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VOLUME 1 • ISSUE 4 • MARCH 2025SENIOR FMCAREER BASICSIrene Thomas JohnsonAI and Resumes The True Value of IFMA’S Credentials Message

We’re thrilled to announce that the number of Facility Management Professional™ (FMP®) credential holders has exceeded 20,000 globally! This milestone would not have been possible without your dedication and support. You are the heart of our association and a driver of industry impact. The FMP has become the standard for emerging facility profes-sionals, and more employers are seeking IFMA-cre-dentialed FMs. Join us in celebrating RAQUEL M. CERVANTES, our 20,000th FMP, and join the movement to be a part of the next 20K!FIRST WEDNESDAY WEBINAR SERIESRecorded- Alessandro’s A.I. In FM: https://attendee.gotowebinar.com/recording/935969613875323649 3/5 Rhonda Small’s A Digital Twin in Real Life: https://attendee.gotowebinar.com/register/72217775344258775974/2 Dan Richards’ High Level Emergency Responses: https://attendee.gotowebinar.com/register/30942548645258386775/7 Geo Snavely’s Relationship Building: https://attendee.gotowebinar.com/register/49438082447995692436/4 Alana Dunho on Coffee and Culture: https://attendee.gotowebinar.com/register/1557277246891397726

3FM Professional | March 2025PRESIDENT’S PODIUMMemes or Mentors?Choosing Pedagogy Over PlatitudesThough the years have taken away my ability to read a book up close, they have given me the ability to see things coming a mile away. Those and success, of failure and clawing for an inch of forward progress create something that otherwise would not exist. Were it not for mistakes and failures over time, we would nev-er develop wisdom. Those lessons, wrought into the very cells of our being must be experienced and lived if they are to be of value and beyond just mere “knowledge.” There is no short-circuiting the process or circum-navigating the journey of wisdom. year-old toddler who runs away from home with a teddy bear in his or her suitcase. All of us have experienced the “I don’t like it here” feeling when in the midst of hard times and struggle. Like many, I have found myself in the for something, anything that would give me hope or someone to shine even a faint light on the path. It is at these moments especially that human interaction and personal connection are most welcome. There simply is no substitute for sage advice and sympathy from someone who has “been there” and who has the visible scars to prove it. Hope is a rare com-modity. Its source is always personal and never clinical, a mere formula in regurgitated platitudes. When we are in the struggle, the saccharin memes on LinkedIn that, no matter the fancy graphics ultimately amount to “You go girl!” or “Hang in there!” are pale and impotent imitators of genuine wise counsel and soul-to-soul encour-agement. Put simply, Memes are not Mentors.Once someone has experienced the reality of a healthy mentor/mentee relationship as a source for advice and encouragement, the memes be seen as the vapid banalities they truly are. They will no longer register as something other than the cliché tree branch” poster in every clock puncher’s cubical in the eighties. A life-changing mentor will ruin you for short-form platitudes and the easy road. One simply cannot sustain a realistic outlook on life’s challenges by subsisting on shallow advice doled out in under 200 characters. Sooner or later, we tire of the vacillating ups and downs of external motivations lurch-ing us from one positive “You can do it!” to the next. One may come to the conclusion that at the very least, “This isn’t working”, or, if your challenges are particularly gnarly, you may arrive at the inner circle where you realize that external stimuli is not enough. Whatever changes need to happen to meet life head on must come from an internal change. Something must be built or wrought within us like pilings driven into bedrock to withstand a life that is guaranteed to howl with wild winds. Though that kind of structure can certainly be constructed on one’s own in an auto-didact boot-strapping approach, the extended time in the desert with this solo approach will

Proles 8-12IFMA Credentials 16Don’t Wait for Resilience to Find You 24Aligning Owners + Occupant Energy into the Lease 34Making the Case for What Exactly We Do in Facilities Management 40Unlocking the Power of Flexibility 46BalancingProt+Planet 50BEND Don’t Break: Your Roadmap to a Limitless Career 52Leveraging AI for Resume WritingINSIDEVOLUME 1 • ISSUE 3 • DECEMBER 2024FM ST RYLINESPresidents Podium 3 The Editor’s Pen 7Fundamental Career Counsel for Critical Professionalsby Irene Thomas Johnson1822

