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: jgoodhue@channelfish.com
• Website: 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, NECI

Links:

• 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 Huard
  • LinkedIn: 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 Dougherty
  • LinkedIn: https://www.linkedin.com/in/kimberly-dougherty-190b686/ 
  • Website: https://www.cbre.com/services/transform-business-outcomes/lab-services 
• Gretchen Catlin
  • LinkedIn: https://www.linkedin.com/in/gretchen-catlin-29311149/ 
  • Website: https://www.maine.edu/ 
• Agata Gojzewska
  • LinkedIn: 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: jmcdonald@maritime.edu 

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: manetherton@gmail.com 

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: dblake@kaloutas.com 
• Phone number: (978) 697-3551
• Website: 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: ben.odonnell@noviacorp.com 
• 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: mgm85101@gmail.com 
• 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: cbattafarano@nouria.com 
• 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: nkaneboyd@yahoo.com 

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: zach.stublaski@gmail.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/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