Facility Rockstars

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 Wentworth

Links:

• Instagram: https://www.instagram.com/latestartracingteam/?hl=en
• LinkedIn: https://www.linkedin.com/in/forest-wentworth-1b56445a/
• Website: https://latestartracingteam.com
• YouTube: https://www.youtube.com/@latestartracingteam
• Email: [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’Amore

Links:

• David D’Amore
  • LinkedIn: https://www.linkedin.com/in/david-damore-2262474/ 
  • Website: https://www.are.com/ 
• Tim Cullinan
  • LinkedIn: https://www.linkedin.com/in/tim-cullinan-13508241/ 
  • Website: https://www.janitronics.com/ 
• Paul Donhauser
  • LinkedIn: 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 McClellan

Links:

• Allen Metcalfe
  • LinkedIn: https://www.linkedin.com/in/allen-metcalfe-23bb3b12/ 
  • Website: https://www.maritime.edu/about/president/senior-staff 
  • Phone Number: (508) 830-5052.
• John Bausch
  • LinkedIn: https://www.linkedin.com/in/john-j-bausch-ph-d-155a915/ 
  • Website: https://www.maritime.edu/directory 
  • Email: [email protected] 
• Katie McClellan
  • LinkedIn: 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 Wilcox

Links:

• Laura Wilcox
  • LinkedIn: https://www.linkedin.com/in/lwilcox/ 
  • Website: https://www.maritime.edu/directory 
  • Email: [email protected]  
• Ashraf Omran
  • LinkedIn: 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 Dwight

Links:

• 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/