5FM Professional | March 2025To the mentee, I suggest you seek a men-tor who listens a lot more than he/she talks. I would look for someone who is Socratic in than pronouncements. Real-world experience and time in the trenches is non-negotiable. theoretical academics. Look for the resulting gray hair and a possible emotional “limp” from those years in your mentor candidates. when you have found “your person” you must be vulnerable. This admittedly will take time, and the walls will erode over time, but a good for too long without probing or demolishing it for the mentee’s own good. Better that you participate in the process willingly. This ped-agogic over platitude approach is a sure sign the mentor is in it for your growth and devel-opment rather than their own ego.to have paired with “my person” in several areas. Growing up, it was Larry, my brother-in-law and bar-setter for patience in teaching a seven-year-old Wayne to play chess. Later, as a competitive powerlifter, my friend Zach be lonelier and longer than necessary. What we need is a sherpa, coach, friend, and drill instructor wrapped into one. We need a mentor.The internet is full of self-proclaimed “life for success. However, like twenty-two-year-old newlyweds who write a book on what it takes for a happy marriage, they are more often than not, a mile wide and an inch deep. All of us have something, some skill in which we are an expert. One of those things for me is weight training. When I am forced to use a YouTube “coaching” others, I am reminded that not all mentors or coaches have earned that title through experience and time. It is important for the mentee to match with myself and my close circle, I cannot remem-ber anyone discussing their most treasured me, the mentor/mentee relationship has a purity that must be protected for it to reach its fullest expression. The vulnerability of both parties in the relationship is sacrosanct. If it is nurtured and respected, it grows into a garden that nourishes both the mentor and mentee.

6FM Professional | March 2025produced a vibrant mentor/mentee program at the chapter.---torship program to enroll. You will be prompt-available mentors from around the globe to Stage, Communication Preference, Mentor-ship Availability, and Location. If you are not currently looking for a mentor, then consider enrolling as a mentor in the program to help others on their journey. Whatever side of the your journey and foster these relationships that truly make us stand out as a professional organization. I encourage you to put yourself out there and move beyond the memes into a real relationship with another human being. You may develop a bond of thankfulness and appreciation for those that help you grow. Then, when you are in a position to do so, you will mentor someone and be that same per-son for others. I believe those relationships we have had with others are the most precious when we look back and take stock of our lives. It’s an investment you will not regret.assumed that role coaching me from novice I had Don on my side. He was an older broth-er, guitar tech, and philosopher all in one. Though he was sometimes harsh and did not -plished during my musical career that was not Kit Tuveson was much more than a mentor. called him my “work dad.” The same has been true of others mentoring my spiritual life and teenage wandering. At each turn, someone was there. I don’t think this was magic. I think it was because I was open to the opportunity, and I can easily submit and subjugate myself to an expert who approaches with kind inten-tions. Looking back, I never had the type or level of ego that would prevent me from learn-ing from another person. I know people like this, as you probably do too. They are cynical. The know-it-alls. They are those who cannot be taught anything because they already know everything. They are the men and women who brazenly believe they are an island unto pride and ego wafting about such people that deters potential mentors from even approach-ing. Trust me, a submissive posture to a kind person with an emotional limp who has walked the road before you is not a weakness on your part. It is why the student/master trope or coach and athlete comparison is so appropriate here. Trust me on the gray hair…If you are looking for a mentor, I suggest chapters have vibrant mentoring programs that have been running for years. One of the most inspiring I have personally witnessed is “The Judith Sayler Men-toring Program.” I have seen professional successes and growth from this program for many years, but it’s the personal and emo-tional connections that have resulted from video clip of last year’s cohort, we see a group because they were once cared for in the same way by others. Over many years, this cycle has  https://dfsgreen.com | waynew@dfsgreen.com

7FM Professional | March 2025In 2023, I had set a personal goal that by the end of the 2024 calendar year, As Chair of the Denver Chapter of -ship and made sure to set a calendar reminder date for myself to apply. So, like clockwork, I submitted my application on the day the scholarship opened! Thanks to the support of so many, but most especially Dr. Sharon  Byron O’Bayley for their humbling letters of recommendation, I was awarded the scholarship, and clock struck 12 (Mountain Time) on 12-31-2024.- but I was saddened to learn that outside of the Denver Chapter, no one knew that my Chapter even had a Sustainability Committee. I took this as yet another challenge, yet another opportunity, and we are changing that. Part of my duty in life, and in business, is to give back, and it is now my privilege to share the experience on a much larger stage. I encourage challenge themselves to learn, and to explore their own concepts and path-ways to live and work in a Sustainable manner!Owner, JayMacks ConsultingThe Editor’s PenBe Accountable to your Goals

