer decisions quickly.Connect safety to what matters in people’s lives: Understanding employees’ personal motivations helps reinforce why safety matters beyond compliance.Quote of the Show:“Training is intended to educate so that people can make better or different decisions when they encounter a hazard or a risk personally.”Links:LinkedIn: https://www.linkedin.com/in/colleenm-walker/ Website: https://www.stanleyblackanddecker.com/ Email: [email protected] 

Robert Mack, Director of Facilities and Laboratory Operations at Korro Bio, delivers a masterclass in building a resilient and strategic facilities career in the life sciences sector. With 18 years of experience spanning water and sewer work, accounting, auditing, battery manufacturing, and biotech lab operations, Robert shares how embracing chaos, never saying “no” early in your career, and stacking safety certifications can dramatically accelerate professional growth.Robert also unpacks the changing dynamics of the Massachusetts biotech market, the importance of safety leadership in lab environments, and how to position yourself as indispensable by owning OSHA, DOT, IATA, and waste certifications. From turning labs “upside down” to prioritize infrastructure correctly, to ending meetings early with pride, this episode delivers practical frameworks for facility professionals who want to lead strategically — and thrive in uncertainty. Takeaways:Don’t Say “That’s Not My Job”: Early in your career, say yes to opportunities outside your scope. Exposure builds skill, trust, and long-term leverage.Stack Safety Certifications Strategically: Start with OSHA 10, then OSHA 30, and expand into RCRA, DOT, and IATA. These credentials separate you quickly and make you indispensable.Own the Safety & Compliance Function: If you can sign permits, manage waste, oversee shipping, and lead safety committees, you become mission-critical to the organization.Get Everyone in the Same Room for Construction Projects: Avoid “meetings about meetings.” Bring design, construction, and facilities together to prevent costly miscommunication.Build the Infrastructure First: When planning labs, “turn it upside down.” Focus on HVAC, electrical, and core systems before getting lost in minor details.Become a Cross-Functional Bridge: Develop strong relationships with HR, finance, lab leadership, and executive teams. Facilities leaders filter and translate information both ways.Embrace Chaos as Training: Every build-out, shutdown, expansion, or decommissioning is a learning opportunity that strengthens long-term strategic value.Quote of the Show: “ You have to be humble enough to know that you don't know something, but proactive enough to go learn it.”Links:LinkedIn: https://www.linkedin.com/in/bobmack9/ Website: https://www.korrobio.com/ 

In the final installment of Facility Rockstars’ special series with Massachusetts Maritime Academy, host Jay Culbert sits down with three accomplished graduates who are now leading across the facilities, engineering, and operations landscape. Featuring David D’Amore, Tim Cullinan, and Paul Donhauser, the episode explores how the academy’s unique structure, leadership training, and hands-on technical education continue to shape their careers decades after graduation.The conversation highlights how the academy’s “Learn. Do. Lead.” philosophy translates directly into the professional world—from systems thinking and operational accountability to leadership development and industry networking. Each guest reflects on their personal journey through the regimented academy environment and how the discipline, preparation, and responsibility they learned there became a lasting competitive advantage in their careers. Takeaways:Discipline compounds over time: What may feel rigid early in a career often becomes a competitive advantage later. Consistency in preparation, punctuality, and accountability builds long-term credibility.Learn systems, not just tasks: Understanding how complex systems interact—rather than just how individual components work—is a critical skill for facilities and operations leaders.Leadership starts with example: Preparation, punctuality, and personal standards set the tone for the people you lead.Focus on what’s in front of you: Handling the “task at hand” and controlling what you can control is often the most effective path to long-term success.Small habits build discipline: Daily actions—showing up prepared, following through on commitments, and maintaining standards—create lasting professional muscle memory.Invest in your network early: The relationships built during school often evolve into future colleagues, partners, clients, and mentors.Technical confidence opens doors: Hands-on experience and exposure to real systems can accelerate career development and help professionals step confidently into complex environments.Quote of the Show: “Show up early, be prepared. Hold yourself to high standards, especially when no one’s watching.” — David D’AmoreLinks:David D’AmoreLinkedIn: https://www.linkedin.com/in/david-damore-2262474/ Website: https://www.are.com/ Tim CullinanLinkedIn: https://www.linkedin.com/in/tim-cullinan-13508241/ Website: https://www.janitronics.com/ Paul DonhauserLinkedIn: https://www.linkedin.com/in/pauldonhauser/ Website: https://www.bostonscientific.com/en-US/home.html 

In the third installment of our special series with Massachusetts Maritime Academy, host Jay Culbert sits down with Allen Metcalfe alongside Dr. John Bausch and Katie McClellan to explore what truly shapes the Mass Maritime experience from the leadership side. This conversation moves beyond the cadet perspective and into the systems, infrastructure, and intentional design that develop disciplined, capable, and workforce-ready graduates.From major campus reinvestments, including new STEM facilities, geothermal systems, and marine infrastructure, to the Academy’s defining “Learn, Do, Lead” framework, this episode highlights how academic rigor and a regimental lifestyle combine to create uncommon leadership growth. The faculty and leadership team share how experiential learning, early responsibility, and high standards prepare cadets not just for jobs, but for leadership roles from day one. Takeaways:Create structured leadership progression: Leadership development works best when it’s layered—start with learning how to follow, then gradually increase responsibility.Reinvest continuously in infrastructure and people: Staying competitive requires constant improvement—whether in facilities, sustainability initiatives, or training technology.Pair theory with real-world execution: The “Learn, Do, Lead” model reinforces that classroom knowledge must be applied through experiential learning, internships, and hands-on training.Build culture through standards and discipline: Clear expectations—like punctuality and accountability—create consistency that employers recognize and value.Develop leadership early: Giving students meaningful responsibility before graduation builds confidence and readiness that traditional programs often lack.Support learning environments behind the scenes: Operations, maintenance, marine services, EHS, and campus safety teams play a critical role in enabling student success.Adapt to workforce evolution: Facilities and operational leaders must continually update systems and training to stay aligned with changing industry demands.Quote of the Show:“You start off as a freshman… learning all about how to follow… By the time you are done in your senior year, you've had more opportunities for leadership than anybody else coming out of a four-year degree program.” - Katie McClellanLinks:Allen MetcalfeLinkedIn: https://www.linkedin.com/in/allen-metcalfe-23bb3b12/ Website: https://www.maritime.edu/about/president/senior-staff Phone Number: (508) 830-5052.John BauschLinkedIn: https://www.linkedin.com/in/john-j-bausch-ph-d-155a915/ Website: https://www.maritime.edu/directory Email: [email protected] Katie McClellanLinkedIn: https://www.linkedin.com/in/katie-mcclellan-9148b98/ Website: https://www.maritime.edu/undergraduate-programs/marine-engineering/faculty Email: [email protected] 

In this second installment of our four-part special series, we go behind the scenes with the faculty and leadership who shape the Massachusetts Maritime Academy experience. Jay Culbert sits down with Chief Engineer Laura Wilcox of the training ship TS Patriot State and Dr. Ashraf Omran, Associate Professor in the Facility Engineering department. Chief Wilcox, calling in live from the Caribbean Sea, describes the immense responsibility of managing an "island" at sea. A vessel that supports 600 cadets and processes its own water, power, and waste while transiting the Panama Canal. She highlights how the ship serves as the ultimate laboratory where cadets transition from classroom theory to real-world operational maintenance.The conversation also features Dr. Ashraf Omran, a control systems expert with 24 international patents, who discusses the creation of the Academy's world-class Operational Controls Lab. Dr. Omran explains the "Learn, Do, Lead" philosophy that defines the MMA curriculum, emphasizing the importance of troubleshooting and decisive leadership in engineering. Together, they explore how the Academy’s unique regimental structure and immersive labs create a level of professional predictability that makes MMA graduates some of the most sought-after professionals in the facility and marine engineering sectors. Takeaways:Implement "In-Place" Training: Use routine maintenance, like an air compressor oil change, as a real-time teaching moment for junior staff rather than just a task to be completed.Master the Noontime Report: Maintain strict accountability for system conditions and fluid quantities through regular, standardized reporting to ensure operational readiness.Build Pride through Utility: Recognize that basic tasks like waste management and site cleaning are essential for team safety and building a culture of workplace pride.Prioritize Troubleshooting in Professional Development: Move beyond just knowing how a system works; practice diagnosing "glitches" and making independent decisions under pressure.Foster Industry Engagement: Bridge the gap between education and the workforce by inviting industry leaders and alumni into your training spaces to share real-world expectations.Invest in Experiential Learning (EL): Use field trips and site visits to help early-career professionals distinguish between different facility types, from power plants to biotech labs.Quote of the Show:"We take you from the theoretical all the way through the hands-on, and then to the practical skill and the practical knowledge that you need in order to run a ship, to run a power plant, to run an industrial facility." - Laura WilcoxLinks:Laura WilcoxLinkedIn: https://www.linkedin.com/in/lwilcox/ Website: https://www.maritime.edu/directory Email: [email protected]  Ashraf OmranLinkedIn: https://www.linkedin.com/in/ashraf-omran-9572104b/ Website: https://www.maritime.edu/ Email: [email protected] 

In this kickoff to a special four-part series in partnership with Massachusetts Maritime Academy (MMA), Jay Culbert sits down with five impressive cadets to explore the journey of the next generation of engineering and facility leaders. The episode features seniors Knox Ackerman, Sam Toerne, Ed Mekjian, Luke Dubois, and Chase Dwight, as well as junior Ryan Liberatore. These cadets share their unique paths to the Academy, ranging from a multi-generational maritime family influence to a trek from Minnesota to Cape Cod to pursue a passion for boats.The conversation dives deep into the "secret sauce" of the MMA experience: the fusion of rigorous theoretical knowledge with gritty, hands-on application. Listeners will hear firsthand accounts of the Academy’s legendary "Sea Term," student-led research on electric propulsion, and the transformative power of the regimental lifestyle. Beyond the technical expertise, the cadets reflect on their personal growth—transitioning from shy high school students to confident leaders ready to manage complex systems in power plants, pharmaceutical facilities, and on commercial vessels across the globe. Takeaways:Bridge the Theory Gap: Seek opportunities to apply classroom concepts to real-world mechanical systems, such as boilers or turbines, to deepen technical understanding.Step Out of Your Comfort Zone: Professional growth often requires putting yourself in "uncomfortable positions," such as public speaking or regimental leadership, to build the necessary "people skills."Value "Followership" Before Leadership: Recognize that becoming an effective leader starts with learning how to be a disciplined follower within a structured organization.Network Across Generations: Leverage institutional reputations and alumni networks (like the "Maritime name") to secure internships and gain industry insights.Maintain "Good Housekeeping": In any facility or vessel, prioritizing cleanliness and organization is a critical safety measure to prevent fires and accidents. Pursue Practical Licensing Early: If your field offers state or federal certifications (like a 3rd Engineer’s license), prioritize these during your training to enter the workforce with immediate utility.Quote of the Show:"Not only have I become a better engineer in the classroom, but I've also become a better human being and a leader as well." - Chase DwightLinks:Website: https://www.maritime.edu/ 

Episode 100 of Facility Rockstars is a milestone celebration—and there’s no better guest to mark the moment than Jessica Oriente, an award-winning project engineer and facilities leader at Sappi North America. Jessica represents the next generation of engineering leadership, bringing together technical excellence, real-world field experience, and a deep respect for the people and systems that keep complex operations running 24/7. In this episode, she reflects on her journey through large-scale capital projects, including Sappi’s $500M Project Elevate, and her transition into facilities maintenance leadership.Throughout the conversation, Jessica shares hard-earned lessons on adaptability, contingency planning, and knowledge transfer in an industry facing a generational shift. From managing underground infrastructure and aging assets to balancing sustainability goals with operational realities, she offers a candid look at what it takes to lead in facilities today—and what it will take to build resilient, future-ready operations. This episode is both a celebration of 100 episodes and a reminder of why facilities professionals truly are the unsung heroes behind everything that works. Takeaways:Adaptability is a learned skill — real resilience is built in the field, not just in the classroom: Education provides a strong foundation, but true adaptability is forged through hands-on experience where plans change, constraints surface, and real-world variables collide. The more time spent in the field, the better leaders become at responding calmly and effectively when the unexpected happens.Hope is not a plan — contingency planning and risk assessment are essential, even when failure feels unlikely: Facilities rarely fail on schedule, and assuming everything will go right creates unnecessary risk. Thoughtful contingency plans, regularly reviewed and updated, ensure teams are prepared to act decisively when systems, assets, or infrastructure inevitably break down.Prioritize high-risk assets by evaluating both the probability of failure and the operational impact: Not every asset carries the same level of risk, and time and resources are always limited. Focusing first on systems that are most likely to fail—and would cause the greatest disruption if they do—creates smarter, more resilient maintenance and capital planning.Capture institutional knowledge early — experienced professionals retiring take decades of insight with them unless it’s documented and shared: Veteran team members often hold critical context that doesn’t exist in drawings or databases. Proactively transferring that knowledge through documentation, mentoring, and collaboration protects operations and shortens the learning curve for the next generation.Facilities leadership isn’t glamorous, but it’s mission-critical — reliability keeps operations, people, and customers moving: While the work may be behind the scenes, facilities teams directly enable production, safety, and customer trust. When infrastructure works seamlessly, it’s a sign of strong leadership, preparation, and disciplined execution.Sustainability starts with infrastructure decisions — long-term investments shape both environmental and operational outcomes: Choosing the right materials, systems, and designs today determines energy efficiency, resilience, and environmental impact for decades. Sustainable facilities aren’t built through slogans, but through intentional, forward-looking capital decisions.Ask questions and use your resources — learning from industry veterans accelerates growth more than any manual ever could: No handbook can replace lived experience, especially in complex industrial environments. Seeking guidance from seasoned professionals helps avoid costly mistakes and builds confidence faster than trying to solve everything on your own.Quote of the Show:“Honestly, through everything, I would say that the biggest lesson learned is to just roll with the punches.”Links:LinkedIn: https://www.linkedin.com/in/jessica-oriente-478760236/ Website: https://www.sappi.com/en-us/ Project Elevate YouTube Playlist: https://www.youtube.com/playlist?list=PL15gJQ8HXbb6_-s6QORyruvi3iohl76fx 

