What happens when the biggest leadership breakthrough in your career starts with a personal decision to change your life?In this episode, Forest Wentworth, Associate Director of Projects at the Advanced Manufacturing Center at the University of Maine, gets refreshingly honest about what it really takes to show up as a leader, starting with showing up for yourself first. He opens up about his personal journey through recovery and how getting sober unlocked his highest performance, both at work and at home. From there, the conversation covers building a brand new team from scratch inside the unique world of university-based applied manufacturing, and why under-promising and over-delivering should be the foundation of every client relationship. He also shares how replacing assumptions with questions can transform the way you communicate. Forest goes on to share his father's timeless advice, always help the little guy, and pulls back the curtain on the Late Start Racing Team, a three-generation family project chasing a land speed world record at Bonneville Salt Flats in a 1988 Porsche 944 Turbo, pushing toward 800 horsepower.Takeaways:You can't pour from an empty cup. Before you can truly show up for your team, your family, or your clients, you have to show up for yourself first. Whether that means addressing addiction, protecting your mental health, or simply finding renewed purpose, investing in your own well-being is the foundation of high performance.Pay attention to how you feel Sunday night. How you feel the night before a workweek is one of the most honest indicators of whether you're in the right place. If you're dreading Monday morning and looking for excuses not to show up, that's a signal worth listening to and acting on.Lead by doing, not just directing. If you want to earn respect and build a strong team, make it your business to understand and be able to do the work you're asking others to do. When your team sees that you've walked in their shoes, it builds trust and creates a culture where everyone keeps getting better.Under promise and over-deliver every time. Setting realistic expectations and then exceeding them is one of the most powerful ways to build lasting client relationships. It turns a transaction into a transformation, and a satisfied client into a loyal one.Replace assumptions with questions. Perception is one of the biggest sources of miscommunication on any team or client project. Before acting on what you think you know, ask. Seeking out the other person's perspective, even on small things like shared vocabulary, builds clarity and prevents costly mistakes.Give yourself grace and live in day-tight compartments. You can't change yesterday, and tomorrow isn't here yet. Focus on what you can do today. Set achievable goals, do your best to exceed them, and let go of the rest. Self-compassion isn't a weakness; it's what keeps you in the game long-term.Always help the little guy. Every large company started as a small one. Don't overlook the emerging businesses, the first-time entrepreneurs, or the one-person operations. The value you provide early in someone's journey can be the catalyst that changes everything for them and for you.Quote of the Show: “It’s really hard to show up for your team if you aren’t showing up for yourself.” — Forest WentworthLinks:Instagram: https://www.instagram.com/latestartracingteam/?hl=enLinkedIn: https://www.linkedin.com/in/forest-wentworth-1b56445a/Website: https://latestartracingteam.comYouTube: https://www.youtube.com/@latestartracingteamEmail: forest.wentworth@maine.edu 

Safety is often treated as a checklist, but according to Colleen Walker, the real goal is creating systems and cultures that sustain themselves. In this episode of Facility Rockstars, Colleen shares insights from her career at the intersection of manufacturing safety, systems thinking, and education. Drawing from her experience both on the factory floor and in the classroom, she explains why the most effective safety programs are designed to function even when key leaders are absent.Colleen also dives into the practical challenges EHS leaders face every day: constant firefighting, balancing urgent issues with important long-term improvements, and making safety training truly stick. She discusses how understanding your audience can transform training outcomes, how technology and AI are beginning to support root cause analysis, and why safety culture ultimately comes down to the choices people make when nobody is watching. Takeaways:Build systems that don’t rely on one person: Effective safety management systems ensure operations continue safely even if a safety leader isn’t present.Don’t let urgent tasks crowd out important work: EHS leaders often spend their days putting out fires, but long-term safety improvements require deliberate time for planning and system development.Start safety training with the audience, not the content: Understanding how your workforce learns best dramatically improves knowledge transfer and real-world application.Focus on knowledge transfer, not compliance: Training shouldn’t just satisfy a requirement; it should enable employees to make better safety decisions when they encounter hazards.Use technology to reinforce safety thinking: Tools like AI prompts for root cause analysis or engagement platforms during virtual training can make safety processes more effective.Design visual systems that support safe behavior: Simple visual indicators—like color-coded lockout/tagout systems—can help workers make safer decisions quickly.Connect safety to what matters in people’s lives: Understanding employees’ personal motivations helps reinforce why safety matters beyond compliance.Quote of the Show:“Training is intended to educate so that people can make better or different decisions when they encounter a hazard or a risk personally.”Links:LinkedIn: https://www.linkedin.com/in/colleenm-walker/ Website: https://www.stanleyblackanddecker.com/ Email: colleen.able@sbdinc.com 

