FACILITIES & MAINTENTANCE MANAGER
Cost Control / EHS / Compliance / CRM /
Construction / Negotiations / Multi-site /
Capital Equipment / Labor / CPI / Systems /
Project Management / Risk Analysis / CMM /
Engineering / Crisis Management
Directing facilities engineering in the health
care and manufacturing sectors, I improved
functionality, productivity, safety and
compliance in complex, multi-site settings. I
managed installation, maintenance and repair of
high-tech, high-value equipment and systems,
maximizing uptime, throughput and quality while
I have managed budgets to $•••••M and staff to •••••,
while overseeing campuses with up to •••••
buildings. I can immediately contribute in a new
* Maximizing tenant/occupant service levels
while tightly controlling costs
* Ensuring compliance with environmental, health
and safety standards
* Managing preventive maintenance to correct
problems before they happen
* Applying state-of-art technology to
* Balancing in-house resources with outsourcing
There is no building or maintenance management
challenge beyond my reach. My training includes
an AS in Manufacturing Engineering/Applied
Technology from Waterbury State Technical
College, and held certifications from National
Institute of Certificate Engineering
Technologies and FEMA National Incident
Delivered cost-effective safety upgrade.
Proposals for replacing plumbing at St. Francis
to correct deficiencies in psychiatric ward
patient rooms to reduce accident risks were very
costly. Applying Brookhaven National Labs risk
assessment methodology, devised retrofitting
scheme. Met requirements while cutting costs
$1,••••• per room.
Cured compliance deficiencies, protecting
accreditation. Park City Hospital was cited for
deficiencies in state and Joint Commission (JC)
maintenance standards compliance. Developed
preventive maintenance tracking and scheduling
system. Improved performance, exceeding
regulatory requirements. Earned state and JC
Directed complex, seamless plant relocation.
Plume & Atwood needed to install new high tech
rolling mill into existing facility. Developed
site renovation/upgrade plan, creating five-foot
thick concrete subfloor with buried utilities.
Reengineered equipment to fit site. Brought new
machinery online ahead of schedule and under
Accelerated service response time •••••%.
Maintenance and repair teams at Park City
Hospital were slow to execute service requests.
Identifying manual systems and insufficient
customer service training as cause, implemented
automated work order system and training
program. Cut response times and increased
Solved environmental problem, turning waste into
revenue. MRM Industries needed to cure costly
hazardous waste disposal problem. Designed
process and structures to convert waste stream
from solid to liquid form. Generated income,
negotiating contract with Dow Chemical to
purchase waste slurry for reuse.
Established multi-site emergency telecom backup.
Two physically separated campuses at St. Francis
lacked platform to cover telecom service
outages. Facing limited budget, created solution
using radio-based platform. Negotiated with an
existing vendor to use its repeater at no charge
to link campuses for backup to land lines.
Director of Engineering, St. Francis Hospital,
••••• Directed facilities management and
maintenance for two-campus, •••••building health
care system. Responsible for day-to-day
operations, construction, repairs, capital
equipment and customer/tenant services. Managed
$•••••M operating budget and staff to •••••+.
Automated work order system. Assisted in orderly
reorganization and force reduction.
Assistant Director of Plant Operations, Park
City Hospital, ••••• Managed day-to-day
engineering and maintenance operations for •••••
bed health care facility.
Earlier: Plant management/engineering roles with
specialty metals manufacturing Plume & Atwood,
MRM Industries and Fafnir Bearing division of
Personal: In my spare time, I enjoy all kinds of