In this second installment of our four-part special series, we go behind the scenes with the faculty and leadership who shape the Massachusetts Maritime Academy experience. Jay Culbert sits down with Chief Engineer Laura Wilcox of the training ship TS Patriot State and Dr. Ashraf Omran, Associate Professor in the Facility Engineering department. Chief Wilcox, calling in live from the Caribbean Sea, describes the immense responsibility of managing an "island" at sea. A vessel that supports 600 cadets and processes its own water, power, and waste while transiting the Panama Canal. She highlights how the ship serves as the ultimate laboratory where cadets transition from classroom theory to real-world operational maintenance.The conversation also features Dr. Ashraf Omran, a control systems expert with 24 international patents, who discusses the creation of the Academy's world-class Operational Controls Lab. Dr. Omran explains the "Learn, Do, Lead" philosophy that defines the MMA curriculum, emphasizing the importance of troubleshooting and decisive leadership in engineering. Together, they explore how the Academy’s unique regimental structure and immersive labs create a level of professional predictability that makes MMA graduates some of the most sought-after professionals in the facility and marine engineering sectors. Takeaways:Implement "In-Place" Training: Use routine maintenance, like an air compressor oil change, as a real-time teaching moment for junior staff rather than just a task to be completed.Master the Noontime Report: Maintain strict accountability for system conditions and fluid quantities through regular, standardized reporting to ensure operational readiness.Build Pride through Utility: Recognize that basic tasks like waste management and site cleaning are essential for team safety and building a culture of workplace pride.Prioritize Troubleshooting in Professional Development: Move beyond just knowing how a system works; practice diagnosing "glitches" and making independent decisions under pressure.Foster Industry Engagement: Bridge the gap between education and the workforce by inviting industry leaders and alumni into your training spaces to share real-world expectations.Invest in Experiential Learning (EL): Use field trips and site visits to help early-career professionals distinguish between different facility types, from power plants to biotech labs.Quote of the Show:"We take you from the theoretical all the way through the hands-on, and then to the practical skill and the practical knowledge that you need in order to run a ship, to run a power plant, to run an industrial facility." - Laura WilcoxLinks:Laura WilcoxLinkedIn: https://www.linkedin.com/in/lwilcox/ Website: https://www.maritime.edu/directory Email: lwilcox@maritime.edu  Ashraf OmranLinkedIn: https://www.linkedin.com/in/ashraf-omran-9572104b/ Website: https://www.maritime.edu/ Email: aomran@maritime.edu 

In this kickoff to a special four-part series in partnership with Massachusetts Maritime Academy (MMA), Jay Culbert sits down with five impressive cadets to explore the journey of the next generation of engineering and facility leaders. The episode features seniors Knox Ackerman, Sam Toerne, Ed Mekjian, Luke Dubois, and Chase Dwight, as well as junior Ryan Liberatore. These cadets share their unique paths to the Academy, ranging from a multi-generational maritime family influence to a trek from Minnesota to Cape Cod to pursue a passion for boats.The conversation dives deep into the "secret sauce" of the MMA experience: the fusion of rigorous theoretical knowledge with gritty, hands-on application. Listeners will hear firsthand accounts of the Academy’s legendary "Sea Term," student-led research on electric propulsion, and the transformative power of the regimental lifestyle. Beyond the technical expertise, the cadets reflect on their personal growth—transitioning from shy high school students to confident leaders ready to manage complex systems in power plants, pharmaceutical facilities, and on commercial vessels across the globe. Takeaways:Bridge the Theory Gap: Seek opportunities to apply classroom concepts to real-world mechanical systems, such as boilers or turbines, to deepen technical understanding.Step Out of Your Comfort Zone: Professional growth often requires putting yourself in "uncomfortable positions," such as public speaking or regimental leadership, to build the necessary "people skills."Value "Followership" Before Leadership: Recognize that becoming an effective leader starts with learning how to be a disciplined follower within a structured organization.Network Across Generations: Leverage institutional reputations and alumni networks (like the "Maritime name") to secure internships and gain industry insights.Maintain "Good Housekeeping": In any facility or vessel, prioritizing cleanliness and organization is a critical safety measure to prevent fires and accidents. Pursue Practical Licensing Early: If your field offers state or federal certifications (like a 3rd Engineer’s license), prioritize these during your training to enter the workforce with immediate utility.Quote of the Show:"Not only have I become a better engineer in the classroom, but I've also become a better human being and a leader as well." - Chase DwightLinks:Website: https://www.maritime.edu/ 