What does it really take to keep a complex, 24/7 manufacturing facility running without missing a beat? In this episode of Facility Rockstars, Jay Culbert sits down with Marc Cammarata, Facility Manager at BD Manufacturing in Meriden, Connecticut, to unpack the mindset, discipline, and decision-making required to prevent problems before they become crises. From missed first steps while traveling as a service engineer to building systems that anticipate failure, Marc shares hard-earned lessons from decades at the intersection of science, engineering, and facilities leadership.At the heart of Marc’s approach is a people-first philosophy rooted in listening, preparation, and trust. He explains why reliability depends on a deep understanding of your equipment, your data, and your team, and why safety must be everyone’s responsibility, regardless of title. Whether he’s talking about under-promising and over-delivering, empowering technicians to stop unsafe work, or thinking through worst-case scenarios from the couch at night, Marc offers a candid look at what separates reactive facilities from resilient ones. Takeaways:Listen before you fix: Don’t assume you know the problem—let the full story unfold and ask the right questions before acting.Know your equipment like a system, not a checklist: Understanding how components interact allows you to adjust service intervals, reduce waste, and prevent failures.Use history to make smarter decisions: Detailed maintenance records and CMMS data help identify repeat issues and optimize preventive maintenance.Under-promise and over-deliver: Setting realistic timelines builds trust and creates flexibility when things go better than expected.Make safety everyone’s job: Empower your team to stop unsafe behavior, speak up across hierarchy, and reinforce a shared safety culture.Always have a backup plan: Plan A isn’t enough—great facility leaders think through Plan B and Plan C before problems arise.Lead by getting your hands dirty: Showing up on the floor, helping your team, and understanding the work builds credibility and respect.Quote of the Show:“No job is too large or too small. If it’s important to the customer, it’s important to me.”Links:LinkedIn: https://www.linkedin.com/in/marc-c-2638868/ Email: [email protected] Website: https://www.bd.com/en-us 

What happens when a technically brilliant engineer hits a wall that expertise alone can’t climb? Jay Culbert sits down with Stephanie White, a passionate engineering leader with over 20 years of experience in the pharmaceutical and biotech industries. Stephanie shares her transformation from a "technically strong" engineer working in isolation—often "reinventing the wheel" through exhausting trial and error—to a global leader who champions professional networking and harmonized standards.They dive deep into the importance of active engagement in organizations like ISPE (International Society of Pharmaceutical Engineering). Stephanie explains how moving from a passive observer to an active contributor—such as leading international committees and authoring global guidance documents—can grow a professional network by leaps and bounds. Furthermore, she discusses the strategic value of building "Communities of Practice" within global organizations to streamline operations, share localized solutions, and reduce the "fear factor" and resistance that often accompany major global rollouts. Takeaways:The Isolation Trap: Technical strength alone isn't enough. Stephanie discusses how "reinventing the wheel" within the four walls of a single facility leads to slower decision-making and unnecessary stress.Active vs. Passive Networking: Real growth happens when you move from being a "name on a list" to taking an active role. Stephanie moved from attending sessions to leading an international steering committee.Global Harmonization: Standardization is critical in regulated environments to ensure all sites perform consistently during regulatory inspections.The Power of Ownership: To avoid resistance to change, involve end-users in the creation of new programs. When people help build the governance documents, they embrace the deployment rather than fearing it.Quote of the Show:"The biggest lesson I've ever learned is that being technically strong isn't enough if you're trying to operate in isolation."Links:LinkedIn: https://www.linkedin.com/in/stephanie-j-white/ Website: https://www.a-bio.com/ Shoutouts: ISPE: https://ispe.org/ 

In this episode of Facility Rockstars, host Jay Culbert sits down with Jeff Beaudry, the Regional Facility Rockstars Director at Appleton Corporation. With over 19 years of experience managing 30 properties totaling more than 2.6 million square feet, Jeff shares his evolution from a maintenance superintendent in residential housing to a leader overseeing high-tech life science labs. He discusses the "epiphany" that shifted his career from just grinding through tasks to finding true passion in making buildings better for the people who live and work in them.The conversation dives deep into the philosophy of facility management, emphasizing the importance of becoming the absolute expert on your specific assets. Jeff offers insightful advice on "leading without a title," the necessity of bridging the communication gap between technical operations and financial leadership, and why the future of the industry—even with the rise of AI—will always rely on the "ground up" professional who knows how to keep a building running when the automation fails. Takeaways:Find Your "Why" in the End-User: Focus on the impact your work has on residents or tenants; viewing the building as a product for people’s comfort can drive long-term passion and career success.Be the Expert of Your Specific Asset: During new construction or transitions, "lock in" with the MEP and construction teams to understand every system from the basement to the roof. Aim to know the building better than the engineers who drew it.Learn the Language of the CFO: When advocating for capital projects or energy initiatives, translate the technical needs into financial impacts, such as labor costs and 12-month ROI, to gain executive buy-in.Adopt a "Listen First" Mindset: Especially early in your career, find the smartest person in the room and "shut up and absorb" their knowledge rather than trying to figure everything out through solo grinding.Support and "Pour Into" Your Team: Effective leadership requires constant checking in and interpersonal support; ensure the company culture is carried from top to bottom by empowering your team to grow into your own role.Lean Into Technology, Don't Fear It: Use AI and new platforms to level the playing field, particularly for written communication and task-based efficiency, but maintain the hands-on skills to operate when technology fails.Just "Chill Out" During Crises: When faced with high-pressure failures, avoid over-analyzing or getting emotional. Build a simple plan and jump into action to reduce anxiety and reach the outcome faster.Quote of the Show: "You have to have the confidence to know that that's your building. You understand the building... You are that building's operator."Links:Email: [email protected]: https://www.linkedin.com/in/jeffrey-beaudry-a132b311a/ Website: https://appletoncorporation.com/ 

As we get ready to launch our special show series with MMA this February, we wanted to bring back an episode that highlights the kind of leadership and perspective that continues to shape our industry. Jamie’s voice remains an important one, and we’re excited to share this conversation again with our community.Captain Jamie McDonald, Dean of Graduate and Continuing Studies at Massachusetts Maritime Academy, shares insights from his extensive career as a marine engineer, educator, and leader. He introduces his core management philosophy that performance is a product of ability multiplied by motivation, providing a framework for diagnosing and solving personnel challenges. Captain McDonald discusses the importance of creating policy to implement vision, using his own efforts to establish new graduate programs—like the "Four plus One" and a potential doctoral degree—as prime examples. He also touches on the significance of financial literacy for engineers, innovative energy projects at the MMA campus, and a harrowing story of surviving a storm at sea that shaped his perspective on overcoming challenges. Takeaways:Diagnose Performance Issues: When an employee is underperforming, determine if it's an ability problem (requiring training) or a motivation problem (requiring a deeper understanding of the individual's circumstances).Hire for Passion: When hiring, look for passion in a candidate, as it is a key driver of motivation and can lead to better employee retention.Become an Implementer: Recognize that great ideas are common, but the real value lies in being an "implementer" who knows how to navigate systems and enact policy to bring those ideas to life.Embrace Financial Literacy: Facility managers should understand financial concepts like present and future value to make sound business and project decisions.Practice Active Listening: In meetings and one-on-one conversations, make a conscious effort to "say a little and listen a lot" to ensure people feel heard and to gain a fuller understanding of the situation.View Policy as a Tool for Change: Approach policy not as a bureaucratic hurdle but as the mechanism for making substantive changes and driving an organization toward a future vision.Quote of the Show: "These are the people that we want in the program. Change makers, visionaries, and implementers."Links:LinkedIn: https://www.linkedin.com/in/james-mcdonald-6b5872153/ Website: https://www.maritime.edu/ Email: [email protected] 

Alex Agnello, a seasoned technology leader and the founder of True Data Ops, joins host Jay Culbert for this special episode. With a background spanning the U.S. Air Force, medical technology, and defense, Alex brings a "unicorn" blend of deep engineering expertise and approachable insight to the world of facilities management. He discusses the evolution of AI from a source of fear to a vital operational tool, explaining that while AI has been around since the 1950s, modern tools like Large Language Models (LLMs) are finally making this technology accessible and "Hollywood-ified" for everyday use.The conversation dives deep into the practical applications of predictive analytics and IOT sensors. Alex explains how high-frequency data, analyzing thousands of samples per second, can detect issues like pump cavitation or motor failure months before they occur. He emphasizes that the true value of AI lies in its ability to translate complex graphs into a narrative, telling a "story" that allows facility managers to take proactive action rather than just reacting to fires. Takeaways:Start Small, Not Big: Avoid "boiling the ocean" by picking a single project with low visibility but clear success criteria to test AI implementation.Use the "Insights" Prompt: When using LLMs (like ChatGPT or Gemini) with your data, use the keyword "insights" to uncover patterns or issues you might have overlooked.Anonymize Before You Upload: If your organization has strict data rules, ensure you anonymize sensitive information before sharing it with a public large language model.Request Multiple Versions: When using AI to draft professional communications, ask for three different versions so you can pick and choose the best verbiage.Layer Your Data: Combine BMS data with external IOT sensors (like vibration or temperature) to fill in the "gaps" and create a more accurate predictive profile for your equipment.Time Your Reports: For the highest engagement, push automated data narratives to your team early in the morning (5:00 AM – 6:00 AM) when facility managers have quiet time to plan their day.Consider Space Management: Remember that buildings exist for people; use space management data to adjust maintenance schedules based on actual room capacity and usage rather than just fixed calendar intervals.Quote of the Show:"You gotta start small, right? You can't boil an ocean... Pick a project that you don't have a lot of visibility into, and just say, we want to attack this, and we want to show success criteria."Links:LinkedIn: https://www.linkedin.com/in/alessandroagnello/ Website: https://truedataops.com/ Email: [email protected] Phone Number: (617) 936-9800

As we reflect on this last year, we wanted to re-air this great conversation with David D’Amore, Assistant Vice President – Facility Services at Alexandria Real Estate Equities, Inc.! In this episode, he brings a refreshingly practical and grounded perspective to leadership. His journey illustrates how embracing discomfort, leaning into unfamiliar challenges, and staying aligned with clear organizational priorities can shape a more capable, confident, and influential facility leader.In this episode, you’ll hear how David’s philosophy of intentional growth has guided his career and why pushing beyond your comfort zone is essential for developing resilience, strategic clarity, and team cohesion. He also breaks down the pillars that have shaped his approach to managing complex operations, fostering collaboration across departments, and navigating change with consistency and purpose.Additionally, David offers thoughtful insights on continuous learning, strengthening cross-functional partnerships, and understanding the broader business impacts that facility teams influence every day. Takeaways:Embrace Discomfort for Growth: David emphasized the importance of stepping outside your comfort zone by taking on new, challenging tasks to experience growth in any role.Engage in Cross-functional Collaboration: Avoid silos by encouraging regular communication and collaboration across different departments and teams to enhance problem-solving and innovation.Align Personal and Organizational Goals: Understand both your company’s global and departmental goals, and align your personal objectives to contribute effectively to the overall mission.Manage Risks Proactively: Identify potential risks early in your projects and work processes, and develop strategies to mitigate them. This includes understanding the impact of your performance on your organization’s goals and reputation.Set and Communicate Clear Goals: Establish clear, measurable goals for yourself and your team, ensuring they are aligned with broader organizational objectives to create a sense of purpose and direction.Invest in Continuous Learning: Seek out regular learning opportunities, such as books, courses, or certifications, to stay updated and improve your skill set. David recommended resources like Essentials of Finance and Accounting for Non-Financial Managers by Edward Fields.Highlight the Value of Tasks: Ensure everyone understands the importance of the tasks they are assigned and how they contribute to the bigger picture, which can boost motivation and reduce burnout.Quote of the Show: “ You are not truly experiencing growth unless you're uncomfortable.”Links:LinkedIn: https://www.linkedin.com/in/david-damore-2262474/ Website: https://www.are.com/ 