8FM Professional | March 2025How did you get from where you started to here?My journey in facilities management began at a young age, assisting my father with cleaning buildings during summer visits to Colorado. Although my payment was in soda pop, this early exposure taught me work ethic and with me ever since. After high school, I dove janitor while also taking on landscaping jobs during the day. My dedication and hard work -dition to my night shift. I even spent my week-ends working at a video rental store, showcasing my strong work ethic from an early age.Throughout this time, I pursued extensive maintenance specialties. Under the guidance of experienced mentors, I gained valuable in-sights into budgeting, bidding, contracts, cus-tomer service, and employee management. These skills paved the way for my professional growth, culminating in a promotion to Regional Manager for the Colorado region. After some years the company moved me to manager, overseeing a team of over 100 plus day porters across all types of facilities from casinos, medical facilities, government GSA managing high-volume projects, including GSA Schedule contracts for federal work, and en-suring meticulous cleaning and preparation of surgical suites. My teams were responsible for everything from carpet cleaning to chandelier maintenance, and even pressure washing the and memorable experiences, I am sure you can use your imagination! started. The Company decided to promote me to Operations Manager of the Colorado/Nebraska region. However, after 17 years working in diverse settings like museums and high-tech spaces in the Janitorial industry, I sought new challenges and professional devel-opment, which led me to Pinnacol Assurance. Brian Taylor, FMP, SFP is the Facilities and Security Supervisor for Pinnacol Assurance and manages the company’s 142,694 square foot headquarters in Denver, Colorado. This is his Corporate Facilities Career Story:Tell us a little about your role at Pinnacol:team and I ensure a safe, welcoming, and ac-commodating environment for all employees, guests and customers. This involves maintain-ing the building’s infrastructure, implementing security protocols, and fostering a positive atmosphere within the workplace. A lot of the job is typical for the role: preventatively -tive Maintenance is huge for us, and we are always looking to improve our energy use, so We’ve implemented new tech and xeriscaping to conserve water consumption.What does Pinnacol “do?” and how does that reect your organization’s facility operations?Pinnacol Assurance is the State of Colorado’s largest and highest-performing workers’ compensation insurance carrier. We improve workplace safety and help injured workers recover and safely return to work. The facili-ties team at Pinnacol mirrors the company’s customer satisfaction. Just as Pinnacol helps clients manage risk and optimize operations, the facilities team ensures a secure and well-maintained work environment. Their focus on employee comfort and productivity echoes Pinnacol’s caring and customer-centric approach, ultimately supporting the company’s core business and success.profileBrian Taylor

9FM Professional | March 2025Tell us about a time you followed your moral compass?believe it is crucial to thoroughly review them to understand their intent and target audi-janitorial industry, there was a policy stating the company wasn’t responsible for employee parking fees. This policy contradicted my core values of equity and equality. I strive to ensure all employees have the resources and opportunities to achieve equal outcomes, regardless of their circumstances. This for employees assigned to locations requiring paid parking. To address this inequity, I ex-plored various solutions.Initially, I reached out to the city to inquire -ing vouchers to downtown workers. Unfortu-criteria that my employees didn’t meet. Subse-quently, a colleague suggested seeking assis-tance from our clients. I contacted them, ex-many willing to provide free parking vouchers While this helped many employees, it didn’t address the issue for everyone. Therefore, I met with the company owner to discuss the -sponse from some clients. After careful con-sideration, we decided to change the policy and cover parking costs for all employees who work in an area that charges parking fees.What are the biggest challenges you fore-see in corporate FM?has impacted building occupancy and necessi-tated a reevaluation of building maintenance and investment strategies within facilities departments. This shift also has broader to younger generations.Having personally provided janitorial services for the building in the past, I had a unique understanding of its maintenance needs.Under the leadership of Lori DeBardelaben, here at Pinnacol, I have since thrived at Pinna-success for the past nine years. I started as a maintenance worker and moved to facilities coordinator and then promoted to my current knowledge from the projects I have been a part of such as xeriscaping areas around the building, data center removal, upgrading the building access control system, upgrading the 35,000 lb Roof Top Units (RTUs), and sus-and water requirements. These among learn-ing from my team and other peers have been knowledge growth. Pinnacol has always been a special place working there, but also because of the genuine connections I formed with employees. I am grateful for the opportunity to continue serving Pinnacol in this new capacity, leveraging my How did being a member of IFMA help shape your career?for my professional advancement in facilities management. The organization’s educational my career trajectory. Attending chapter events fostered invaluable connections with industry leaders, inspiring me to pursue continuous learning and development. These experiences -with my commitment to service and sustain-ability, prompting me to actively contribute Committee.

