Given the scope of our work, I am always thinking about how Facilities can make the greatest impact in its service and support of the university. The two primary ways to do that are to operate as one team and through effective leadership. We must be integrated in our thinking, then in our behavior, and ultimately, in the services we deliver. We must be highly collaborative and understand that whether someone is working in planning, design, construction, finance and administration, sustainability, facilities operations, custodial services, grounds, or communications, we are one team going forward. The university is counting on us to deliver efficient and effective facilities services, so we are going to do everything possible to follow through on that mandate.
We want to lead by example. Because of the great support provided by the president and university cabinet, I feel empowered in my role, and as facilities leaders, we need to do the same with our people. It is our job to get them what they need, to remove obstacles, and support them.
As you consider the wealth of knowledge and experience you have gained over the course of your career, what would you consider an area that you intend to focus on for facilities?
My focus for Facilities is expansive and sets the tone for our future. Key to everyone’s success at Yale is delivering the $4 billion multiyear capital program required to advance the university’s academic priorities and providing effective 24/7 facilities operations support. We need to effectively plan, build, and maintain spaces across all campuses where teaching and research can be conducted at the highest level.
Tied to capital is operationalizing Yale’s Sustainability Plan and facilities and infrastructure resiliency strategies. This work is directly tied to the objectives outlined in the University Initiatives, particularly in the area of Planetary Solutions. Yale was one of the first universities to set greenhouse-gas reduction goals (in 2005), and Yale’s commitment to its built environment spans more than 30 projects with a silver, gold, or platinum LEED certification. For the university to achieve its climate goal of net zero emissions by 2035 and produce zero actual emissions by 2050, we continue to make significant investments in the built environment and modes of operation that lead in the sustainability space.
One such goal on our operations side is to become data-driven through technology optimization. Referring to Jack Callahan Jr.’s guidance to “do something different,” we are developing systems that will better serve our teams’ and our clients’ needs. We will also improve our integrated facilities service delivery by rethinking our service-level agreements. We need to make sure service levels are aligned with our budget and people count.
This work cannot be done without talented and dedicated staff. My “one team, forward, together” approach is evolving our Facilities culture. We are building a more cohesive leadership team and empowering others to participate more readily and with more frequency. Good ideas can come from anywhere, and I welcome them from across our team.
When faced with adversity on the job, what is your first action?
My first action is to listen. I try not to go directly to a solution that has been successful in the past because each organization and situation is different. I explore other ways of looking at the problem. I may have something formulated in my mind, but it’s important to ask my colleagues: “What do you think we need to do?”
Even though you might be faced with adversity and under a lot of pressure, you have to stay calm. I credit playing sports and my military training for teaching me how to stay calm under pressure. I remember that one of my evaluations in the military read, “this officer brings calmness to very chaotic situations.”
What has helped you develop as a leader?
Sports were a big part of my life, and I played football and ran track in high school and at the collegiate level. I was trained on the importance of values and how to clearly articulate them to others during my time in the Army as a combat engineer and infantry officer. Those values become embodied in an organization through leading by example.
Working internationally played a significant role in learning how to navigate different circumstances, being adaptable, and appreciating culture, diversity, and varied points of view. Those were very formative experiences for me, especially during my time in Italy. As I look back over my 43-year career, every position I have had has prepared me for this job at Yale. Staying curious has also helped me to continue to develop as a leader.
What leaders do you admire?
I have worked with many exceptional leaders throughout my career; you learn by being around them. Lonnie Bunch, the founder of the National Museum for African American History and Culture—which cost $500 million to build—and a Yale honorary degree recipient, was a phenomenal leader to watch when we worked together at the Smithsonian Institution.