In this special holiday episode, Jay Culbert offers a message of gratitude, reflecting on the past year and sharing exciting news about the future of Facility Rockstars. The episode begins by thanking the entire community, from weekly listeners to long-time and new members. Jay emphasizes that the show's growth and vitality are a "real testament" to the engagement, feedback, and shared knowledge within the community. He reinforces the core mission of Facility Rock Stars: "honoring the unsung heroes of our everyday lives," facility professionals, and consistently bringing like-minded people together who are actively willing to share and help one another.Jay also highlights several 2025 events and milestones, including an educational forum hosted by Dan O'Connell and his team at Alnylam Pharmaceuticals in March, the summer Swim with a Mission fundraiser events, which included paintball and a Gold Star dinner, the booth at the ISPE event in Gillette Stadium in October, and the annual fall event hosted by Tim Scarpa and his team at Avalon's Sky Lounge. Jay extends a special thank you to guest speakers, particularly three-time Navy SEAL speaker Sal DeFranco and first-time speaker Wayne, and acknowledges the support from board members of the IFMA and AFE Boston and Worcester chapters. Looking ahead to 2026, the community can anticipate more episodes, an educational collaboration series with Massachusetts Maritime Academy, and more events focused on education, entertainment, and connection. Jay concludes with a warm, happy holiday and New Year wish, encouraging everyone to rest, celebrate, and appreciate their supporters. Takeaways:Contribute to the Show: If you have suggestions, ideas, or stories that would benefit the community, reach out to Jay—he encourages listeners to share.Connect with Peers: Remember that the show is built on the "connective tissue" of the community; connecting with others can lead to discovering new business solutions or professional relationships.Rest and Reflect: Take the time to rest, celebrate, and appreciate all the people who support you throughout the holiday season.Stay Tuned for 2026: Look forward to the special episode collaboration series with Massachusetts Maritime Academy, expected to drop in early 2026 (January or February).Attend More Events: Be on the lookout for many more Facility Rock Stars events in 2026, as the community has requested them, and they will incorporate new, fantastic ideas.Focus on Best Practices: Continue to engage with episodes, as sharing of best practices and educational aspects will remain a key component of the show.Embrace Collaboration: Recognize the true meaning and power of the community: every single member contributes, collaborates, and eagerly looks to connect with others and help.Quote of the Show:"Everyone, every single member, regardless of industry role or seniority, contributes, collaborates, and eagerly looks to connect with others and help. That's the true power and meaning of what we've all built together as a community. It's just awesome."Links:LinkedIn: https://www.linkedin.com/in/jay-culbert-2675998/ Facility Rockstars Website: https://facilityrockstars.com/ Kaloutas Website: https://www.kaloutas.com/ 

Max Young, Regional Director of Facilities at ESFM, explores what truly defines effective leadership in facilities management. Drawing from his journey through the trades into executive leadership, Max shares how his hands-on background shaped a people-first philosophy rooted in empathy, authenticity, and connection.Max challenges traditional ideas of workplace culture, explaining why culture is not built through annual events but through everyday actions, consistent presence, and intentional leadership. He dives into the concept of subcultures within facilities teams, from engineers to janitorial staff to AV teams, and explains why leaders must understand and respect each group to create a cohesive operation. Throughout the conversation, Max emphasizes the importance of communication, continuous feedback, and succession planning, offering practical insights for leaders at every stage of their careers. Takeaways:Culture Is What Happens Every Day: Stop defining culture by annual events. Culture is built through daily interactions, visibility, and how leaders show up consistently for their teams.Be the Connector, Not the Expert in Everything: You do not need to know every system. Strong facilities leaders connect people, empower subject-matter experts, and create space for others to lead.Recognize and Respect Subcultures: Facilities teams are made up of multiple subcultures. Take time to understand each group’s priorities, language, and challenges to build trust and cohesion.Choose Your Energy Intentionally: Leaders set the emotional tone. “Be the weather” by choosing positivity, resilience, and calm, even when things are broken or stressful.Communicate Performance Early and Often: Regular check-ins and quarterly conversations prevent surprises during annual reviews and help employees course-correct in real time.Ask People What They Actually Want: Not everyone wants to move into leadership. Have honest conversations about career goals and support growth paths that align with each individual.Succession Planning Starts Now: Develop your team with the assumption that they will grow, move on, or replace you. A strong leader leaves systems and people better than they found them.Quote of the Show:“You don’t have to know everything. Sometimes it’s better for the team if you don’t, because it gives others the chance to shine.”Links:LinkedIn: https://www.linkedin.com/in/max-young-b3154135b/ Website: https://www.esfm-usa.com/ Email: [email protected] 

Derek Bettencourt, a seasoned facilities and property management professional with over 15 years of experience spanning biotech, life sciences, and commercial properties, shares his unique career path, which literally started at age 12, working in the ditches of his father’s irrigation company, to his most recent role as a Facility Manager at a multi-billion dollar life science company. He emphasizes that wearing every single hat in the industry, from technician to lead engineer, has been his greatest strength, allowing him to bridge the "misunderstanding" between vendors, customers, and internal teams through appreciation and empathy.Derek illustrates the power of this hands-on experience with two phenomenal stories. The first involves a simple sprinkler repair at a historic, multi-faceted Cambridge building that turned into a 45-minute sprint to shut off 150 PSI of cross-fed live street pressure, resulting in a basement swimming pool and a 50-hour cleanup. This catastrophe became the catalyst for him to take full ownership and map out the entire complex system, ultimately leading to permanent solutions. He also discusses his love for tackling challenges, preferring old, complex buildings over new ones, and shares a heartwarming personal story about how fixing a phone stuck in a treadmill led him to meet his wife. Finally, he offers powerful, two-part advice for both new and established professionals, highlighting the importance of mentorship and learning to "love to lose" in the grind of daily facility management.Takeaways:Embrace Every Role for Perspective: Derek’s success stems from working as a grunt, technician, and engineer. To build genuine empathy and effective vendor partnerships, facility leaders should actively seek to understand the day-to-day realities of every person involved in the operation.Plant the Flag of Ownership: When a major issue (like the basement flood) occurs, stop all secondary tasks and dedicate resources to solving the core problem permanently. Assign one person to own the system (mapping, documentation, and standardization) to eliminate "band-aid" fixes and prevent recurrence.Manage Expectations with Black-and-White Explanations: When a customer or tenant assumes a repair will be "quick and easy," use clear, black-and-white explanations (like the snow plow example) to show exactly what went wrong and what the real scope of work is. This transparency builds trust and grants the necessary grace for successful completion.Mentor the Next Generation: For seasoned professionals, Derek advises remembering what it was like to be new. Invest time and trust in cross-training younger team members. Teaching them to grow and get better is not only rewarding but creates reliable teammates, allowing you to take time off without worrying.Mainstream Preventable Maintenance: Look for annual or recurring "dreaded" tasks (sprinkler tests, filter changes, shutdowns) and optimize their process. By implementing permanent solutions and streamlining the workflow, you reduce headaches and earn recognition as the leader who made the process painless.Quote of the Show:"It's all about the grind. You gotta wake up the next day. You gotta keep grinding... It's not about how many times you get knocked down. It's how many times you get backed up."Links:LinkedIn: https://www.linkedin.com/in/derek-bettencourt-27597a59/ Instagram: https://www.instagram.com/brickwallbettencourt/?hl=en 

Joe Gilliland, a returning guest with over two decades of experience in HSE initiatives, and Paul Timko, a leader in the health, safety, and medical industries with a 15-plus-year career spanning medical device sales, marketing, and strategic growth. The discussion centers on the surprising and often overlooked role of topical pain relief in the workplace, a subject Joe Gilliland only learned about six months prior, despite his 27 years in the field.Joe and Paul discuss how topical pain relievers, particularly those using menthol, are a vital, non-disruptive, and cost-effective tool for HSE professionals. Traditional treatments for musculoskeletal disorders or impact injuries involve oral pain relievers, ice, and time away from work. In contrast, topical pain relief allows an employee to get immediate care, apply the ointment, and quickly return to work, ultimately reducing downtime. Paul explains the science, noting that menthol topicals are FDA-regulated OTCs that have two mechanisms of action: local cryotherapy and interrupting the pain signal by attaching to the TRPM8 receptors. Critically, as Joe points out, these products treat symptoms without triggering OSHA recordability, which is a significant advantage for safety and health managers looking to keep injury rates down. The speakers encourage listeners to drop the historical stigma and recognize the clinical foundation and recent innovation in these products as a proactive health and wellness tool. Takeaways:Expand Your Pain Relief Toolkit: Consider incorporating FDA-regulated, over-the-counter (OTC) topical pain relievers into first aid kits as an alternative to traditional oral medications like ibuprofen for initial musculoskeletal or impact injuries.Prioritize Immediate Treatment: Utilize topical solutions to provide immediate care to employees who experience pain, allowing them to apply the product and return to work quickly, thus reducing downtime.Understand the Science: Educate yourself and employees on the science behind menthol-based topicals, which function through local cryotherapy and by interrupting the pain signal at the TRPM8 (menthol) receptors.Combat the Stigma: Challenge the old perception that topicals "mask the pain" by highlighting the clinical data and the scientific mechanism that actively interrupts the pain signal.Quote of the Show:"I would encourage anybody to be proactive. Don't wait for a pain occurrence to happen. Get educated, try things out. They're very cost-effective." - Paul TimkoLinks:Paul Timko Cellphone: (440) 396-4361 LinkedIn: https://www.linkedin.com/in/paultimko/ Website: https://shor.by/spc Joe GillilandLinkedIn: https://www.linkedin.com/in/joe-gilliland-544b1611/ 

Part two of our special live compilation from the Avalon Bay North Station Sky Lounge dives deeper into the operational and cultural heart of facility management. A major theme in this instalment is the critical importance of cohesive teams and mentorship. Guests shared powerful personal stories: Dr Ashraf Omran highlighted the successful, collaborative effort to build a $2 million Operational Controls Lab at Mass Maritime, which is now inspiring high schools to build their own labs. Paul Donhauser, whose facilities remit spans 173 countries, detailed the intense challenge and incredible return of integrating siloed global teams into a single, high-performing unit. The discussion emphasized that the facility world often feels like running a "floating city," requiring diverse skills and mutual respect.Innovation and future challenges remain top of mind. Andrew DelPrete reinforced the conversation around AI and automation, describing the next evolution of Building Automation Systems (BAS) where AI sensors allow FMs to literally "have a conversation with your building." Frank Rhodes II from IFMA Boston addressed the pressing, specific Boston-area challenges of sustainability, electrification (like "Alberto 2.0"), and capital planning against the constraints of the local grid. Most profoundly, guests celebrated the Facility Rockstars community itself, describing it as an essential forum where professionals can escape the feeling of being an "unsung hero" and sacrifice their own time and energy to help one another, fostering a genuine, mission-driven team mentality across the entire industry. Takeaways:Break Down Silos Globally: If managing a large or global portfolio, actively work to integrate siloed functions (like operations, EHS, security, and capital projects) to ensure mutual respect and unified goals, dramatically increasing team performance.Invest in Next-Gen BAS/AI Integration: Move beyond basic Building Automation Systems (BAS). Start planning to layer in fault detection, diagnostics, and AI sensors (e.g., on pumps) to enable real-time, predictive maintenance and "talk" to your equipment.Prioritize Electrification and Sustainability Planning: If operating in constrained markets, immediately focus capital planning on long-term investments that address grid constraints, sustainability mandates, and electrification efforts. Competing priorities must not delay this crucial future-proofing.Leverage Projects as Training Tools: Use large, complex projects (like the Amgen job or the lab build) as opportunities to mentor and grow your team's careers. Providing high-stakes, successful experiences builds loyalty and deep passion among employees.Be a Community Mentor: Embrace the "team mentality" of the industry. Be willing to sacrifice time to help a colleague—even if they are outside your company—whether through introductions, advice, or emotional support. This strengthens the entire FM profession.Inspire the Youngest Generation: Actively engage with local high schools or colleges (like Mass Maritime) to expose students to the complexity and opportunity of facilities engineering, ensuring a robust talent pipeline for the future.Quote of the Show:"One of the things I would say that was a super challenge is taking siloed functions, bringing them together, and making sure that everyone shares mutual respect and appreciates what each other brings to the table and works cohesively as a team." - Paul Donhauser

This special first installment of our Avalon Bay event compilation captures the energy, insights, and conversations from the Facility Rockstars live event, hosted 35 floors above the TD Garden at the scenic Avalon Bay North Station Sky Lounge in Boston. The professionals gathered, many of whom are past podcast guests, offered powerful perspectives on the state and future of facility management. A dominant theme was the immediate impact and future potential of AI, with guests like Michael and Harvey confirming they are already using it daily for tasks ranging from proposal analysis and optimizing emails to pulling data from Internet of Things (IoT) devices and Building Management Systems (BMS). They envision AI becoming a mainstream, cost-effective tool within the next three to five years, significantly improving efficiency.Beyond technology, the discussion highlighted significant workforce and community dynamics. Matt pointed to the blending of the experienced, retiring workforce with a new generation as the biggest current challenge, noting the shift in how the new generation operates. Several guests, including Dave and Mike, emphasized the critical nature of teamwork and community, sharing recent project challenges (like coordinating complex floor installations or defense contracting projects) that required intense, multi-departmental cooperation. They universally praised the Facility Rockstars community for providing a crucial forum where professionals, who often feel "alone on an island," can share experiences, solve common problems, and develop professionally.Takeaways:Begin Integrating AI Now: Start experimenting with AI for smaller, daily tasks like optimizing email communication and analyzing vendor proposals. Don't wait for massive enterprise rollouts; get comfortable with the toolkits available today.Future-Proof with IoT Data: Focus on collecting and utilizing data from your BMS systems and electrical meters. This "Internet of Things" data is the fuel that will allow future AI and analytics tools to deliver massive efficiency gains.Bridge the Generational Gap: Actively implement strategies to blend the incoming new workforce with retiring, experienced tradespeople. Create mentorship programs to ensure crucial institutional knowledge is passed down effectively before it's lost.Prioritize Cross-Team Communication: For complex projects, mandate regular coordination across companies and internal departments. Effective, persistent communication is the key to quickly identifying and resolving unexpected issues (like a floor installation problem).Utilize Community for Problem Solving: Actively engage with the FM community to share challenges and avoid "reinventing the wheel." Recognize that most FM professionals face the same core issues, and collective wisdom is the fastest path to solutions.Seek Out Startup Innovation: Stay alert for new startup companies entering the facilities market. These groups often bring novel, technology-driven solutions that could solve persistent operational challenges.Quote of the Show:"I think the biggest challenge is the change in the workforce from the experienced trades that have been around for a long time that are now transitioning out into retirement, and the new workforce coming in and how they blend those new workers in." - Matt Twerdy

