As the executive and operational leader of UG2’s Tri State Center of Excellence, Jim Larkin oversees one of UG2’s largest regional offices. The COE manages over 15+ million square feet and $100+ million in managed volume. Our New York City-based office is dedicated to supporting both new and existing clients with their comprehensive facility services, sustainability and asset management goals. At UG2, our mission is to be the premier provider of integrated facility services and solutions to the world’s most discerning clients. We achieve this by introducing cutting-edge technology and innovative practices to the facility services market, driving dynamic growth and excellence through people, process and innovation.In addition to his role at the COE, Jim supports UG2’s national portfolio of clients by designing data driven and custom tailored facilities management solutions for healthcare, higher education, life science, and commercial sectors, ensuring our clients received unparalleled quality, reliability and constant communication.

With a passion for transforming operations and driving growth, Jim Larkin has led UG2’s Tri State Center of Excellence from its inception in 2017. Starting with just one account and $2 million in managed volume, he spearheaded the expansion into a powerhouse regional office that now oversees 50+ accounts and generates $100 million in revenue.The New York City-based office is dedicated to supporting both new and existing clients with their comprehensive facility services needs. At UG2, the mission is to be the premier provider of integrated facility services and solutions to the world’s most discerning clients. This is achieved by introducing cutting-edge technology and innovative practices to the facility services market, driving dynamic growth and excellence.

Served as main point-of-contact to new and existing clients as Sodexo’s regional service line expert for Integrated Facilities Management. Developed, managed & grew scope, schedule, and contract deliverables of teams providing facilities management services including Plant Operations, Maintenance, Housekeeping, Environmental Services, Security, Laundry and Transportation. Managed full P&L responsibility (>50+ MM) for large academic medical, acute care, tertiary care and senior living accounts across a 10 state region (New England, New York, New Jersey, Illinois)Promoted 4 times in 14 year from Intern-Operations Manager-Director-and Area GM/VPO to regional management position.

Served as executive leader for overall operation and strategic growth of engineering, design, and construction; power plant; and fire safety departments. (4.7 million sqft, 1171-bed tertiary-care academic medical center; 56 operating rooms, 360 research laboratories, 3 vivrariums, and 1,000 students). Manage 5 direct and more than 175 indirect reports, including Directors, Operations and Project Managers, Supervisors, and Line Staff.Maintained P&L responsibility, with a total managed volume of $27.4 million and an additional $30 million annual capital Infrastructure projects.Reduced operating budget by 14% ($4-MM) over 3 years through renegotiated contracts, and insourcing of maintenance.Redesigned staff and trade mix to implement proactive maintenance culture, including zone maintenance and PM teams, while increasing staff engagement through labor-management committees, town hall meetings, and staff rounding; utilized Kaizen Management Approach.Charged with management of a $35 million utility budget. Implemented a 10-year energy savings project to reduce demand by 30%. In 3-years: completed operational energy savings projects totaling more than $3 million in cost avoidance.

Managed the plant operations, maintenance, housekeeping, real estate, biomedical engineering, security, parking, and emergency management and safety departments for a 300,000 sqft, 251-bed hospital. Coordinated 25 direct and indirect reports, including 3 managers and 8 supervisors, with a total operating budget of $4.5 million.Mentored and developed licensed and non-licensed staffDeveloped cost savings plan for $2.1 million utilities-operation budget.Achieved a perfect client satisfaction score for Client Overall Satisfaction, Maintenance of the Facility, and Director Performance.Spearheaded and developed quality improvement initiatives for Environment of Care, Life Safety, and Emergency Management Programs.Began discussions around cross sale opportunities that ultimately resulted in adding the Clinical Technology Division to the portfolio of services.Chaired Emergency Preparedness Committee. Wrote grant and managed $500k federally-supported project.Acted as hospital liaison to local emergency planning committee and Department of Public Health.Monitored and documented compliance with regulatory and government agencies: CMS, TJC, NFPA, DPS, DEP, DPH, OSHA, and DMH.