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/ 

In this episode of Facility Rockstars, host Jay Culbert sits down with Jeff Beaudry, the Regional Facility Rockstars Director at Appleton Corporation. With over 19 years of experience managing 30 properties totaling more than 2.6 million square feet, Jeff shares his evolution from a maintenance superintendent in residential housing to a leader overseeing high-tech life science labs. He discusses the "epiphany" that shifted his career from just grinding through tasks to finding true passion in making buildings better for the people who live and work in them.The conversation dives deep into the philosophy of facility management, emphasizing the importance of becoming the absolute expert on your specific assets. Jeff offers insightful advice on "leading without a title," the necessity of bridging the communication gap between technical operations and financial leadership, and why the future of the industry—even with the rise of AI—will always rely on the "ground up" professional who knows how to keep a building running when the automation fails. Takeaways:Find Your "Why" in the End-User: Focus on the impact your work has on residents or tenants; viewing the building as a product for people’s comfort can drive long-term passion and career success.Be the Expert of Your Specific Asset: During new construction or transitions, "lock in" with the MEP and construction teams to understand every system from the basement to the roof. Aim to know the building better than the engineers who drew it.Learn the Language of the CFO: When advocating for capital projects or energy initiatives, translate the technical needs into financial impacts, such as labor costs and 12-month ROI, to gain executive buy-in.Adopt a "Listen First" Mindset: Especially early in your career, find the smartest person in the room and "shut up and absorb" their knowledge rather than trying to figure everything out through solo grinding.Support and "Pour Into" Your Team: Effective leadership requires constant checking in and interpersonal support; ensure the company culture is carried from top to bottom by empowering your team to grow into your own role.Lean Into Technology, Don't Fear It: Use AI and new platforms to level the playing field, particularly for written communication and task-based efficiency, but maintain the hands-on skills to operate when technology fails.Just "Chill Out" During Crises: When faced with high-pressure failures, avoid over-analyzing or getting emotional. Build a simple plan and jump into action to reduce anxiety and reach the outcome faster.Quote of the Show: "You have to have the confidence to know that that's your building. You understand the building... You are that building's operator."Links:Email: jbeaudry@oconnells.comLinkedIn: https://www.linkedin.com/in/jeffrey-beaudry-a132b311a/ Website: https://appletoncorporation.com/ 

As we get ready to launch our special show series with MMA this February, we wanted to bring back an episode that highlights the kind of leadership and perspective that continues to shape our industry. Jamie’s voice remains an important one, and we’re excited to share this conversation again with our community.Captain Jamie McDonald, Dean of Graduate and Continuing Studies at Massachusetts Maritime Academy, shares insights from his extensive career as a marine engineer, educator, and leader. He introduces his core management philosophy that performance is a product of ability multiplied by motivation, providing a framework for diagnosing and solving personnel challenges. Captain McDonald discusses the importance of creating policy to implement vision, using his own efforts to establish new graduate programs—like the "Four plus One" and a potential doctoral degree—as prime examples. He also touches on the significance of financial literacy for engineers, innovative energy projects at the MMA campus, and a harrowing story of surviving a storm at sea that shaped his perspective on overcoming challenges. Takeaways:Diagnose Performance Issues: When an employee is underperforming, determine if it's an ability problem (requiring training) or a motivation problem (requiring a deeper understanding of the individual's circumstances).Hire for Passion: When hiring, look for passion in a candidate, as it is a key driver of motivation and can lead to better employee retention.Become an Implementer: Recognize that great ideas are common, but the real value lies in being an "implementer" who knows how to navigate systems and enact policy to bring those ideas to life.Embrace Financial Literacy: Facility managers should understand financial concepts like present and future value to make sound business and project decisions.Practice Active Listening: In meetings and one-on-one conversations, make a conscious effort to "say a little and listen a lot" to ensure people feel heard and to gain a fuller understanding of the situation.View Policy as a Tool for Change: Approach policy not as a bureaucratic hurdle but as the mechanism for making substantive changes and driving an organization toward a future vision.Quote of the Show: "These are the people that we want in the program. Change makers, visionaries, and implementers."Links:LinkedIn: https://www.linkedin.com/in/james-mcdonald-6b5872153/ Website: https://www.maritime.edu/ Email: jmcdonald@maritime.edu