Lori Santoli, executive EHS leader, joins "Facility Rock Stars" to share her mission-driven approach to environmental, health, and safety. She details her biggest career lesson: "You get more done by being nice". Lori explains that in a regulatory-driven field, building a collaborative culture where people are invested in solutions and trust leaders enough to raise concerns is the key to creating a truly safe workplace.The conversation also dives into critical EHS strategies, including the urgent need to shift focus from traditional OSHA recordability metrics to preventing Serious Injuries and Fatalities (SIF). Lori provides actionable advice on how to integrate EHS directly into a company's daily operating system using tools like tier meetings and Gemba walks. She also shares novel approaches, such as using athletic trainers to proactively manage ergonomic injuries and the importance of involving all employee levels, especially middle management, in risk assessments.Takeaways:Re-evaluate Your Safety Metrics: Stop focusing exclusively on OSHA recordability, which can mask high-hazard risks. Instead, shift your focus to metrics that track Potentially Serious Injuries and Fatalities (P-SIF) to concentrate efforts on preventing life-altering events.Integrate EHS into Your Operating System: Don't treat safety as a separate program. Build EHS metrics and talking points directly into your existing daily operations, such as shop-floor tier meetings and leadership Gemba walks.Involve Middle Management: While shop-floor and senior-leadership involvement is crucial, don't overlook supervisors and middle managers. Provide them with the training and tools to lead for safety, as they are the ones reinforcing the culture every day.Involve Employees in Risk Assessments: When conducting risk assessments, bring in the employees who perform the tasks. They know the jobs best, and their involvement serves as an educational tool, helping them understand why controls are in place and empowering them to assess risk in the future.Lead with Collaboration: Ditch the "force-it-through" mentality, even in a regulatory-driven field. You get more done, build more trust, and create better, more invested solutions by being collaborative and working with your people.Consider Proactive Ergonomics: If ergonomic injuries are a persistent problem, explore novel solutions like embedding athletic trainers in the workplace. This "industrial athlete" approach can help identify risks and address minor aches and pains before they become serious injuries.Quote of the Show:"I think it is important to get every level involved to really be successful. And I think when you do that, you really do create those safety cultures because everybody knows what they need to do.”Links:LinkedIn: https://www.linkedin.com/in/lori-santoli-csp/ 

Kahn Chace, Building Maintenance Manager at Milton Academy, shares his incredible journey from starting as a custodian to becoming a facilities leader. He details how his hands-on experience at every level shaped his management philosophy, which is built on two core pillars: communication and teamwork. Kahn emphasizes that clear, honest communication—both up and down the chain—is the key to motivating a team, building morale, and solving problems effectively before they become catastrophes.Kahn also dives into the practical side of modernizing a facilities department. He discusses the massive project of replacing an outdated, paper-based work order system with a dynamic digital platform. This move revolutionized his team's preventive maintenance program by highlighting critical gaps and dramatically improving transparency with the campus community. He also shares his team's systematic approach to Facility Condition Assessments (FCAs) and the unexpected challenge of rebuilding a department's "brain trust" after losing several key, long-term staff members in a short period.Takeaways:Communication is Your #1 Tool: Foster an environment where your team feels comfortable bringing you problems. Open, honest, and consistent communication prevents small issues from becoming catastrophes and is the foundation of good morale.Invest in Your Team's Growth: Actively identify team members you want to invest in and provide them with clear paths for professional development. This can range from baseline safety certs (like OSHA 10) to advanced credentials (like the CFM).Modernize Your Work Order System: Moving from a reactive, paper-based system to an asset-based digital platform is critical. It can reveal gaps in your PM schedules and dramatically improve communication and transparency with your end-users.Use FCAs to Secure Funding: A systematic Facility Condition Assessment (FCA), even if done in phases (e.g., building envelopes, then mechanicals), provides the hard data needed to make your case for capital funding to leadership and the board.Build Your Peer Network: Actively participate in peer groups (like Kahn's APPO). The creative solutions and shared understanding from colleagues who face the exact same challenges are invaluable.Find Your "Why": Facilities is often a negative-focused job. Anchor yourself in your core purpose—whether it's serving students, supporting patients, or taking pride in your work—to maintain a positive, problem-solving attitude.The Community Members are Your "Eyes and Ears": Your facilities team can't be everywhere. Making it easy for staff, faculty, or residents to report issues (like with a new work order system) turns the entire community into an extension of your team, helping you catch problems early.Quote of the Show:"No one's calling facilities 'cause everything's going great. So just have the mindset of whether you're the person mopping up the mess or you're the person putting a new controller in HVAC equipment. Understand why you're there and why you like to do that, and understand the why of how important that is to you."Links:LinkedIn: https://www.linkedin.com/in/kahn-chace-cfm-698abb38a/ Website: https://www.milton.edu/ 

Michael Bernabei, Chief Facilities Engineering Manager for Life Sciences at Hobbs Brook Real Estate. Michael shares his core philosophy, "prepare for the worst and hope for the best,” illustrated by a harrowing story of an arctic chill event that tested his team's emergency preparedness. The discussion centers on the "soft skills" that create a high-performing facilities department, particularly Michael's emphasis on building a team with a "growth mindset". He explains why he values "hungry" engineers willing to learn over those who are more knowledgeable but "stuck in their ways".Michael also dives into the technical side of his role, detailing strategies for managing both legacy and modern buildings. He stresses the importance of long-term capital planning to avoid being blindsided by failing equipment. He explains how he uses a Building Management System (BMS) with "curiosity" to run trends and optimize mechanical systems, and how energy profiling software helps detect excess consumption. Ultimately, Michael’s leadership approach, from approachability to clear communication, is driven by one goal: to "drive a great tenant experience" that feels like a "five-star resort".Takeaways:Hire for Hunger: When building a team, prioritize candidates who are "hungry and willing to learn". A strong growth mindset and a 100% effort level can be more valuable long-term than existing knowledge in a candidate who is "stuck in their ways".Reframe Vendor Escorts as "Free Schooling": Encourage your team to view vendor escorts as a learning opportunity. By being a "fly on the wall," watching technicians, and asking questions, engineers can gain valuable knowledge for free.Use Hypothetical Scenarios in Interviews: To gauge a candidate's real-world problem-solving skills, put them "right in the moment" during the interview. Ask questions like, "You walk into the lobby... and there's water pouring out of the ceiling. What's your first move?".Practice Leadership Through Approachability: As a leader, ensure your team feels comfortable approaching you with questions. If they are afraid of "negative feedback" , they may not report a critical issue, choosing to "do what I think's best, even though it may not be best".Communicate for Capital Budgets: To get funding for large capital projects in legacy buildings, you must communicate issues transparently and continuously. Don't "blindside" decision-makers during budget season by suddenly dropping major expenses on them.Be Curious with Your BMS: Use your Building Management System (BMS) to run trends and analyze data. Look for inconsistencies and systems that are compensating for each other, such as a heating coil overheating air only for a chilled water valve to open and cool it back down.Aim for a "Five-Star" Experience: Set the standard for your team's service high. Michael's goal is that when tenants walk into the building, he wants it to "feel like walking into a five-star resort on vacation".Quote of the Show:"I would just much rather have someone that's less knowledgeable and hungry and willing to learn that's gonna give a hundred percent effort... than someone that's just sort of stuck in their ways and is just here to collect a paycheck..."Links:LinkedIn: https://www.linkedin.com/in/michael-bernabei-0269a133a/ Website: https://hobbsbrook.com/ 

Jessica Goodhue, a seasoned EH&S Manager at Channel Fish Processing, discusses her extensive experience spanning from the manufacturing floors of Massachusetts to the remote and challenging environments of the Alaskan seafood industry. Jessica emphasizes that effective communication is the single most critical lesson from her career, detailing how it builds trust, overcomes significant language and cultural barriers with a diverse international workforce, and fosters true collaboration. She shares powerful stories of creating an inclusive and safe environment for employees from countries like Mexico, Somalia, Ukraine, and Fiji, which required adapting everything from housing and dietary plans to daily operational training.The conversation explores the unique complexities of working in remote locations, including logistical hurdles like planning around volcanic ash, adapting to life on processing vessels that operate as "small floating towns," and implementing robust safety programs where no municipal fire or police services exist. Jessica shares her core EHS philosophy: a program is only successful if it's visible, actively implemented, and genuinely helps employees in their daily tasks. Using real-world examples, she illustrates the power of "thinking outside the box" to automate processes, reduce human error, and solve complex environmental challenges like improving wastewater quality by examining the entire upstream chemical handling lifecycle. Takeaways:Prioritize Communication to Build Trust: Make yourself an approachable resource for everyone, regardless of their department. When employees feel comfortable asking questions—even ones they think they should know the answer to—mistakes and accidents are prevented.Use Visuals to Bridge Language Gaps: In a multicultural workplace with diverse languages, simple pictures, diagrams, and hands-on scenarios are often more effective than text-heavy documents. Show, don't just tell.Be Visible and Engaged: An effective safety program isn't just a binder on a shelf. Walk the floor, talk to employees, and observe processes to understand their real-world challenges and confirm that your programs are helping, not hindering.Think Beyond Your Immediate Resources: When faced with a challenge, involve people from different disciplines (operators, engineers, electricians). A fresh perspective can lead to creative and often automated solutions that eliminate risks.Aim for Elimination, Not Just Mitigation: When addressing a hazard, always push to engineer it out of the process entirely (like automating chlorine monitoring) rather than defaulting to PPE and procedures as the only solution.Investigate Problems Holistically: When a parameter is off or an issue arises, look at the entire upstream process. The root cause is often found in an unexpected place, such as chemical handling procedures impacting wastewater quality.Embrace an "It's All Experience" Mindset: Say yes to opportunities that push you out of your comfort zone. Whether the outcome is good or bad, every experience is a chance to learn, adapt, and grow your skills.Quote of the Show:  ”I always believe in going for it, because at the end of the day, good experience, bad experience, it's experience, and it's gonna help you no matter what.” Links:LinkedIn: https://www.linkedin.com/in/jessica-goodhue-b50744271/ Email: [email protected]: https://channelfish.com/

In this special edition of Facility Rockstars, we take you inside the recent ISPE event at the iconic Gillette Stadium for a fast-paced compilation of conversations with professionals across biotech, pharma, life sciences, and facilities management. Hosted by the producer of Facility Rockstars, Amanda Goyette, chats with attendees from organizations like CBRE, Moderna, CHA, New England Biolabs, and more, asking each guest a few simple questions in order to create connections. The result is a lively snapshot of how diverse, curious, and connected the facilities world truly is, with plenty of laughs, sports banter, and thoughtful insights about building stronger industry relationships. Takeaways:Community matters. Many guests highlighted how Facility Rockstars helps bridge professionals across industries — from biotech to manufacturing — to share ideas and resources.Facilities work is never the same day twice. As Agata from CBRE noted, no two days look alike, making facilities management both challenging and rewarding.Networking drives innovation. Attendees expressed genuine curiosity about connecting with peers to learn how others are tackling similar operational or infrastructure challenges.Education and advocacy are key. Glenn from TC Controls emphasized promoting facilities management as a valuable and overlooked career path.Cross-industry learning sparks progress. As Steve from NECI shared, innovation often happens when different disciplines collaborate and exchange best practices.Facility professionals wear many hats. From engineers to HR leaders, every guest brought a unique perspective that shapes the broader facilities ecosystem.Quote of the Show: “The most progress happens when different disciplines come together and teach each other how they’re innovating within their space.” — Steve Hardigan, NECILinks:Facility Rockstars LinkedIn: https://www.linkedin.com/company/facility-rockstars Facility Rockstars Website: https://facilityrockstars.com/ 