Robert Mack, Director of Facilities and Laboratory Operations at Korro Bio, delivers a masterclass in building a resilient and strategic facilities career in the life sciences sector. With 18 years of experience spanning water and sewer work, accounting, auditing, battery manufacturing, and biotech lab operations, Robert shares how embracing chaos, never saying “no” early in your career, and stacking safety certifications can dramatically accelerate professional growth.Robert also unpacks the changing dynamics of the Massachusetts biotech market, the importance of safety leadership in lab environments, and how to position yourself as indispensable by owning OSHA, DOT, IATA, and waste certifications. From turning labs “upside down” to prioritize infrastructure correctly, to ending meetings early with pride, this episode delivers practical frameworks for facility professionals who want to lead strategically — and thrive in uncertainty. Takeaways:Don’t Say “That’s Not My Job”: Early in your career, say yes to opportunities outside your scope. Exposure builds skill, trust, and long-term leverage.Stack Safety Certifications Strategically: Start with OSHA 10, then OSHA 30, and expand into RCRA, DOT, and IATA. These credentials separate you quickly and make you indispensable.Own the Safety & Compliance Function: If you can sign permits, manage waste, oversee shipping, and lead safety committees, you become mission-critical to the organization.Get Everyone in the Same Room for Construction Projects: Avoid “meetings about meetings.” Bring design, construction, and facilities together to prevent costly miscommunication.Build the Infrastructure First: When planning labs, “turn it upside down.” Focus on HVAC, electrical, and core systems before getting lost in minor details.Become a Cross-Functional Bridge: Develop strong relationships with HR, finance, lab leadership, and executive teams. Facilities leaders filter and translate information both ways.Embrace Chaos as Training: Every build-out, shutdown, expansion, or decommissioning is a learning opportunity that strengthens long-term strategic value.Quote of the Show: “ You have to be humble enough to know that you don't know something, but proactive enough to go learn it.”Links:LinkedIn: https://www.linkedin.com/in/bobmack9/ Website: https://www.korrobio.com/ 

In the final installment of Facility Rockstars’ special series with Massachusetts Maritime Academy, host Jay Culbert sits down with three accomplished graduates who are now leading across the facilities, engineering, and operations landscape. Featuring David D’Amore, Tim Cullinan, and Paul Donhauser, the episode explores how the academy’s unique structure, leadership training, and hands-on technical education continue to shape their careers decades after graduation.The conversation highlights how the academy’s “Learn. Do. Lead.” philosophy translates directly into the professional world—from systems thinking and operational accountability to leadership development and industry networking. Each guest reflects on their personal journey through the regimented academy environment and how the discipline, preparation, and responsibility they learned there became a lasting competitive advantage in their careers. Takeaways:Discipline compounds over time: What may feel rigid early in a career often becomes a competitive advantage later. Consistency in preparation, punctuality, and accountability builds long-term credibility.Learn systems, not just tasks: Understanding how complex systems interact—rather than just how individual components work—is a critical skill for facilities and operations leaders.Leadership starts with example: Preparation, punctuality, and personal standards set the tone for the people you lead.Focus on what’s in front of you: Handling the “task at hand” and controlling what you can control is often the most effective path to long-term success.Small habits build discipline: Daily actions—showing up prepared, following through on commitments, and maintaining standards—create lasting professional muscle memory.Invest in your network early: The relationships built during school often evolve into future colleagues, partners, clients, and mentors.Technical confidence opens doors: Hands-on experience and exposure to real systems can accelerate career development and help professionals step confidently into complex environments.Quote of the Show: “Show up early, be prepared. Hold yourself to high standards, especially when no one’s watching.” — David D’AmoreLinks:David D’AmoreLinkedIn: https://www.linkedin.com/in/david-damore-2262474/ Website: https://www.are.com/ Tim CullinanLinkedIn: https://www.linkedin.com/in/tim-cullinan-13508241/ Website: https://www.janitronics.com/ Paul DonhauserLinkedIn: https://www.linkedin.com/in/pauldonhauser/ Website: https://www.bostonscientific.com/en-US/home.html 

In the third installment of our special series with Massachusetts Maritime Academy, host Jay Culbert sits down with Allen Metcalfe alongside Dr. John Bausch and Katie McClellan to explore what truly shapes the Mass Maritime experience from the leadership side. This conversation moves beyond the cadet perspective and into the systems, infrastructure, and intentional design that develop disciplined, capable, and workforce-ready graduates.From major campus reinvestments, including new STEM facilities, geothermal systems, and marine infrastructure, to the Academy’s defining “Learn, Do, Lead” framework, this episode highlights how academic rigor and a regimental lifestyle combine to create uncommon leadership growth. The faculty and leadership team share how experiential learning, early responsibility, and high standards prepare cadets not just for jobs, but for leadership roles from day one. Takeaways:Create structured leadership progression: Leadership development works best when it’s layered—start with learning how to follow, then gradually increase responsibility.Reinvest continuously in infrastructure and people: Staying competitive requires constant improvement—whether in facilities, sustainability initiatives, or training technology.Pair theory with real-world execution: The “Learn, Do, Lead” model reinforces that classroom knowledge must be applied through experiential learning, internships, and hands-on training.Build culture through standards and discipline: Clear expectations—like punctuality and accountability—create consistency that employers recognize and value.Develop leadership early: Giving students meaningful responsibility before graduation builds confidence and readiness that traditional programs often lack.Support learning environments behind the scenes: Operations, maintenance, marine services, EHS, and campus safety teams play a critical role in enabling student success.Adapt to workforce evolution: Facilities and operational leaders must continually update systems and training to stay aligned with changing industry demands.Quote of the Show:“You start off as a freshman… learning all about how to follow… By the time you are done in your senior year, you've had more opportunities for leadership than anybody else coming out of a four-year degree program.” - Katie McClellanLinks:Allen MetcalfeLinkedIn: https://www.linkedin.com/in/allen-metcalfe-23bb3b12/ Website: https://www.maritime.edu/about/president/senior-staff Phone Number: (508) 830-5052.John BauschLinkedIn: https://www.linkedin.com/in/john-j-bausch-ph-d-155a915/ Website: https://www.maritime.edu/directory Email: jbausch@maritime.edu Katie McClellanLinkedIn: https://www.linkedin.com/in/katie-mcclellan-9148b98/ Website: https://www.maritime.edu/undergraduate-programs/marine-engineering/faculty Email: kmcclellan@maritime.edu