Episode 100 of Facility Rockstars is a milestone celebration—and there’s no better guest to mark the moment than Jessica Oriente, an award-winning project engineer and facilities leader at Sappi North America. Jessica represents the next generation of engineering leadership, bringing together technical excellence, real-world field experience, and a deep respect for the people and systems that keep complex operations running 24/7. In this episode, she reflects on her journey through large-scale capital projects, including Sappi’s $500M Project Elevate, and her transition into facilities maintenance leadership.Throughout the conversation, Jessica shares hard-earned lessons on adaptability, contingency planning, and knowledge transfer in an industry facing a generational shift. From managing underground infrastructure and aging assets to balancing sustainability goals with operational realities, she offers a candid look at what it takes to lead in facilities today—and what it will take to build resilient, future-ready operations. This episode is both a celebration of 100 episodes and a reminder of why facilities professionals truly are the unsung heroes behind everything that works. Takeaways:Adaptability is a learned skill — real resilience is built in the field, not just in the classroom: Education provides a strong foundation, but true adaptability is forged through hands-on experience where plans change, constraints surface, and real-world variables collide. The more time spent in the field, the better leaders become at responding calmly and effectively when the unexpected happens.Hope is not a plan — contingency planning and risk assessment are essential, even when failure feels unlikely: Facilities rarely fail on schedule, and assuming everything will go right creates unnecessary risk. Thoughtful contingency plans, regularly reviewed and updated, ensure teams are prepared to act decisively when systems, assets, or infrastructure inevitably break down.Prioritize high-risk assets by evaluating both the probability of failure and the operational impact: Not every asset carries the same level of risk, and time and resources are always limited. Focusing first on systems that are most likely to fail—and would cause the greatest disruption if they do—creates smarter, more resilient maintenance and capital planning.Capture institutional knowledge early — experienced professionals retiring take decades of insight with them unless it’s documented and shared: Veteran team members often hold critical context that doesn’t exist in drawings or databases. Proactively transferring that knowledge through documentation, mentoring, and collaboration protects operations and shortens the learning curve for the next generation.Facilities leadership isn’t glamorous, but it’s mission-critical — reliability keeps operations, people, and customers moving: While the work may be behind the scenes, facilities teams directly enable production, safety, and customer trust. When infrastructure works seamlessly, it’s a sign of strong leadership, preparation, and disciplined execution.Sustainability starts with infrastructure decisions — long-term investments shape both environmental and operational outcomes: Choosing the right materials, systems, and designs today determines energy efficiency, resilience, and environmental impact for decades. Sustainable facilities aren’t built through slogans, but through intentional, forward-looking capital decisions.Ask questions and use your resources — learning from industry veterans accelerates growth more than any manual ever could: No handbook can replace lived experience, especially in complex industrial environments. Seeking guidance from seasoned professionals helps avoid costly mistakes and builds confidence faster than trying to solve everything on your own.Quote of the Show:“Honestly, through everything, I would say that the biggest lesson learned is to just roll with the punches.”Links:LinkedIn: https://www.linkedin.com/in/jessica-oriente-478760236/ Website: https://www.sappi.com/en-us/ Project Elevate YouTube Playlist: https://www.youtube.com/playlist?list=PL15gJQ8HXbb6_-s6QORyruvi3iohl76fx 

What does it really take to keep a complex, 24/7 manufacturing facility running without missing a beat? In this episode of Facility Rockstars, Jay Culbert sits down with Marc Cammarata, Facility Manager at BD Manufacturing in Meriden, Connecticut, to unpack the mindset, discipline, and decision-making required to prevent problems before they become crises. From missed first steps while traveling as a service engineer to building systems that anticipate failure, Marc shares hard-earned lessons from decades at the intersection of science, engineering, and facilities leadership.At the heart of Marc’s approach is a people-first philosophy rooted in listening, preparation, and trust. He explains why reliability depends on a deep understanding of your equipment, your data, and your team, and why safety must be everyone’s responsibility, regardless of title. Whether he’s talking about under-promising and over-delivering, empowering technicians to stop unsafe work, or thinking through worst-case scenarios from the couch at night, Marc offers a candid look at what separates reactive facilities from resilient ones. Takeaways:Listen before you fix: Don’t assume you know the problem—let the full story unfold and ask the right questions before acting.Know your equipment like a system, not a checklist: Understanding how components interact allows you to adjust service intervals, reduce waste, and prevent failures.Use history to make smarter decisions: Detailed maintenance records and CMMS data help identify repeat issues and optimize preventive maintenance.Under-promise and over-deliver: Setting realistic timelines builds trust and creates flexibility when things go better than expected.Make safety everyone’s job: Empower your team to stop unsafe behavior, speak up across hierarchy, and reinforce a shared safety culture.Always have a backup plan: Plan A isn’t enough—great facility leaders think through Plan B and Plan C before problems arise.Lead by getting your hands dirty: Showing up on the floor, helping your team, and understanding the work builds credibility and respect.Quote of the Show:“No job is too large or too small. If it’s important to the customer, it’s important to me.”Links:LinkedIn: https://www.linkedin.com/in/marc-c-2638868/ Email: marc.cammarata@outlook.com Website: https://www.bd.com/en-us 

What happens when a technically brilliant engineer hits a wall that expertise alone can’t climb? Jay Culbert sits down with Stephanie White, a passionate engineering leader with over 20 years of experience in the pharmaceutical and biotech industries. Stephanie shares her transformation from a "technically strong" engineer working in isolation—often "reinventing the wheel" through exhausting trial and error—to a global leader who champions professional networking and harmonized standards.They dive deep into the importance of active engagement in organizations like ISPE (International Society of Pharmaceutical Engineering). Stephanie explains how moving from a passive observer to an active contributor—such as leading international committees and authoring global guidance documents—can grow a professional network by leaps and bounds. Furthermore, she discusses the strategic value of building "Communities of Practice" within global organizations to streamline operations, share localized solutions, and reduce the "fear factor" and resistance that often accompany major global rollouts. Takeaways:The Isolation Trap: Technical strength alone isn't enough. Stephanie discusses how "reinventing the wheel" within the four walls of a single facility leads to slower decision-making and unnecessary stress.Active vs. Passive Networking: Real growth happens when you move from being a "name on a list" to taking an active role. Stephanie moved from attending sessions to leading an international steering committee.Global Harmonization: Standardization is critical in regulated environments to ensure all sites perform consistently during regulatory inspections.The Power of Ownership: To avoid resistance to change, involve end-users in the creation of new programs. When people help build the governance documents, they embrace the deployment rather than fearing it.Quote of the Show:"The biggest lesson I've ever learned is that being technically strong isn't enough if you're trying to operate in isolation."Links:LinkedIn: https://www.linkedin.com/in/stephanie-j-white/ Website: https://www.a-bio.com/ Shoutouts: ISPE: https://ispe.org/