This special episode is a celebration of the incredible women making a significant impact in the facilities management industry. We hear directly from female leaders who are shaping the future of the field with a core philosophy that leadership is about people, not just buildings. These experts share their experiences managing vast, multi-campus institutions by acting as a "conductor" for diverse departments like procurement, risk management, and capital planning. They offer a masterclass in building positive team culture through bold strategies like the "no assholes rule," which prioritizes humility and team cohesion over raw technical skill. The conversation highlights their innovative approaches to talent management, effective change implementation, and fostering a proactive, hospitality-minded service culture. Listeners will also gain invaluable insights into their expert handling of technical and safety challenges, from using causal analysis for incident investigation to leveraging data through custom "control towers" and improving processes with accessible technology like mobile ticketing and QR code audits. Takeaways:Prioritize Team Cohesion with the "No Assholes Rule." When building a team, remember that technical skills can always be taught, but it is very difficult to train for humility. Do not keep a highly skilled but disruptive individual on staff if they undermine the team's cohesion, as it is not worth the negative impact.Implement the "30-Day Rule" for Change Management. When introducing a change that may be met with resistance, such as new office furniture or different coffee, communicate to your team that the change will be in place for 30 days before any requests for reversal are considered. This forces a trial period and allows people time to adapt, often reducing initial complaints.Use the "Five by Five" Exercise to Understand Team Dynamics. To improve communication and avoid "drama," conduct an exercise where you ask your direct reports a series of questions about their work preferences (e.g., "Do you prefer a plan or to just go?"). Post each person's preferences on their cube wall so colleagues know the best way to approach them, such as scheduling a meeting versus having a spur-of-the-moment conversation.Adopt Causal Analysis Over Root Cause Analysis. For incident investigations, shift focus from finding a single "root cause" to understanding all the causal factors involved. Major incidents are rarely due to one failure but rather a series of breakdowns where all the "holes in the Swiss cheese" line up. This approach involves identifying each failure in the timeline and creating a specific defense mechanism for each one to prevent recurrence."Inspect What You Expect" with a Control Tower. Create a "control tower" to get a daily snapshot of your most critical operations. This system, which can be built simply in a spreadsheet, should automatically flag exceptions, such as when vendor costs exceed a set variance or if a data feed fails overnight. This allows you to manage by exception rather than digging through raw data daily.Leverage QR Codes for Simplified Auditing. To track trending issues in real-time, create focused audits with 3-5 questions and link them to a QR code. Place these QR codes around the facility for staff and even visiting executive leadership to scan with their phones. This makes providing feedback seamless and brings in "fresh eyes" that can identify problems you might overlook.Build Your Professional Network Before You Need It. Proactively build relationships with vendors, mentors, and peers in the industry. Don't wait until you have an urgent problem to reach out. Having a strong network already in place allows you to leverage those connections for advice, guidance, or services when the need arises.Quote of the Show:"Whenever you have a major incident, it's almost always the Swiss cheese model. It's not one thing that occurred, but it's a breakdown of an entire system and all of those holes in that cheese lining up."Links:Katie HuardLinkedIn: https://www.linkedin.com/in/katie-huard-081584190/ Website: https://blountfinefoods.com/ Tatyana Blankenship LinkedIn: https://www.linkedin.com/in/tatyanablankenship/ Website: https://www.416group.org/ Kimberley DoughertyLinkedIn: https://www.linkedin.com/in/kimberly-dougherty-190b686/ Website: https://www.cbre.com/services/transform-business-outcomes/lab-services Gretchen CatlinLinkedIn: https://www.linkedin.com/in/gretchen-catlin-29311149/ Website: https://www.maine.edu/ Agata GojzewskaLinkedIn: https://www.linkedin.com/in/agata-gojzewska-cfm-345331a4/ Website: https://www.cbre.com/ Emily Giannola LinkedIn: https://www.linkedin.com/in/emily-giannola-m-s-79958927/ Website: https://www.tecomet.com/ 

Mark Bloodworth, Founder of Lifeblood Performance and a powerhouse in building high-performing teams,shares his core leadership philosophy, "Tell Less, Ask More," a powerful framework designed to close the gap between management and the workforce. He explains why leaders should stop providing all the answers and start asking questions to unlock their team's "Frontline Intelligence"—the deep, intimate knowledge that employees have about their own processes. Through compelling stories from his time at Kodak and recent client successes, Mark illustrates how this approach builds confidence, engagement, and a culture of continuous improvement focused on people, not just processes. This episode is a masterclass for any leader looking to empower their unsung heroes and transform their team into a true asset.Takeaways:Adopt a "Tell Less, Ask More" Mindset. Instead of defaulting to giving instructions, practice asking more questions. Mark suggests running a "human leadership experiment" where you intentionally ask for your team's thoughts before sharing your own to see what happens. This simple shift invites your team into the game rather than leaving them on the sidelines.Trust Your Team's "Frontline Intelligence." Your frontline staff are not just pairs of hands; they possess invaluable knowledge about their work. Make it a priority to access this intelligence by asking for their ideas on how to improve processes and solve problems. Mark's biggest lesson learned is that people usually know the answers to their own problems; they just need a system that empowers them to bring those answers forward.Engage Your Team in the First 13 Seconds. When starting a meeting or briefing, if you haven't gotten your team talking within the first 13 seconds, you may have already lost their engagement. Start by asking a simple question to get them thinking and contributing immediately, signaling that their ideas and opinions matter.Apply Continuous Improvement to Your People. Businesses often focus heavily on improving processes but neglect their people. Treat team development as an ongoing necessity, not a one-time event. Mark uses the analogy of a sports team that wouldn't just train in the pre-season and then expect to win without continuous coaching and support all year.Be the Guide, Not the Technical Expert. A leader's role is not always to have the most technical knowledge, but to guide the team to find their own solutions. In an early experience at Kodak, Mark realized he didn't need to know the chemical details of a problem; he just needed to ask the right questions to help his team walk through the process and arrive at the answer they already knew.Quote of the Show:"One person being the center of intelligence and thoughts and ideas isn't gonna last as long as a whole group of inspired, engaged people." Links:LinkedIn: https://www.linkedin.com/in/markrbloodworth/ Website: https://www.lifebloodperformance.com/ 

Captain Jamie McDonald, Dean of Graduate and Continuing Studies at Massachusetts Maritime Academy, shares insights from his extensive career as a marine engineer, educator, and leader. He introduces his core management philosophy that performance is a product of ability multiplied by motivation, providing a framework for diagnosing and solving personnel challenges. Captain McDonald discusses the importance of creating policy to implement vision, using his own efforts to establish new graduate programs—like the "Four plus One" and a potential doctoral degree—as prime examples. He also touches on the significance of financial literacy for engineers, innovative energy projects at the MMA campus, and a harrowing story of surviving a storm at sea that shaped his perspective on overcoming challenges. Takeaways:Diagnose Performance Issues: When an employee is underperforming, determine if it's an ability problem (requiring training) or a motivation problem (requiring a deeper understanding of the individual's circumstances).Hire for Passion: When hiring, look for passion in a candidate, as it is a key driver of motivation and can lead to better employee retention.Become an Implementer: Recognize that great ideas are common, but the real value lies in being an "implementer" who knows how to navigate systems and enact policy to bring those ideas to life.Embrace Financial Literacy: Facility managers should understand financial concepts like present and future value to make sound business and project decisions.Practice Active Listening: In meetings and one-on-one conversations, make a conscious effort to "say a little and listen a lot" to ensure people feel heard and to gain a fuller understanding of the situation.View Policy as a Tool for Change: Approach policy not as a bureaucratic hurdle but as the mechanism for making substantive changes and driving an organization toward a future vision.Quote of the Show: "These are the people that we want in the program. Change makers, visionaries, and implementers."Links:LinkedIn: https://www.linkedin.com/in/james-mcdonald-6b5872153/ Website: https://www.maritime.edu/ Email: [email protected] 

Mark Netherton, Maintenance Manager at Grower Direct Farms, New England's largest greenhouse, shares insights from his diverse career in chemical and dairy manufacturing, explaining how the core principles of maintenance management translate to the unique environment of a 50-acre indoor farm. He emphasizes that patience is the most crucial lesson he's learned, as priorities on the floor can shift in an instant. The conversation covers the importance of creating a work environment where employees feel a sense of joy and fulfillment, which Mark sees as essential for long-term success.The discussion takes a dramatic turn as Mark recounts a devastating fire that affected 30% of their facility, wiping out all supporting departments, from shipping to the boiler room. He shares the incredible story of how the entire team, from the owner to the operators, rallied together to restore power, water, and air within 48 hours. Through this experience and his day-to-day leadership, Mark illustrates how building a proactive, empowered, and resilient team is the key to overcoming any challenge. Takeaways:Implement a Tiered PM System to Balance Production: Structure your preventive maintenance into levels to work around production needs. Mark uses a three-level system: Level 1 for weekly visual checks , Level 2 for more involved mechanical inspections, and Level 3 for major, scheduled rebuilds. This allows for continuous monitoring without constant disruption.Assign Technicians Ownership of Specific Zones: To increase pride and accountability, divide your facility into zones and give individual technicians complete ownership of their area. This empowers them to manage all work orders and PMs in their zone and encourages them to build stronger relationships with the operators and managers in that area.Prioritize Character and Attitude in Hiring: When hiring, place a higher value on a candidate's attitude, integrity, and ability to be a team player than on their existing technical skills. Mark states he would choose a less-skilled person with a great attitude over a highly-skilled individual "any day, every day, twice on Sunday," because skills can be taught, while character is ingrained.Set Clear Expectations During Onboarding: On a new employee's first day, sit down with them and clearly communicate your expectations regarding core values like honesty and integrity. At the same time, tell them what they can expect from you as a manager to establish a foundation of open and honest communication from the start.Document Everything to Improve Future Work: Cultivate a rigorous habit of documentation for all maintenance activities. Ensure that notes are left on work orders and PMs, and attach all relevant documents, such as third-party service reports, directly to the asset's file in your maintenance software.Promote a "Safe Keeper" Mentality: Foster a safety culture that goes beyond individual responsibility. A "safe conscious person" not only thinks about their own safety but also acts as a "keeper" for everyone around them, ensuring the entire team goes home in the same condition they arrived.Quote of the Show:“It goes honesty, integrity, and then character right underneath it.” Links:LinkedIn: https://www.linkedin.com/in/marknetherton2/ Website: https://growerdirectfarms.com/ Email: [email protected] 

Don Bezek, Director of Global Health and Safety at Griffith Foods, shares his core philosophy that safety is ultimately about serving and protecting people, a principle embodied in his company's motto, "Nothing you do here will be as important as going home to your family and loved ones".Don discusses how Lean principles can be powerfully applied to health and safety, viewing injuries as the ultimate form of waste. He explains how tools like Kaizen events, tiered meetings, and root cause analysis help engage employees and create a safer work environment. A key theme is the importance of closing the communication loop with employees; Don details how Griffith Foods implemented a multilingual, QR-code-based system with their partner, Origami Risk, to make it easy for employees to report concerns and see tangible results. The conversation also explores the unique cultural nuances of managing safety on a global scale, the specific challenges of the food industry, and Don’s advice for aspiring HSE professionals. Takeaways:Make Your People-First Philosophy Visible. A core principle of a strong safety culture is visibly and consistently communicating that people are the top priority. An effective way to do this is to post a clear, simple message at every plant entrance, such as, "Nothing you do here will be as important as going home to your family and loved ones". This constantly reinforces the company's values.Create an Easy and Closed-Loop Reporting System. Employees will tell you how to improve your factory if you make it easy for them to speak up and prove that you're listening. Implement a simple reporting tool, like a QR code posted in work cells, that allows any employee to quickly report unsafe conditions or positive behaviors. Crucially, you must follow up on these submissions and communicate the actions taken, thereby closing the loop and preventing "empty promises".Integrate Lean Principles Directly into Safety. Frame safety improvements through the lens of lean manufacturing by treating employee injuries as the ultimate form of waste. Use lean methodologies like Kaizen events to make incremental improvements and root cause analysis to find permanent "hundred-year" fixes instead of just retraining or counseling an employee.Incentivize Proactive Engagement, Not Just a Lack of Incidents. Shift your culture from being reactive to proactive by changing how you measure daily success. Instead of defining a "good day" as one with no incidents, require teams to also submit a proactive report—like an unsafe condition or a positive safety observation—to be considered "green" for the day. This actively encourages employees to look for opportunities to improve.Measure Culture with a Safety Perception Survey. Go beyond compliance audits to understand the "touchy-feely" aspects of your safety culture. Implement a brief, accessible survey (e.g., via QR code) that asks questions about leadership, communication, and employee feelings about safety. Use the results to create a "Start, Stop, Continue" action plan unique to each facility, addressing weaknesses and reinforcing strengths.Prioritize Soft Skills and Mentorship for Leaders. In today's world, technical safety answers can be found quickly, but influencing people requires strong soft skills. Focus professional development on areas like servant leadership, communication, and time management. Additionally, seek out two mentors: one who is a safety expert and another from a different department who can help you navigate your company's unique internal culture.Quote of the Show: “People will engage if they’re being heard.” Links:LinkedIn: https://www.linkedin.com/in/donbezek/ Website: https://griffithfoods.com/ 

