Maintenance Manager
Resume:
Philip G. Kaelin
Belleville Il., ***** 618-***-****
DIRECTOR FACILITIES
Results-driven and highly ambitious professional with progressive career building sizeable, cross-functional teams in the design, redesign, and launch of leading-edge business solutions. Talent for overseeing comprehensive facility services and continually improving internal procedures to boost efficiency, reduce costs, and ensure seamless operations. Expert communicator, leader, and businessperson; able to forge solid relationships with partners and build consensus across multiple organizational levels. Skilled in monitoring and ensuring compliance with The Joint Commission, OSHE, NFPA, and International Building Codes.
Highlights of Expertise
Strategic Business Planning
Support Services
Cost Reduction and Analysis
Construction / Project Management
Executive Advisory
Start-Up / Turnaround
P & L Accountability
Process Redesign / Change Management
Business Development
Team Building and Leadership
Career Experience
Saudi Arabian Bechtel Company, Jubail Industrial City, Eastern Province
DIRECTOR FACILITY SERVICES (September 2013 to 2018)
Provided facilities oversight for the main compound and two off site locations. Responsibilities included project management, building, equipment, grounds, utilities, capital improvements, security, parking, and repairs. Directly supervise five managers with 61 technical reports.
Managed three-million-dollar annual budget, overseeing 59 residential buildings, athletic buildings, gymnasium, Olympic size swimming pool, security forces and secured entry way totaling 500,000sq ft.
Participated with Strategic Planning Committee developing a five-year plan master plan.
Developed Master Project Schedule for improvements to track progress and inform stakeholders.
Started a monthly newsletter to keep all stakeholders informed of any changes and improvements in the Facility Transportation and Security sectors.
Significantly increased customer satisfaction by 28% favorable rating, as measured by customer surveys. Achieved by initiating Preventative Maintenance program on critical equipment, reducing overtime breakdown costs by 12% annually.
Improved team productivity by 8% setting goal priorities and accountability standards for 9 direct reports and 45 indirect reports to achieve improved personnel behavior by increasing number of satisfied job orders completion.
Decreased maintenance spending 13% by refining the purchase process with maintenance contractor, leading to reduction in total cost annually.
Created Enterprise Asset Management data base, tracking age, depreciation, repair cost and life cycle management. Initiated Capital Asset Budget to purchase/replace obsolete assets reducing immediate costly replacements, saving 3% annually.
Memorial Medical System, Springfield, IL
INTERIM MANAGER FACILITY ENGINEERING OPERATIONS (March 2013 to June 2013)
Responsible for planning KPIs, setting vision, establishing standards for building-wide maintenance, and coordinating hospital resources. Worked with department heads and contractors for hospital addition, creating a seamless transition while complying with Medicare/Medicaid, The Joint Commission (TJC), and NFPA standards for construction. Initiated construction permitting for all contractors across departments to ensure TJC compliance, utilizing existing utilities.
Direct responsibility for 1.3 million square foot acute care tertiary hospital including 8 off campus offices; including landscaping, parking lots and security systems. Operating an annual budget of $12 million and capital budget of $3 million.
Full department oversight, staffing requirements, hiring and releasing of direct/indirect reports, budget development, and strategic planning for census growth.
Successfully initialized cooperation between cross-functional teams developing workflow priorities, reducing overall downtime for key assets and increasing customer satisfaction.
Accountable for cost analysis to qualify capital cost vs. maintenance expenditures, reducing operating budget by 9%.
Consolidated department systemwide to enhance efficiency and reduce operating costs 4% and eliminating outside contractor expense.
Lindenwood University, Belleville, IL
MANAGER FACILITY MAINTENANCE & EVS (August 2011 to March 2013)
Strategically managed the entire building envelope from environmental and maintenance with scheduling of resources to budgeting and building remodel. Negotiated contracts and time frame with general contractor on refurbishing 15K seat outdoor stadium. Coordinated with administration, city, state, and athletic conference officials to ensure the exceeding of all agency regulations.
Managed 2 administration buildings, 250 seat sound and lighting auditorium, two athletic buildings, 3 athletic fields, 20 residential buildings, and 4 multi-purpose buildings all exceeding 1.3 million square footage.
Initiated full range environmentally safe EVS products reducing immediate costs by 2%, and increasing worker productivity by 8%.
Modeled preventative maintenance for natural gas fired boilers reducing breakdown overtime costs by 35%.
Responsible for capital budget of $1.2M for complete remodel of 30,000 square foot building for professional office space, completed on-time and saved 2%.
St. Elizabeth Hospital, Belleville, IL
DIRECTOR FACILITY MANAGEMENT (January 2008 to July 2013)
Held concurrent responsibility for leading full plant and maintenance operations of 368 beds, 137-year-old, acute care hospital with outer buildings. Strategically positioned a team of 26 employees to surpass ambitious objectives. Continually revamped processes of boiler room and maintenance staff to drive cohesiveness.
Responsible for 1million square footage main campus and 7 buildings and 6 off campus office/clinic buildings.
Planned and maintained annual budgets of $10 million maintenance and $2.5 million capital budget.
Full department oversight, staffing requirements, hiring and releasing of direct/indirect reports, budget development, and strategic planning for census growth.
Established KPIs to increase customer/patient satisfaction by applying the “Voice of the Customer” recommendations. Increased HCAAP scores 3% annually
Initiated cross function team (maintenance staff and EVS staff) to provide patient rooms defect free for next patient increasing floor staff satisfaction by 10%.
Served on Board of Directors Community Health Department, engaging local groups, creating educational opportunities for stakeholders to educate their population on adequate healthcare vs healthcare for all.
Commended for the completion of two cost reducing projects under Six-Sigma Lean operations, reducing expenses by 7% of six-million-dollar rehab budget, earning the Green Belt Designation.
Education
Master of Science, Healthcare Administration (2013)
Lindenwood University, Belleville, IL
Master of Science, Business Administration (2012)
Lindenwood University, Belleville, IL
Bachelor of Science, Political Science
Westminster College, Fulton, MO
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