10FM Professional | March 2025Green Team then shares relevant information with other teams, allowing us to integrate sustainability into various aspects of the orga-continue to grow the web by connecting with others. I see this as an example of how facilities management can play a leading role in driving broader organizational change, rather than simply focusing on facility operations. I believe that Pinnacol can serve as a role model for other organizations by demonstrat-ing the positive impact of energy and water -mental footprint, we not only contribute to a healthier planet but also inspire others to act. Grow the spider web!Pinnacol truly values facilities management as an integral part of the organization, af-fording my team the same opportunities as other departments. Our culture encourages cross-pollination and collaboration, so we actively participate in cross-training with other -nance, and cybersecurity. We call this initiative -volves job shadowing and immersing ourselves employees are engaged in this cross-training, broadening their skills and understanding of the company.The next step after cross-training is to share their learnings in our “Latte’s and Learn” open panel sessions. It’s inspiring to see the enthu-siasm and growth in my team members as they present their experiences to colleagues. One employee even had 80 people sign up for his session! This speaks volumes about our culture of learning and support.program, developed by Pinnacol’s Learning -between leadership in facilities management The second challenge is the wave of retire-The loss of their extensive knowledge poses generations must simultaneously master new technologies and legacy systems. This knowl-edge transfer is complicated by the limited However, I am optimistic that these chal-lenges can be addressed proactively and con-structively. By harnessing technology to cap-ture and disseminate institutional knowledge, -beyond building management to encompass a wider range of organizational operations, we can create new opportunities and career How do you see yourself moving the needle, both within Pinnacol, and in the surrounding community?I contribute to positive change in a variety of ways. I actively seek opportunities to learn from others in the industry, engaging with diverse range of professionals and expand my knowledge. I believe that sharing knowledge and best practices is crucial for advancing has been instrumental in supporting my professional growth by generously providing -bursement when I completed my Bachelor of Business degree. This investment in my education and professional development has equipped me with the tools and knowledge to make a greater impact in my role and contribute I am passionate about sustainability, and I am part of a team which we call “The Green Team” that is also passionate about sustain-ability. The team meets regularly on organi-zational sustainability goals and ideas. The

I am dedicated to making a positive impact through continuous learning, promoting sus-tainability, actively participating in community service, and practicing holistic leadership. I am grateful for Pinnacol’s support in my profes-sional development and the opportunities they provide for growth and collaboration. By embracing these principles, we can create a  environment for everyone.brian.taylor@pinnacol.comand the broader corporate world, empha-sizing the importance of a holistic approach that considers the impact on every individual within the organization.This program has deepened my under-management. Seemingly minor issues like -jams when driving to work and temperature -tion for employees. As a leader, my team and I are committed to ensuring that everything is “ready to go” for our customers and employees when they arrive on campus, creating a seam-less and positive experience for everyone in the building.

12FM Professional | March 2025Stefanie Horner works in Business Development at Martin/Martin, Inc.What led you down your current career path?I am currently doing Business Development -engineering. I was a rock-climbing instructor many years ago and that interest led me into the rooftop safety world geared towards -15 years and keeping people safe at heights is a long-standing passion of mine.What is your favorite part of being an IFMA Associate Member?-bers, both associate and facility managers, is become friends over the years. It’s wonderful how after years of involvement, it starts to feel like a professional family, and I always look Denver Chapter events are the annual Ski Trip, the Summer Social, and the Awards Gala, and How has IFMA helped you continue growing as a professional?monthly luncheons and other chapter events, I continue to learn what’s important and rele-vant to the success of facility managers. I am continuously impressed with the knowledge new industry topics and the collective dedica-tion to improving facilities. Understanding the world the facility managers live in helps better prepare the associate partners for existing and future impacts to the industry.What do you do to maintain a balance of work-life?In a world that revolves around being avail-blocks, both professional and personal, is important. If you say you’re going to be somewhere, show up and be on time. I am fortunate that I thoroughly enjoy what I do for work and I focus on being highly productive to reserve personal time to spend with friends and family, engage in extracurricular activities that I enjoy, and take care of myself physically and mentally. You’re only going to be as good as you can be at work, if you also have time to reset and recharge in your own way when you’re not on the clock. shorner@martinmartin.comprofileStefanie Hornerassociate