Doug Blake, founder of Rez-Stone Industrial Flooring and the Director of Industrial Flooring at Kaloutas, shares decades of experience, moving beyond the simple "paint it ain't" philosophy to dissect the complex world of high-performance flooring solutions. He covers everything from the critical importance of proper joint repair to minimize downtime and equipment damage to selecting specialized systems like ESD, Novolac, and Vinyl Ester for unique environments in pharmaceutical, food and beverage, and defense facilities. Doug emphasizes a solutions-based approach, stressing the need for thorough inspection, asking the right questions, and understanding the science behind moisture mitigation and surface preparation to ensure a long-lasting, safe, and compliant floor. Takeaways:Treat Floor Repairs Industrially: Don't just patch failing joints. To create a lasting solution, you often need to cut out the damaged area entirely, rebuild it with a heavy-duty mortar, and then re-cut and fill a new, clean joint to prevent recurring failures.Question the Specs: Whether it's a new build or a renovation, don't automatically assume the provided flooring specification is right for your facility's use case. Push back and ask contractors why a specific system was chosen to ensure it's not over-engineered or insufficient for your needs.Prioritize Moisture Testing: Moisture vapor is the number one cause of flooring failures. Before installing any non-breathable system like epoxy, insist on a discussion about moisture and recommend professional testing to avoid costly blisters and delamination down the road.Ask for Real-World Examples: Instead of relying on small test patches or manufacturer samples, ask a potential flooring contractor to show you a real, completed project in a similar environment that is several years old. This provides tangible proof of the system's long-term performance.Verify Surface Preparation Methods: The longevity of a flooring system is highly dependent on the mechanical bond to the concrete. Ask your contractor about the Concrete Surface Profile (CSP) they plan to achieve and ensure their prep method (e.g., shot blasting vs. diamond grinding) is appropriate for the specified system.Plan for Rapid Return to Service: When downtime is costly, discuss fast-curing materials and multi-crew installation plans with your contractor. While some materials may cost more upfront, the savings from getting your operations back online sooner can be substantial.Quote of the Show: “Paint it ain’t.” Links:LinkedIn: https://www.linkedin.com/in/doug-blake-4871bb12/ Email: [email protected] Phone number: (978) 697-3551Website: https://www.kaloutas.com/ 

Ben O'Donnell, the Innovation and Facilities Engineer at Novia Corporation, shares his journey from a six-year-old welder to a hands-on innovator in the metal fabrication industry. He shares his profound belief in the power of long-term solutions over short-term fixes, illustrating his philosophy with real-world examples of process and product innovation at his company. The conversation also explores the critical role of self-confidence in career growth, the importance of listening to and empowering coworkers, and practical strategies for training new talent in the industry. He also provides a compelling look at how a mindset focused on continuous improvement and genuine problem-solving can lead to significant advancements in efficiency, quality, and overall job satisfaction. Takeaways:Advocate for Long-Term Solutions: While acknowledging the occasional necessity of a "bandaid" fix, consistently push for comprehensive, long-term solutions that address the root cause of a problem, even if it requires a significant upfront investment.Re-evaluate Longstanding Processes: Regularly examine and question procedures that have "always been done that way." Introducing new technologies or materials can dramatically increase efficiency, reduce costs, and improve the final product's quality.Amplify the Voices on the Floor: Actively seek feedback from the individuals performing the day-to-day work. They often have the clearest insight into recurring issues, and addressing their struggles can lead to widespread improvements.Cultivate Confidence: Recognize that self-belief is a game-changer. Finding confidence, even through seemingly unrelated experiences, can fundamentally improve your approach to challenges and your ability to trust your own judgment.Turn Customer Issues into Opportunities: When a customer encounters a problem with a product, view it as a chance to connect with them directly, collaborate on a solution, and ultimately build a stronger, more positive relationship.Prioritize Aptitude and Attitude in Hiring: When bringing new people into the industry, focus on their work ethic and personality. Skills can be taught, but innate qualities like drive and a willingness to learn are harder to instill.Innovate to Make Work More Enjoyable: A key aspect of innovation is eliminating tedious, labor-intensive tasks. By improving or removing these annoying parts of the job, you can boost morale and allow your team to focus on more impactful work.Quote of the Show:"I like getting the feedback directly from people whose voices aren't always heard and trying to work with them to solve the issues that they have." Links:LinkedIn: https://www.linkedin.com/in/benjamin-o-donnell-b2a059226/ Email: [email protected] Website: https://noviacorp.com

Michael Manning, a seasoned facilities management professional who currently serves as the Facilities Manager at Omega Optical, shares his invaluable insights on transforming a facilities department from a cost center into a key driver of business strategy. Michael takes us on a journey from the boiler room to the boardroom, detailing how effective communication, data-driven decisions, and proactive planning can elevate the role of any facilities team. He discusses the critical importance of building a strong, empowered team founded on trust and advocacy, shares gripping stories of handling on-site emergencies, and offers practical advice on everything from implementing a CMMS to championing real-world sustainability initiatives that make a tangible impact. Takeaways:Advocate for Your Team in the Boardroom: Don't just ask for a new boiler; present the data. Use maintenance records and invoices to build a business case that shows the long-term value of preventative maintenance and crucial upgrades, turning your department into a strategic partner.Build Trust First, Make Changes Later: When taking over a new team, spend time observing and listening before implementing changes. Announce that you trust their expertise and are there to make their jobs easier. This builds immediate goodwill and opens lines of communication.Involve Your Team in Change: When a change is necessary, bring the affected team members into the conversation early. Explain the "why" behind the decision and ask for their input to ensure a smoother transition and greater buy-in.Create a "Macro View" During Emergencies: In a crisis, your most important job as a leader is to step back. Trust your trained team to handle the immediate cleanup and focus your energy on coordinating the next steps, like scheduling cleaning crews, managing communications, and mitigating further damage.Champion Your Unseen Heroes: Make a conscious effort to introduce your custodial, grounds, and maintenance staff to upper management. Highlighting their contributions and years of institutional knowledge ensures they feel seen, valued, and appreciated.Seek Out Knowledge Relentlessly: You don't need to be an expert in everything. When an HVAC tech or an electrician is on-site, ask questions. Show genuine interest in what they do. This not only broadens your own knowledge base but also builds stronger relationships with your vendors.Quote of the Show:"The more information that the board members or even the CEO or the top executive level know, the better you can prepare and do that preventative maintenance."Links:LinkedIn: https://www.linkedin.com/in/michael-manning-8a033a16b/ Email: [email protected] Website: https://omega-optical.com/ Facility Rockstars is sponsored by Kaloutas, operating the way you operate in order to make your life easier. Learn more at: https://www.kaloutas.com 

Carrie Battafarano, Maintenance Manager at Noria, shares her extensive experience in facilities and project management within the convenience store industry. She emphasizes the importance of not making assumptions and asking the right questions to solve problems effectively, a lesson she learned through trial and error. Carrie highlights the strong, trust-based relationship between the facilities and operations departments at Noria, which is built on open communication and consistently showing up to resolve issues. She also discusses her team's approach to prioritizing tasks, focusing on safety and sales, and managing a large number of sites across multiple states through a combination of in-house technicians and a trusted pool of vendors.Takeaways:Never make assumptions. When a problem arises, it's crucial to ask questions and dig deeper to understand the root cause before dispatching technicians or vendors. This avoids sending the wrong person with the wrong skillset, which saves time and money.A strong relationship between facilities and operations is built on trust and communication. Consistently showing up, communicating effectively, and delivering results are key to fostering a collaborative environment where both departments can work together to solve problems.Prioritize tasks based on safety and sales. Safety is always the top priority, followed by issues that impact sales. Communicating why a smaller issue might need to take a backseat to a more critical one helps manage expectations.Utilize a combination of in-house teams and trusted vendors. Noria has a robust in-house team of technicians for various trades, which allows for timely responses. They supplement this with a carefully selected pool of vendors who understand their expectations and standards.View facilities from a consumer's perspective. To maintain high standards of cleanliness and overall experience, it's important to see the stores as a customer would. This helps in identifying areas that need attention and ensuring a welcoming environment.Trust and empower your team. A manager cannot do their job without a reliable team. Trusting your team members, supporting them, and fostering an environment where they can lean on each other is essential for success.Quote of the Show:"My best piece of advice is to trust in your team members and hire a team that works well together. I think that's the most important piece. You cannot do your job without your team.” Links:Email: [email protected] LinkedIn: https://www.linkedin.com/in/carrie-battafarano-82ab3a59/ Website: https://nouria.com/ 

Don Watson, Senior Vice President of Global Real Estate, Facilities, and EHS at Oracle, shares his insights on universal design. He introduces universal design as a framework for creating truly inclusive and productive environments that go beyond basic ADA compliance to serve people with diverse abilities. Centered on his core philosophy of "people, people, people," Don explains how this approach enhances everything from safety and wellness to human performance by removing physical and social barriers. Drawing from a career that began in chemical engineering, he provides practical, often low-cost strategies for implementation and highlights the importance of embedding these principles into an organization's design standards from the start. Takeaways:Universal design creates inclusivity beyond compliance. It is a mindset shift focused on designing environments that are healthier, safer, and more productive for everyone by removing physical and social barriers. This approach intentionally goes beyond the baseline requirements of the Americans with Disabilities Act (ADA) to create a workplace where anyone can thrive.Implementation can start with low-cost, high-impact changes. Many principles of universal design can be put into practice with little to no financial investment. Simple adjustments, such as arranging items on a shelf vertically instead of horizontally or ensuring an accessible-height desk is not used for storage, can make a significant and immediate impact.The most effective strategy is to embed universal design into your standards. To avoid costly retrofits, the goal should be to build the principles of universal design directly into your organization's official design standards. This ensures that every new project is inherently designed to be inclusive from its inception.The core of facilities management is "People, People, People." Don's guiding principle is that despite advancements in technology, the profession is fundamentally about human interaction. Understanding the needs of people—from customers to colleagues—is crucial for delivering successful facilities.Seek direct feedback from your users. One of the most powerful ways to identify barriers is to ask for help. Inviting members of an employee resource group for people with disabilities to walk through a facility with you will provide invaluable, real-world insights that you can act on immediately.Embrace a non-linear career path. Don's journey from a chemical engineer to a senior vice president in global real estate illustrates that careers often take unexpected turns. He advises professionals to stay open to change, own their career planning, and understand that their skills can apply across different industries.Mentorship is a continuous, two-way learning process. Professionals should seek out mentors for guidance while also making an effort to mentor others. Don emphasizes that he has learned a great deal from the students he has mentored, highlighting that the relationship is mutually beneficial.Quote of the Show:“I absolutely believe that creating a facility based on universal design principles, where the 'true north' is a truly inclusive environment, that allows you to bring your full self to work and thrive every day.”Links:LinkedIn: https://www.linkedin.com/in/donwatson94/ Website: https://www.oracle.com/ Shoutouts: Merck: https://www.merck.com/ Stepan Company: https://www.stepan.com/ Andrew Houghton: https://www.linkedin.com/in/andrew-d-houghton/ Disability Inclusion Solutions: https://disabilityinclusion.com/ Michael Perry: https://www.linkedin.com/in/michaelperry01/ Progressive AE: https://www.weareprogressive.com/ Nora Vele: https://www.linkedin.com/in/nora-vele-214ab77/ Ways to Tune In:Spotify: https://open.spotify.com/show/0M2XB78b09i5vkWy1eHsxb Apple Podcasts: https://podcasts.apple.com/us/podcast/facility-rockstars/id1729458441 Amazon Music: https://music.amazon.com/podcasts/60bbc4f3-a123-47ca-9a83-eade102c5859/facility-rockstars Podchaser: https://www.podchaser.com/podcasts/facility-rockstars-5616662 YouTube: https://youtu.be/WnqL6MkgcVQ Facility Rockstars Newsletter: https://subscribe.kaloutas.com Facility Rockstars is sponsored by Kaloutas, operating the way you operate in order to make your life easier. Learn more at: https://www.kaloutas.com 

Bruce Boyd, the Director of Engineering and Maintenance at Sconza Candy Company, to discuss his extensive experience in the wine and candy industries. Bruce shares his most significant lesson learned: you cannot effectively manage a maintenance department from a desk. He details his journey from managing a large, unionized team at E&J Gallo Winery to his current role, emphasizing the importance of being on the floor to support the team, understand the challenges firsthand, and build strong relationships. The conversation covers the critical role of a skilled maintenance planner, strategies for developing talent through apprenticeships, and the power of empowering technicians to drive continuous improvement. Bruce also provides a candid look at managing MRO parts inventory, the challenges of implementing large-scale change, and the necessity of having "managerial courage" to align with leadership on what success truly looks like.Takeaways:Lead from the Floor: The most critical lesson for maintenance managers is to get out of the office and be present on the floor. Direct interaction with team members is essential for providing support, understanding issues, and avoiding the misinterpretations that can happen through texts and calls.Develop Talent from Within: Facing a shortage of skilled trade workers, creating apprenticeship and internship programs with local trade schools and high schools is a powerful way to build a talent pipeline. Promoting from within fosters loyalty and taps into existing potential.A Good Planner is a Game Changer: An effective maintenance planner, especially one with a background in manufacturing and maintenance, is crucial. They ensure work orders are clear and detailed, which helps supervisors audit work and drives efficiency, acting as a quarterback for the team.Build Confidence to Right-Size Inventory: Maintenance technicians often hoard parts in their toolboxes when they lack confidence in the storeroom's inventory. To solve this, focus on building a reliable MRO system, understanding the frequency of use, and empowering a parts buyer to ask clarifying questions rather than just fulfilling orders.Empower Technicians as CI Engineers: Treat maintenance technicians as continuous improvement engineers. Encourage them to look beyond the immediate task on a work order to inspect upstream and downstream, identify potential future failures, and educate machine operators to prevent recurring issues.Exercise Managerial Courage: It is vital to have open and sometimes difficult conversations with your own managers about expectations. Clearly articulate what the department needs to succeed and ensure there is alignment, even if it means questioning initial directives like "reduce inventory" by asking "how do you know it's not right-sized already?".Manage Change with Consistent Communication: When implementing significant organizational changes, such as restructuring PM and troubleshooting teams, dedicating enough time for consistent communication is paramount. Gaps in communication allow team members to form their own interpretations, which can sink the initiative.Quote of the Show:“No matter how big your department is specifically around maintenance, you can't manage it from your desk. You have to be out on the floor.”Links:LinkedIn: https://www.linkedin.com/in/bruce-boyd-b6441114/ Website: https://sconza.com/  Email: [email protected] Shoutouts: EJ Gallo Winery: https://www.gallo.com/ Ways to Tune In:Spotify: https://open.spotify.com/show/0M2XB78b09i5vkWy1eHsxb Apple Podcasts: https://podcasts.apple.com/us/podcast/facility-rockstars/id1729458441 Amazon Music: https://music.amazon.com/podcasts/60bbc4f3-a123-47ca-9a83-eade102c5859/facility-rockstars Podchaser: https://www.podchaser.com/podcasts/facility-rockstars-5616662 YouTube: https://youtu.be/ASGidlj0nOw Facility Rockstars Newsletter: https://subscribe.kaloutas.com Facility Rockstars is sponsored by Kaloutas, operating the way you operate in order to make your life easier. Learn more at: https://www.kaloutas.com 

