I am leading a diverse Asset Management and Logistics team through change management and creating a new identity for 40+ employees. I introduced Enterprise Asset Management (EAM) for Facilities Management with the core functions of Planning, Execution, and Control. I also developed vision and mission statements for team to align with department goals. As part of my role, I am overseeing and managing the EAM services including Program Management, Work Management Support, Labor Management Support, and Knowledge Management for the physical assets of Cornell University supporting 14 colleges, with over 260 major facilities totaling over 17M GSF, and annual maintenance budget exceeding $50M. I am also leading the continued development of the Strategic Asset Management Plan (SAMP), asset management and service programs, and have standardized career opportunities in program management. Furthermore, I am developing a multi-year capital plan process using data management and reporting. I am overseeing the development of a new workflow for service requests, aligning supply chain Maintenance, Repair and Operations (MRO) logistics, labor force training and certification, and provided centralized resource for information using Computerized Maintenance Management System (CMMS) Maximo. Leading the data analysis and reporting effort for in-depth operational insight.

As head of a team of professional project managers, managed a diverse portfolio of 125+ projects worth $50M, requiring engagement with various stakeholders. Developed a high-functioning team and established standardized processes for consistent project delivery on schedule and within budget. Collaborated with directors, partners, and stakeholders to create web-based resources of over 60 checklists and 50 templates for essential project management tasks. Standardized staff position descriptions for workload leveling and accountability. Promoted transparency during capital planning process, emphasized risk analysis and use of a living project charter for standardized project information transition.

Selected for a 2-year leadership program at Cornell University's Infrastructure, Properties and Planning division, with rotational assignments in each department, including Facilities Management, Energy and Sustainability, Contract College Facilities, Finance and Information Technology, Transportation and Delivery Services, Office of the University Architect, and Engineering and Project Management.

Transportation and Mail Services: Gained exposure to the diversity of functions within the department, including operations of the Campus-to-Campus (C2C) Bus, management of the campus fleet vehicles, and parking, permitting, and enforcement. Learned the importance of a comprehensive transportation and parking master plan. Campus Planning Department: Gained an understanding of how the development of the physical resources of the University are linked to the academic and institutional plans, integrating land use and the built environment.

Financial Literacy and Organizational Budgeting: Collaborated with the IPP Business Officer and Facilities Management administration to analyze the Planned Maintenance assessment model and streamline the FY budget.

Capital Planning and Organizational Presentation Skills: Coordinated with the Senior Director of Facilities for the Contract Colleges and the Unit Facility Directors of the Colleges to develop a comprehensive list of projects. Participated in the Contract College Facilities Capital Planning Steering Committee to identify a prioritized five-year rolling capital plan.

Climate Literacy and Campus Utility Operations and Asset Management: Developed a business practice to incorporate energy conservation measures in the basis of design for proposed capital projects. Gained a greater understanding of campus utilities operations and asset management.

University Facilities Operations and Organizational Leadership: Provided leadership in a team-oriented participative management environment for the delivery of operations maintenance, testing and inspection. Participated in union contract negotiations and labor disputes. Collaborated with other departments to ensure campus facilities and infrastructure remain compliant and operable.

Leadership and Supervision: Led the newly created Architectural and Structural Engineering Section in Facilities Engineering, managing a team of design professionals providing structural engineering and architectural services.Maintenance Engineering: (Co – Team Leader): Collaborated as Co-Team Leader to develop an efficient and compliant maintenance design organizational structure within Facilities Engineering, standardizing roles, responsibilities, and templates for improved efficiency and accountability.

Program Development and Management: Collaborated with Facilities Engineering section leaders and program managers to develop an approach to advance and improve asset management and maintenance processes for various building systems across campus.Project Management: Oversaw Building Envelope System repair/replacement projects and developed communication plans to keep campus customers and project teams informed.Architectural and Engineering Services: Analyzed existing building structures and envelopes for safety, building codes, historic preservation, and facility needs, and designed repairs to address priority needs.

Construction Project Management: Conducted diagnostic studies, produced condition assessments, designed and managed restoration repair projects of historical structures, deferred maintenance/rehabilitation projects of building envelopes, and industrial facilities.Structural Analysis/Design: Analyzed existing building envelope systems for life safety and serviceably concerns.

Highway Planning, Design, and Field Inspection: Highway planning, profile design, and construction phasing for the interchange of I-95/ I-91 in New Haven, CT.