How did you get into Facility Management?
During my time in the Marines, I had two facilities assignments at Camp Pendleton, CA, and Parris Island, SC. There were many similarities between those jobs and my current position at Independence National Historical Park.

Tell us about a favorite project.
The facilities staff at the park has been working for several years to develop projects that will update some very old HVAC equipment. After an energy audit and initial design work, what started out as a simple replacement of air handlers and compressors has turned into a much more comprehensive project. The process got us thinking holistically about how heating and cooling are done across our campus and other ways we can economize beyond replacing old with new.

What is your greatest success story?
It’s still a work in progress. Since I started with the Park Service here in Philly six years ago, I’ve been working with managers and supervisors on three things: adopt more data-driven methods to manage work, adjust an old staffing model to better fit our portfolio, and be a more accountable organization. In the challenges created by personnel turnover there have been opportunities for improvement. We’ve become more thoughtful with recruiting and hiring. We’re expanding the use of real property and work order systems. I’m emphasizing work planning at the trade shop level. In the past there was more reacting than planning, and rarely did anyone take time to look back at data to analyze the operation. Now we have clearer methods to plan, document, and assess what we do. Modernization entails culture shift and that requires patience and persistence. My role has been to identify the need to change, conceptualize the results we’re seeking, socialize the process with staff members, designate focus areas, enable others to try out new ideas, and lobby my bosses and peers to support what we’re doing. It’s a bumpy ride. Communications, teamwork, and accountability are getting better, which is encouraging.

Tell us about a challenge or obstacle that you faced in the Facilities field and how you overcame it.
One of the things I liked about the military was that, most of the time, you were told what results you needed to achieve. You weren’t told how to get the job done. You got constructive feedback. There was a lot of uniformity in organizations and processes across the enterprise. The agency I work for now is different. To accomplish its mission of preserving natural and cultural resources in perpetuity the NPS administers over 400 parks, sites, and memorials across the country. Every one of those resources is unique and so are the units that staff them. Organizational culture is very different from the military. I try to keep an open mind and share candid thoughts based on facts and experience. As someone who can be viewed as a bit of an outsider, I’ve found it helpful to introduce new ideas to the management team as problem-solution sets.

What is something that most people do not know about you?
I got to fly around the world on a “business” trip while I was on active duty. I left Hawaii for a training exercise in Australia. The following week I hosted a conference in Tanzania. There wasn’t time to return home in between so my itinerary went west the whole way. I’ve forgotten the number of frequent flyer miles, but it was impressive.

What learning experience would you pass onto future FM’s?
FM is a diverse career field. The only way to broaden your experience is to try new things. Unless you’re perfect – doing something for the first time includes mistakes. Learning from mistakes builds judgment. The longer you’re around, the more experience, judgement, and decision-making factor into your job performance. So don’t be afraid to try new things or make mistakes. Admit when you could have done something better. Just don’t make the same mistake twice. Be glad if you have a boss that’s willing to let you grow through your imperfections. Remember how that feels if you’re the boss.