Zach Stublaski, an EHS Manager at Ocean Spray with over 20 years of real-world experience, shares his incredible journey through farming, the US Army as a military intelligence expert, serving as a deputy sheriff, working for OSHA, and his time in the oil and gas industry. He explains how this diverse background unexpectedly converged, providing him with a unique skill set for hazard recognition, problem-solving, and de-escalation. Throughout the conversation, Zach emphasizes that effective, transparent communication is the cornerstone of any successful EHS program and the key to building a proactive safety culture where employees understand the "why" behind every protocol. Takeaways:A Diverse Background is a Strength: Zach's experiences—from handling machinery on a farm to structured risk assessment in the military and impartial investigation in law enforcement—all contributed to his effectiveness as an EHS leader.Master "Verbal Judo": A key skill learned in the police academy was "verbal judo," a method of talking to people to de-escalate tense situations and find common ground. This is crucial when interacting with individuals who may be upset or resistant to change.Always Communicate the "Why": To get buy-in and overcome resistance to new policies, it is essential to be transparent and communicate why a change is being implemented. Sharing real-world examples helps people understand the importance of following safety protocols.Build Credibility from the Ground Up: Having a hands-on background as a welder and mechanic helps build credibility with operational teams because it shows an understanding of their daily challenges.View OSHA as a Resource: Instead of being feared, OSHA should be seen as a valuable resource. Their visit provides a "second set of eyes" to help companies find weaknesses and ultimately keep their workers safer.Proactive Safety Prevents Backsliding: You cannot remain idle in safety; if you aren't constantly pushing forward and being proactive, the program will get worse. Zach equates it to walking up an escalator that is going down—you have to keep moving to make progress.Seek to Understand, Not Just Respond: When dealing with people, especially during a conflict, it's critical to listen to understand their perspective rather than just listening to form a response.Quote of the Show: “It’s one team, one fight. We’ve all got to chip in and work together.” Links:LinkedIn: https://www.linkedin.com/in/zach-stublaski-72536411/ Website: https://www.oceanspray.com/ Email: [email protected] Ways to Tune In:Spotify: https://open.spotify.com/show/0M2XB78b09i5vkWy1eHsxb Apple Podcasts: https://podcasts.apple.com/us/podcast/facility-rockstars/id1729458441 Amazon Music: https://music.amazon.com/podcasts/60bbc4f3-a123-47ca-9a83-eade102c5859/facility-rockstars Podchaser: https://www.podchaser.com/podcasts/facility-rockstars-5616662 YouTube: https://youtu.be/KvhqWeomaWs Facility Rockstars Newsletter: https://subscribe.kaloutas.com Facility Rockstars is sponsored by Kaloutas, operating the way you operate in order to make your life easier. Learn more at: https://www.kaloutas.com 

Jeff Chierepko, Vice President of Global Facilities Management and Special Projects at Sig Sauer, shares his extensive career journey, emphasizing lessons learned, such as the importance of listening, continual learning, questioning assumptions, and problem-solving with a solutions-oriented mindset. He highlights the significance of understanding and respecting diverse cultures, effective communication, and building a cohesive team. The discussion also covers Sig Sauer's strategic approach to global operations, emphasizing the integration and collaboration across various functions, including engineering, safety, and security. Jeff provides a behind-the-scenes look at the Sig Experience Center (SEC), showcasing its successful design, customer experience, and how it represents the company's innovative spirit. He concludes with advice for those in similar roles, stressing the importance of delegation, training, and maintaining open communication within and outside the organization. Takeaways:Present Solutions, Not Problems. Approaching leadership with potential solutions, rather than just problems, is a valuable strategy. This mindset shifts focus from merely identifying obstacles to actively creating answers, which contributes significantly to professional growth and demonstrates value within an organization.Respectfully Challenge the Experts. Blindly following expert advice can lead to inefficiency. In one example, an expert claimed a specific velocity-measuring device would never work in a particular application. After years of accepting this, a simple call to the manufacturer revealed that placing a piece of printer paper over the device would solve the issue. The lesson is to question everything and seek alternative solutions, even when dealing with seasoned professionals.Empower Teams Through Delegation. To effectively manage and foster growth, leaders must delegate and trust their people. Giving team members the freedom "to really just go out and prove" themselves allows them to develop new skills and take ownership. This approach is the only way team members will learn, and it allows leaders to focus on other strategic initiatives.Foster Deep Collaboration Between Facilities and EHS. The relationship between Facilities and Environmental Health & Safety (EHS) is critically important, especially in hazardous or highly regulated industries. When designing facilities for complex processes, such as those involving explosives, the deep knowledge of both facilities and EHS must be integrated from the beginning to ensure safety and compliance.Build Bridges Through Cultural Authenticity. When working globally, building personal connections is key. Instead of making a "pathetic attempt" at speaking a local language, it's better to be honest and authentic. A simple, genuine gesture, such as including one's father in a video call with an international partner, can break down barriers and create a lasting personal bond.Proactively Break Down Silos. Don't wait for another department to solve communication issues. Taking the initiative to create a forum, such as a quarterly summit, can resolve recurring breakdowns between siloed teams. Such meetings can reveal redundant work and foster collaboration, proving that anyone can step up to improve cross-departmental communication.Maintain a "Tour-Ready" Standard of Excellence. Adopting a philosophy of being "always be tour-ready" ensures that all areas of a facility—not just public-facing ones—are maintained to the highest standard. This commitment to excellence in even unseen "backstage" areas reflects deep operational integrity and contributes to a culture of quality and lean performance.Quote of the Show: “Never think that you know everything, and don't just blindly follow people.”Links:LinkedIn: https://www.linkedin.com/in/jeff-chierepko-2126964b/ Website: https://www.sigsauer.com/ Shoutouts: IFMA Boston: https://ifmaboston.org/ Association of Facilities Engineering (AFE) Chapter 33: https://www.afechapter33.org/ Sig Sauer Academy: https://sigsaueracademy.com/ Ways to Tune In:Spotify: https://open.spotify.com/show/0M2XB78b09i5vkWy1eHsxb Apple Podcasts: https://podcasts.apple.com/us/podcast/facility-rockstars/id1729458441 Amazon Music: https://music.amazon.com/podcasts/60bbc4f3-a123-47ca-9a83-eade102c5859/facility-rockstars Podchaser: https://www.podchaser.com/podcasts/facility-rockstars-5616662 YouTube: https://youtu.be/dEdiS6lvLAE Facility Rockstars Newsletter: https://subscribe.kaloutas.com Facility Rockstars is sponsored by Kaloutas, operating the way you operate in order to make your life easier. Learn more at: https://www.kaloutas.com 

Agata Gojzewska, Senior Facilities Manager at CBRE, shares her extensive experience in real estate and facilities management, emphasizing the importance of building relationships before they are needed. She discusses the unpredictability of the facilities world, stressing the necessity of having plans A, B, and C, and illustrates this with anecdotes from her career. Agata highlights the evolving role of facilities management from a reactive, behind-the-scenes function to a proactive, client-focused service, emphasizing hospitality and strategic partnership. She also touches on the challenges of managing facilities with varying office attendance and the integration of occupancy sensors for better space planning. Agata recounts her professional journey, starting from her roots in Poland to her current role, and offers advice on building a strong network in the industry.Takeaways:Build Relationships Proactively: Ensure to establish and nurture relationships with key stakeholders and service providers before you actually need their assistance. This approach ensures smoother collaborations in times of need.Be Prepared for Anything: In the facilities management world, unpredictability is the norm. Develop contingency plans (Plan A, B, C) to tackle unexpected challenges efficiently.Develop Problem-Solving Skills: Having a solid plan is crucial, but being able to pivot and make quick judgments is equally important. Continuous improvement in problem-solving abilities is vital.Maintain Transparency with Clients: Keep clients informed about ongoing issues and updates to avoid surprises. This transparency helps in maintaining trust and mitigating misunderstandings.Participate in Onboarding: Integrate facilities management into the onboarding process to provide new employees with a comprehensive tour and understanding of the work environment. This fosters better initial relationships and smoother transitions.Present a Strong On-site Presence: Establish daily on-site visibility to foster better relationships and strategic partnerships with other teams and clients. This helps facilities management be seen as a strategic partner rather than just a maintenance function.Engage in Continuous Learning and Networking: Attend webinars, participate in networking events, and continuously seek opportunities for professional development. Building a robust professional network and updating your skill set are keys to long-term success.Quote of the Show:“Building relationships is important, but it’s even more important to build them before you need them.” Links:LinkedIn: https://www.linkedin.com/in/agata-gojzewska-cfm-345331a4/ Website: https://www.cbre.com/ Ways to Tune In:Spotify: https://open.spotify.com/show/0M2XB78b09i5vkWy1eHsxb Apple Podcasts: https://podcasts.apple.com/us/podcast/facility-rockstars/id1729458441 Amazon Music: https://music.amazon.com/podcasts/60bbc4f3-a123-47ca-9a83-eade102c5859/facility-rockstars Podchaser: https://www.podchaser.com/podcasts/facility-rockstars-5616662 YouTube: https://youtu.be/5hJSdaamoKw Facility Rockstars Newsletter: https://subscribe.kaloutas.com Facility Rockstars is sponsored by Kaloutas, operating the way you operate in order to make your life easier. Learn more at: https://www.kaloutas.com 

Tim Roddick, a highly experienced facilities manager at Ocean State Veterinary Specialists shares his unique career journey, which seamlessly blends skills from carpentry, veterinary medicine, and advanced technical expertise in medical imaging. The conversation touches on Tim's hands-on experiences, such as performing an MRI on a fully grown lion and various construction and renovation projects. Tim discusses the importance of maintaining a positive attitude, working to one's true nature, and how he manages complex maintenance tasks with limited support. Challenges in the veterinary and facilities management industries, along with advice for maintaining a balanced work-life, are also explored. Takeaways:Always Approach Tasks with a Positive Attitude: Tim emphasizes the importance of maintaining a positive mindset, not just for personal well-being but also for fostering a collaborative work environment. When faced with negativity, engage with the person to understand and address the root cause of their behavior.Work to Your True Nature: Tim highlights the significance of aligning your work with your natural tendencies and passions. Finding tasks and roles that resonate with your personal strengths and interests can lead to greater job satisfaction and effectiveness.Communicate Effectively: Effective communication is crucial. Tim discusses how clear and transparent communication, especially about resource allocation and task priorities, helps in managing expectations and fostering a collaborative work environment.Prioritize Tasks Based on Need: Tim underscores the importance of distinguishing between urgent needs and wants. Addressing critical issues such as equipment failures before more aesthetic or less urgent requests ensures smooth operations and resource management.Maintain Good Relationships with Vendors and Staff: Building and maintaining strong relationships with reliable vendors and supportive staff members is key. Good rapport with external and internal stakeholders can expedite problem resolution and enhance operational efficiency.Be Proactive in Learning New Skills: Tim’s journey showcases the value of being proactive in acquiring new skills. Continuous learning and adapting to new technologies and methods can open up new opportunities and make you indispensable in your field.Manage Technical Problems Methodically and Step-by-Step: When facing technical issues, Tim advises a methodical approach. Breaking down the problem and tackling it step-by-step can prevent overwhelm and lead to a more efficient resolution.Quote of the Show:“If you're just kind of true to your nature of how you like to work, where you get so involved in something and you forget to go to the bathroom or eat, that's really where you want to be.”Links:LinkedIn: https://www.linkedin.com/in/timothy-roddick-045195128/ Website: https://osvs.net/ Ways to Tune In:Spotify: https://open.spotify.com/show/0M2XB78b09i5vkWy1eHsxb Apple Podcasts: https://podcasts.apple.com/us/podcast/facility-rockstars/id1729458441 Amazon Music: https://music.amazon.com/podcasts/60bbc4f3-a123-47ca-9a83-eade102c5859/facility-rockstars Podchaser: https://www.podchaser.com/podcasts/facility-rockstars-5616662 YouTube: https://youtu.be/XLYF8k9JXGc Facility Rockstars Newsletter: https://subscribe.kaloutas.com Facility Rockstars is sponsored by Kaloutas, operating the way you operate in order to make your life easier. Learn more at: https://www.kaloutas.com 

