Manager Customer Service

Summary

Facilities management executive with ** years of leading high performance teams, providing strategic vision, implementing exemplary customer service, designing sustainable solutions, optimizing operating costs, and maintaining regulatory compliance. Organized, detail-oriented, achievement of results-focused, with efficient administrative abilities. Successfully applies a collaborative leadership style which engages staff with an ideology that values the contributions of all people. Extensive experience in root cause analysis, emergency response, communications, and a desire for continual learning.

Areas of Expertise

Project management, Preventive maintenance programs for infrastructure systems/equipment, NFPA 101 Life Safety Code, Joint Commission Environment of Care, Medium/low voltage electrical distribution, Emergency power generation/distribution, Plumbing/piped utilities, HVAC, Security access control/CCTV, Pneumatic tube systems, Elevators/escalators, Clinical Engineering, Medical equipment device application, Training, Troubleshooting/repair, Fire detection/suppression, Energy management, Waste/Recycling, Building Automation Systems, Grounds maintenance/landscape management, Parking deck/surface lot management, Contract negotiations, Budget management/cost optimization acumen, and Regulated medical waste processing.

Employment History

University of Michigan Health System, Ann Arbor, MI April 2001 – March 2017

Director, Facility Operations

7 million sq. ft. of owned and leased facilities comprising more than 60 locations, leading a staff of >200 while overseeing a budget of $65M/yr. (1,000 beds)

Reduced service contract cost on medical equipment, building systems, utilities, and custodial services by utilizing volume discounts, optimizing day/times of coverage, rightsizing scope coverage, T&M options, and achievement of key performance indicators.

Reduced energy usage/sq. ft. consistently year after year via meter readings/trending daily use, invoice review, BAS optimization, HVAC tune up, and implementing energy saving projects.

6 successful surveys by the Joint Commission with only minor improvements in the Environment of Care and none that would cause conditional accreditation. Administrator of the Statement of Conditions process.

Reduced inspection frequencies and eliminated inspections of medical equipment by incorporating data analysis of past inspections, incident reports, failure summaries, and input from staff.

Committee Chair: Environment of Care, Utilities Management, Nursing-Facilities Partnership, Life Safety, and Environmental Stewardship.

Trained in LEAN principles and led implementation of projects in Facility Maintenance, Clinical Engineering, and design of new healthcare space.

Improved employee morale via empowerment of staff to make service decisions, scheduling flexibility, increased the occurrences of staff appreciation, and maintained an open door policy to department staff to foster sustained communications.

Developed KPIs to monitor regulatory and financial performance with accountability for achievement.

Member of the leadership team that implements capital construction projects and renovations exceeding $100M annually. Includes the 5-year planning tool using a facility condition index with life cycle costs.

Liaison for parking and transportation/bus services for the entire Health System.

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Detroit Medical Center, Detroit, MI January 1997 – April 2001

Director, Plant Operations, Central Region

5 million sq. ft. of owned facilities, leading a staff of 180, overseeing a budget of $30M/yr. (1,500 beds)

Promoted to Director during a total organizational restructuring that eliminated 60% of the management positions within the facility depts.

Experienced in labor relations with 3 different unions covering 5 separate union contracts. Participated in the negotiation of a joint operating agreement (JOA) in which all 5 union contracts were consolidated into one JOA.

Implemented computerized maintenance management system to ensure compliance performance, data reporting, and to minimize the annual cost.

DMC-Children’s Hospital of Michigan, Detroit, MI March 1995 – January 1997

Manager, Engineering and Maintenance

700K sq. ft facility, leading a staff of 28, overseeing a budget of $3 million.

Hired as contract employee and retained as full time within 6 months.

Resurrected non-functional computerized maintenance management systems to ensure compliance performance, data reporting, and to minimize the annual cost.

Schoolcraft Community College, Livonia, MI August 1987 – June 2006

Faculty, Part-time

Instructor for classes in Electronics, Biomedical Equipment Technology, and Computer Servicing curriculums.

Responsible for lecture material, examinations, laboratory experiments, and grading.

Older Employment History

Sinai Hospital of Detroit, Detroit, MI

Manager, Plant Operations & Clinical Engineering

3 career promotions leading to maintaining a staff of 45, and budget of $3 million.

Designed computerized maintenance management systems to ensure compliance performance, data reporting, and to minimize the annual cost.

Education

Wayne State University, Detroit, MI Bachelors Degree Electrical/Electronic Engineering Technology

Schoolcraft College, Livonia, MI Associates Degree Biomedical Engineering Technology

Special Skills/Training

Diversity, equity, and inclusion training (2004, 2015)

Certified by AAMI (#1730) as a Biomedical Engineering Technologist.

Trained in NIMS (National Incident Management System) IS-700, 701, G-191.

Master Certificate in Healthcare Leadership, UM Ross Business School. (2007)

Trained in LEAN principles from manufacturing environment applied to healthcare. (2010, 2013)

Featured in Aug. 2007 ‘Maintenance Solutions’ magazine for energy conservation.

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