Facility Rockstars

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/ 

This special episode was recorded at the ISPE event a couple of weeks back, and we’re highlighting the powerful partnership between Facility Rockstars and the next generation of industry leaders. We’re bringing you a series of short interviews with a fantastic lineup of cadets and faculty, including Mary Ellen Mulholland, Hayden Foskett, Nathan Levis, and Ben Maderis. The cadets share what makes the MMA experience unique, focusing on the regimented lifestyle that instills critical values like self-discipline, professionalism, and leadership. All essential traits for success in the demanding world of facilities management.

Beyond just a "meet and greet," this episode serves as an exciting teaser for a much bigger collaboration. Mary Ellen Mulholland officially announces that Facility Rockstars is heading to the MMA campus to film a new series of episodes. This upcoming series will dive deep into the academy's impressive program, showcasing the cadets, faculty, and administration who are all dedicated to training the "future rockstars" of the facilities, engineering, and life sciences industries. Get ready for an inside look at where the industry's best and brightest are getting their start!

Takeaways:

• Future-Proof Your Team with New Talent: The next generation of facilities leaders is being trained right now. Cadets from programs like Mass Maritime are graduating with a built-in foundation of discipline, leadership, and professionalism before they even enter the workforce.
• Discipline is a Differentiator: The MMA cadets' emphasis on self-discipline—from waking up early to professional appearance—is a key trait they believe will make them successful. This focus on personal responsibility is a massive asset in any facilities role.
• Networking is a Career Superpower: As Amanda explains to the cadets, podcasts and professional communities are invaluable networking tools. They offer direct access to professionals across a wide variety of industries, including biotech, pharma, and manufacturing.
• Embrace Community Building: The core purpose of Facility Rockstars is to build a community. This episode demonstrates the power of that community in action, bridging the gap between current industry leaders and future ones.

Quote of the Show:

•  "I went to Mass Maritime 'cause I wanted to develop self-discipline...being able to take care of my clothes, look good, and act like a professional. Because that's what I need to be successful in the working world." - Hayden Foskett

Links:

• Mary Ellen Mulholland
  • LinkedIn: https://www.linkedin.com/in/memulholland/ 
  • Website: https://www.maritime.edu/ 

Jessica Goodhue, a seasoned EH&S Manager at Channel Fish Processing, discusses her extensive experience spanning from the manufacturing floors of Massachusetts to the remote and challenging environments of the Alaskan seafood industry. Jessica emphasizes that effective communication is the single most critical lesson from her career, detailing how it builds trust, overcomes significant language and cultural barriers with a diverse international workforce, and fosters true collaboration. She shares powerful stories of creating an inclusive and safe environment for employees from countries like Mexico, Somalia, Ukraine, and Fiji, which required adapting everything from housing and dietary plans to daily operational training.

The conversation explores the unique complexities of working in remote locations, including logistical hurdles like planning around volcanic ash, adapting to life on processing vessels that operate as "small floating towns," and implementing robust safety programs where no municipal fire or police services exist. Jessica shares her core EHS philosophy: a program is only successful if it's visible, actively implemented, and genuinely helps employees in their daily tasks. Using real-world examples, she illustrates the power of "thinking outside the box" to automate processes, reduce human error, and solve complex environmental challenges like improving wastewater quality by examining the entire upstream chemical handling lifecycle.

 Takeaways:

• Prioritize Communication to Build Trust: Make yourself an approachable resource for everyone, regardless of their department. When employees feel comfortable asking questions—even ones they think they should know the answer to—mistakes and accidents are prevented.
• Use Visuals to Bridge Language Gaps: In a multicultural workplace with diverse languages, simple pictures, diagrams, and hands-on scenarios are often more effective than text-heavy documents. Show, don't just tell.
• Be Visible and Engaged: An effective safety program isn't just a binder on a shelf. Walk the floor, talk to employees, and observe processes to understand their real-world challenges and confirm that your programs are helping, not hindering.
• Think Beyond Your Immediate Resources: When faced with a challenge, involve people from different disciplines (operators, engineers, electricians). A fresh perspective can lead to creative and often automated solutions that eliminate risks.
• Aim for Elimination, Not Just Mitigation: When addressing a hazard, always push to engineer it out of the process entirely (like automating chlorine monitoring) rather than defaulting to PPE and procedures as the only solution.
• Investigate Problems Holistically: When a parameter is off or an issue arises, look at the entire upstream process. The root cause is often found in an unexpected place, such as chemical handling procedures impacting wastewater quality.
• Embrace an "It's All Experience" Mindset: Say yes to opportunities that push you out of your comfort zone. Whether the outcome is good or bad, every experience is a chance to learn, adapt, and grow your skills.

Quote of the Show:

•   ”I always believe in going for it, because at the end of the day, good experience, bad experience, it's experience, and it's gonna help you no matter what.” 

Links:

• LinkedIn: https://www.linkedin.com/in/jessica-goodhue-b50744271/ 
• Email: [email protected]
• 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: [email protected] 

Mark Netherton, Maintenance Manager at Grower Direct Farms, New England's largest greenhouse, shares insights from his diverse career in chemical and dairy manufacturing, explaining how the core principles of maintenance management translate to the unique environment of a 50-acre indoor farm. He emphasizes that patience is the most crucial lesson he's learned, as priorities on the floor can shift in an instant. The conversation covers the importance of creating a work environment where employees feel a sense of joy and fulfillment, which Mark sees as essential for long-term success.

The discussion takes a dramatic turn as Mark recounts a devastating fire that affected 30% of their facility, wiping out all supporting departments, from shipping to the boiler room. He shares the incredible story of how the entire team, from the owner to the operators, rallied together to restore power, water, and air within 48 hours. Through this experience and his day-to-day leadership, Mark illustrates how building a proactive, empowered, and resilient team is the key to overcoming any challenge.

Takeaways:

• Implement a Tiered PM System to Balance Production: Structure your preventive maintenance into levels to work around production needs. Mark uses a three-level system: Level 1 for weekly visual checks , Level 2 for more involved mechanical inspections, and Level 3 for major, scheduled rebuilds. This allows for continuous monitoring without constant disruption.
• Assign Technicians Ownership of Specific Zones: To increase pride and accountability, divide your facility into zones and give individual technicians complete ownership of their area. This empowers them to manage all work orders and PMs in their zone and encourages them to build stronger relationships with the operators and managers in that area.
• Prioritize Character and Attitude in Hiring: When hiring, place a higher value on a candidate's attitude, integrity, and ability to be a team player than on their existing technical skills. Mark states he would choose a less-skilled person with a great attitude over a highly-skilled individual "any day, every day, twice on Sunday," because skills can be taught, while character is ingrained.
• Set Clear Expectations During Onboarding: On a new employee's first day, sit down with them and clearly communicate your expectations regarding core values like honesty and integrity. At the same time, tell them what they can expect from you as a manager to establish a foundation of open and honest communication from the start.
• Document Everything to Improve Future Work: Cultivate a rigorous habit of documentation for all maintenance activities. Ensure that notes are left on work orders and PMs, and attach all relevant documents, such as third-party service reports, directly to the asset's file in your maintenance software.
• Promote a "Safe Keeper" Mentality: Foster a safety culture that goes beyond individual responsibility. A "safe conscious person" not only thinks about their own safety but also acts as a "keeper" for everyone around them, ensuring the entire team goes home in the same condition they arrived.

Quote of the Show:

• “It goes honesty, integrity, and then character right underneath it.” 

Links:

• LinkedIn: https://www.linkedin.com/in/marknetherton2/ 
• Website: https://growerdirectfarms.com/ 
• Email: [email protected]