Emily Giannola, Director of Global EHS and Regulatory Compliance at Tecomet—a leading medical device manufacturer—brings a wealth of experience to the conversation. Her impressive background includes time as an OSHA compliance officer and service in the U.S. Coast Guard as a federal on-scene coordinator. Emily shares her deep expertise in safety, security, and emergency management, reflecting on key lessons learned throughout her career. One standout theme is the importance of slowing down during incident response to prevent critical mistakes. She also breaks down the nuances between causal analysis and root cause analysis, bringing the concepts to life through compelling real-world examples. Emily offers practical guidance on staying compliant, preparing for regulatory inspections, and cultivating a proactive safety culture. The episode wraps with a personal touch as she opens up about her passion for animal rescue and community outreach. Takeaways:Slow Down and Verify: Emily emphasized the importance of slowing down during incident response and emergency management tasks to avoid rushing and making critical mistakes. Always ensure that corrective actions are thoroughly verified to prevent creating new hazards.Gather Witness Statements Promptly: It's crucial to collect witness statements and affected person statements within the first 48 hours of an incident. This helps in capturing accurate and immediate recollections, minimizing information loss due to time lapses.Immediate Corrective Actions: Implement immediate corrective actions to mitigate hazards, even if it means shutting down processes temporarily. Addressing issues while the investigation continues ensures safety and prevents further incidents.Documentation and Inspection Readiness: Maintain organized and readily accessible documentation (e.g., training records, inspection logs) and utilize central repositories like SharePoint. Make inspections easy for compliance officers by having all necessary documentation prepared and available, demonstrating a proactive safety culture.Focus on Causal Analysis Over Root Cause Analysis: Adopt a comprehensive causal analysis approach rather than fixating on a single root cause. This involves examining multiple factors and timeline failures contributing to the incident to develop robust corrective actions and defense mechanisms at various points.Implement Focused Auditing: Conduct focused audits based on recent trends and issues identified in near misses, hazard observations, or reports of discomfort. Create specific, short inspection questionnaires and make it easy for employees and executives to perform these targeted audits.Collaboration Through Safety Committees: Ensure cross-departmental collaboration via safety committees, involving representatives from operations, maintenance, engineering, and team leaders. Avoid including supervisors or managers to foster open communication and honest feedback from frontline employees.Quote of the Show: "I think fresh eyes and eyes that don't see what we do every day lead to some of the best solutions that I've seen."Links:LinkedIn: https://www.linkedin.com/in/emily-giannola-m-s-79958927/ Website: https://www.tecomet.com/ Ways to Tune In:Spotify: https://open.spotify.com/show/0M2XB78b09i5vkWy1eHsxb Apple Podcasts: https://podcasts.apple.com/us/podcast/facility-rockstars/id1729458441 Amazon Music: https://music.amazon.com/podcasts/60bbc4f3-a123-47ca-9a83-eade102c5859/facility-rockstars Podchaser: https://www.podchaser.com/podcasts/facility-rockstars-5616662 YouTube: https://youtu.be/ns73OqO1a7k Facility Rockstars Newsletter: https://subscribe.kaloutas.com Facility Rockstars is sponsored by Kaloutas, operating the way you operate in order to make your life easier. Learn more at: https://www.kaloutas.com 

How do you effectively manage the complexities of facility operations for 1400 locations while fostering strong relationships and navigating unforeseen challenges? Join host Jay Culbert as he speaks with Eric Beissner, Senior Facility Support Project Manager at EEG America, who shares invaluable insights from his extensive experience. Eric emphasizes that his biggest lesson learned is the necessity of being agile and understanding that not every situation is black and white, a realization cemented by an early project replacing safes. The discussion covers the critical strategies for communicating across a vast network of stores, highlighting a multi-layered approach, and delves into the importance of building robust partnerships with vendors through open communication and mutual respect.Eric contrasts planned maintenance with reactive break-fix work, noting how planned efforts allow for more proactivity, even though emergencies remain a constant. He discusses utilizing systems like Service Channel and the innovative use of virtual coordinators based in the Philippines to manage workflow and ensure task completion across all locations. Eric also explains their training process for these remote team members, which includes leveraging tools like Loom AI for creating effective, personable training videos.  Takeaways:Be Prepared for Adaptation: In the world of facilities management, not everything is black and white. It's crucial to be agile and ready to adapt to constantly changing circumstances, such as new types of equipment, vendor services, and software advancements.Cultivate and Utilize Relationships: Building strong relationships with vendors, in-house staff, and other stakeholders is key. These relationships can help you get the support you need when projects hit unexpected snags and require urgent attention.Develop and Follow a Plan: Having a detailed project plan that accounts for different scenarios and store types can significantly help in managing large-scale rollouts and changes. Make sure every involved party understands the plan and their role in it.Leverage Technology: Use systems like Service Channel for automating work orders, scheduling, and tracking project progress. Additionally, creating and sharing training materials via tools like Loom AI can streamline processes and ensure consistency across the board.Effective Communication is Crucial: Communicate frequently and through multiple channels to ensure everyone involved is on the same page. This can include regional managers, district managers, and store managers. Frequent follow-ups and clearly outlined instructions can help avoid misunderstandings.Learn from Mistakes: Use past projects as learning experiences. Analyze what went wrong and what went well, and incorporate those lessons into future planning. For example, setbacks in a safe replacement project led to better planning and coordination in subsequent projects.Maintain Work-Life Balance: Facilities management can be demanding, but it's important to take time for yourself and pursue activities you enjoy outside of work. This can help reduce stress and improve overall job performance.Quote of the Show:“If you put your nose to the grindstone and you take the time to learn and cultivate relationships, it doesn't matter how old you are or how long you've been in the industry, you can do some good here."Links:LinkedIn: https://www.linkedin.com/in/eric-beissner-327a4b111/ Website: https://www.eg-america.com/ Shoutouts: Rob Cox: https://www.linkedin.com/in/robjcox/ Ways to Tune In:Spotify: https://open.spotify.com/show/0M2XB78b09i5vkWy1eHsxb Apple Podcasts: https://podcasts.apple.com/us/podcast/facility-rockstars/id1729458441 Amazon Music: https://music.amazon.com/podcasts/60bbc4f3-a123-47ca-9a83-eade102c5859/facility-rockstars Podchaser: https://www.podchaser.com/podcasts/facility-rockstars-5616662 YouTube: https://youtu.be/mmCjVGfA6Vg Facility Rockstars Newsletter: https://subscribe.kaloutas.com Facility Rockstars is sponsored by Kaloutas, operating the way you operate in order to make your life easier. Learn more at: https://www.kaloutas.com 

Frank Rhodes II, Senior Director of CapEx and Facilities at Benchmark Senior Living, discusses his extensive 18-year career in hospitality, engineering, and facilities management. Frank shares his journey from a tradesman to a senior director, discussing the importance of mentorship, continuous improvement, and the challenges of managing catastrophic events. He emphasizes the value of taking a breath before reacting to crises and illustrates how effective debriefing and team collaboration can lead to successful outcomes. Frank also discusses the need for talent advocacy within the Facilities Management industry and the role of organizations like IFMA in bridging the talent gap. Throughout the conversation, he highlights the importance of work-life balance, family support, and investing in personal and professional growth. Takeaways:Practice the "Take a Breath" Method in High-Stress Situations. Instead of reacting impulsively to emergencies or difficult situations, pause.  This allows for a more strategic and thoughtful response. For instance, write the email, but come back to it later to reread before sending.Implement the "Flawless Execution" Framework. For any project or event, follow the four-step process used by Blue Angel pilots: Plan, Brief, Execute, and Debrief. The debrief is critical for learning and improving, and it should be done in a way that encourages honest feedback by "taking off your name badge at the door".Actively Seek Mentorship, Even Informally. Identify the experts and leaders you admire and don't hesitate to make them your first call when you face a challenge. A mentor doesn't need a formal title; they can simply be your go-to resource for specific areas like HR, soft skills, or technical issues.Advocate for the FM Profession to Bridge the Talent Gap. Get actively involved in attracting new talent. This can be done by using social media to recognize your team and spread the word, speaking at local vo-tech and high schools, or participating in and judging SkillsUSA events to connect with the younger generation.Create a Safe Space for Team Feedback. Meaningful collaboration doesn't always happen in a group setting. Recognize that some team members may be hesitant to speak up. As a leader, it's your responsibility to follow up with those individuals in one-on-one meetings to ensure their voice is heard in a comfortable environment.Invest in Yourself Through Professional Associations. Join an organization like IFMA not just for networking, but as a direct investment in your own career growth and education. Use the association as a primary resource for unbiased advice, accreditation opportunities like the CFM, and support when you're facing a new challenge.Prioritize and Be Present with Your Family. Recognize that your family are the "unsung heroes" who sacrifice alongside you. Make a conscious effort to "take a breath at home" and be fully present with your loved ones, as this provides the foundational support needed to succeed professionally.Quote of the Show:"None of us can be successful without our team. We could have all the right playbooks. We could say all the right things, but if you don't have a team behind you, you're not going anywhere." Links:LinkedIn: https://www.linkedin.com/in/frank-rhodes-ii-cfm-44015615/ Website: https://www.benchmarkseniorliving.com/ Shoutouts: MA Skills USA: https://www.maskillsusa.org/Facilithon: https://fmpipeline.org/South Shore Technical High School: https://southshore.tech/Afterburners FlawLess Execution Plan: https://www.afterburner.com/about/our-process/“Flawless Execution” by James D. Murphy: https://a.co/d/e8Q7AHJ Ways to Tune In:Spotify: https://open.spotify.com/show/0M2XB78b09i5vkWy1eHsxb Apple Podcasts: https://podcasts.apple.com/us/podcast/facility-rockstars/id1729458441 Amazon Music: https://music.amazon.com/podcasts/60bbc4f3-a123-47ca-9a83-eade102c5859/facility-rockstars Podchaser: https://www.podchaser.com/podcasts/facility-rockstars-5616662 YouTube: https://youtu.be/X-M88J20i78 Facility Rockstars Newsletter: https://subscribe.kaloutas.com Facility Rockstars is sponsored by Kaloutas, operating the way you operate in order to make your life easier. Learn more at: https://www.kaloutas.com 

How do you ensure excellence and build lasting success in the multifaceted world of facility management?Join host Jay Culbert with guest Matt Deehan, VP of Facility Management Services at UG2 and VP of Education for IFMA Boston, as he shares vital industry insights. Matt’s biggest lesson from 25 years of experience is to "trust, but verify," emphasizing the need to dig into details for proof. He discusses the benefits of outsourcing facility services, primarily the access to broader expertise, and advocates for a mindset of continuous improvement, always aiming for perfection. Matt also explores the power of administrative controls, automation, and CMMS to streamline operations and preserve knowledge. Reflecting on a major challenge—launching a route maintenance program for 792 grocery stores —he highlights the critical role of collaboration. Ultimately, Matt stresses that strong stakeholder relationships, built on proactive communication and mutual respect, are foundational to achieving goals and navigating the complexities of facility management.Takeaways:Emphasize the Importance of Collaboration in Your Work Environment: Make it a point to highlight how crucial collaboration is to your team, emphasizing that working together tends to produce better results than working alone.Collaborate Regardless of Job Description: Actively engage in collaborative efforts, even if it's not explicitly mentioned in your job duties. Taking the initiative shows leadership and a willingness to contribute beyond your designated role.Surround Yourself with Collaboratively-minded Individuals: Identify and associate with colleagues and team members who value and understand the essence of working together towards shared goals.Commitment to Collective Purpose: Ensure that everyone on your team is dedicated to the collective goal. A group of people who are all committed to the same end result can achieve extraordinary outcomes.Work Hard Towards Shared Objectives: Always put in the effort to contribute to the team's objectives. Hard work within a collaborative environment accelerates the achievement of goals.Cultivate Open Communication and Teamwork: Promote and encourage a culture where open communication and teamwork are the norms. This creates an environment where everyone feels comfortable sharing ideas and working together.Quote of the Show:“Collaboration with other people is key; whether it's in your job description or not, if you surround yourself with people who can collaborate, work together for a common goal, and are all hardworking, you can get a lot done.” Links:LinkedIn: https://www.linkedin.com/in/matthew-deehan/ Website: https://ug2.com/ Shoutouts: IFMA Boston: https://ifmaboston.org/ IFMA: https://www.ifma.org/ Smartsheet: https://www.smartsheet.com/ Ways to Tune In:Spotify: https://open.spotify.com/show/0M2XB78b09i5vkWy1eHsxb Apple Podcasts: https://podcasts.apple.com/us/podcast/facility-rockstars/id1729458441 Amazon Music: https://music.amazon.com/podcasts/60bbc4f3-a123-47ca-9a83-eade102c5859/facility-rockstars Podchaser: https://www.podchaser.com/podcasts/facility-rockstars-5616662 YouTube: https://youtu.be/8kXwXW0UskU Facility Rockstars Newsletter: https://subscribe.kaloutas.com Facility Rockstars is sponsored by Kaloutas, operating the way you operate in order to make your life easier. Learn more at: https://www.kaloutas.com