14FM Professional | March 2025U.S.MexicoTrinidad and TobagoChileBrazilColumbiaArgentinaGermanyNigeriaGhanaSouth AfricaBotswanaEgyptRwandaUnited Arab EmiratesQatarSaudi ArabiaJordanChinaTurkeySri LankaPakistanMalaysiaIndiaET SFP-Awardees’ Countries of Originbased on the number of scholarships spon-sored. 2024 sponsors include JLL, Planon, We urge you to please consider supporting this scholarship and visit the and Sustainability websites. Contact Gunpat@gmail.com for more sponsor information. Current locations of awardees include the following countries:--gram that provides expertise in sustainable facility management practices as they relate to an organization’s economic, environmental and social impact. -dents and young professionals based on impact that the scholarship might have on the Eric Teicholz Sustainability Scholarshipfreepik.com

16FM Professional | March 2025Throughout this issue of the Corporate will see many examples of the value of to the working facility manager.community for over two decades as a content and Chair of its predecessor, the Internation-al Credentials Commission. Throughout that time, I have come to have profound respect industry’s best credentials for the facility man-agement professional, and for always keeping them current and relevant.-edge of a wide range of competencies from operations to technology, and the ability to understand how the outside world views facil-planning, strategy, real estate, communica-emerged over the last decade to answer the word’s need to recognize the impact buildings and facilities have on the environment. And who better to address those issues than the facility manager!The highest demonstration of the facility -has served as the ultimate credential for the practicing facility manager by demonstrating competence in the core competencies that involved in corporate facilities, airports, gov-ernment, commercial buildings, healthcare, education, or a wide range of facility types, these credentials will help you navigate the important connections between people, place, and the work of the organization.So, if you haven’t already, jump in and expe-Watching and participating in the growth of the most rewarding parts of my career, and I hope it becomes one of yours too!Chris HodgesTHE TRUE VALUE of IFMA’s CredentialsChris HodgesP.E., CFM, FMP, IFMA Fellowhodges@feapc.com

17FM Professional | March 2025

Fundamental Career Counsel for Critical ProfessionalsIrene Thomas Johnson

19FM Professional | March 2025F from basic maintenance and operations to becoming a strategic function within organi-zations. Today’s facilities managers are tasked with ensuring that buildings, infrastructure and services support the needs of employ-ees and the overall business. As companies -able and well-maintained environments, the roles has grown.Senior facilities managers are no longer just operational leaders but also strategic partners. Their responsibilities include optimizing work-places, enhancing productivity and aligning facilities operations with corporate goals. These roles often involve managing multiple sites, overseeing large teams and controlling substantial budgets.-sionals typically look for a blend of technical expertise, leadership and strategic vision. operations with broader business objectives, which includes developing long-term strate-and sustainability. An in-depth understanding and space utilization, is essential – as is famil-iarity with the latest technologies and sustain-The ability to manage large-scale projects and budgets is another critical factor, as leading complex initiatives such as building upgrades or relocations. Strong vendor and stakeholder management skills are equally important, requiring expertise in contract negotiation, supplier relationships and ensuring value for money. Additionally, senior facilities managers must ensure compliance with a range of regulatory standards, such as health and safety laws, environmental regulations and workplace accessibility.Leadership is a crucial component for senior facilities managers, as these professionals are typically responsible for managing and -munication, coaching and the ability to moti-vate and lead diverse teams are all essential. Increasingly, organizations are also looking for senior facilities managers who can drive innovation and sustainability initiatives, par-ticularly in reducing energy consumption and implementing green building practices.How to Structure a Resume for Senior Facilities Management RolesA well-crafted resume is vital to standing executive summary that highlights your expe-rience and strategic leadership capabilities.

20FM Professional | March 2025To optimize your resume for Applicant Tracking Systems (ATS), be sure to include key-words from the job description, such as “stra-tegic planning,” “facilities management,” or “sustainability.” These systems are commonly used by organizations to screen resumes, so using the right keywords can help ensure your resume gets noticed.What to Expect During the Interview Process for Senior FM Rolesorganizations will be assessing your ability broader business goals. Be prepared to discuss your experience driving long-term and reducing costs. You should have concrete examples of how you’ve successfully led managed large-scale initiatives or introduced innovative solutions.Problem-solving and innovation will be key areas of focus during the interview. Interview-ers will want to hear how you’ve handled com-plex challenges, such as unexpected building issues, tight project deadlines, or constrained budgets. Highlighting your ability to introduce smart building technologies, improve sustain-also set you apart.projects and budgets will likely be another you should be ready to discuss your experi-ence overseeing your largest projects. These should cover everything from building reno-vations to relocations. You’ll want to highlight how you ensured projects were delivered on time and within budget.Sustainability is becoming increasingly to know how you’ve incorporated green initia-tives into your work. Be prepared to discuss energy-saving programs, waste reduction you’ve led.This section should clearly communicate your expertise in leading large-scale operations, measurable results.a list of core competencies that align with the job you’re applying for. These might include skills such as strategic planning, project and budget management, vendor relations, reg-ulatory compliance and sustainability. Use bullet points to make this section easy to scan and ensure that the skills you highlight are In the professional experience section, focus on achievements rather than just listing how you have improved operations, saved costs, or delivered successful projects. Wher-ever possible, quantify your results, such as or improved employee satisfaction.Next, list your education and any relevant -Professional (PMP) can give you an edge. This or memberships in organizations like the 

21FM Professional | March 2025About the Authorreceived the Global Workforce Initiative of as well as won The George Graves Award for for JLL and is accountable for a global oper-ations including real estate administration, facilities management and project manage-ment. She works directly with her clients to establish the vision and strategy aligning with their objectives and interests ensuring a healthy long-term relationship.Irene’s career in management spans more than 25 years, consistently advancing her career and earning a reputation as an industry expert in corporate real estate and integrated facilities management. Irene has a well-rounded background combining man-agement, construction, retail, business and education. She believes in excellence and has always dedicated her talents and creative abilities to ensure the successful accomplish-ments of company goals.you can expect interviewers to ask about your experience managing and developing teams. They’ll want to know how you handle team Be sure to provide examples that demonstrate your ability to build and lead high-performing teams.-pliance and risk management will likely be assessed. Senior facilities managers must ensure that all sites meet legal and safety standards, so you should be ready to discuss how you’ve handled compliance issues or miti-gated risks in your previous roles.Facilities management is a multi-faceted and increasingly strategicexpertise, leadership and vision. Professionals should focus on showcasing their ability to align facilities operations with business goals, teams. A well-structured resume that high-lights key accomplishments and strategic impact, combined with a strong interview performance, will position you for success in Irene Thomas Johnsoninstructorirenetjohnson@yahoo.com

22FM Professional | March 2025IN today’s competitive employment more than ever before. So, creating -emerged as valuable allies in this attempt, providing a variety of capabilities such as automated formatting and personalized key-word suggestions. However, while AI can con-siderably improve the resume writing process, material and context provided. I will explore information is critical when employing AI for resume writing.The Eectiveness of AI in Resume WritingAI-powered resume creation tools have trans-formed the way we approach job applications. These programs may assess job descriptions, depending on your input. They can help you:1. Optimize Keywords: AI can discover and recommend keywords that are relevant to job descriptions, increasing the likelihood that your resume will pass through Applicant Tracking Systems (ATS).2. Improve Formatting: AI tools provide templates and formatting ideas to make your resume visually appealing and easy to read.3. Enhance Language: AI can help you improve your language, giving your accom-plishments and duties more impact.Marija MarkovicLeveraging AI for Resume Writing: Why Context and Accuracy Are Importantfreepik.com

23FM Professional | March 2025The Value of Context and Accurate InformationDespite these advantages, AI cannot create an and information. Here’s why:Personication: AI tools rely on the informa-and particular information about your work experience, talents, and accomplishments, the result will be generic and may fail to highlight your unique strengths. Providing successes, and relevant experiences - allows AI systems to create a resume that accurately depicts your career history.Relevance: The more accurate and relevant -management position, documenting your experience with project timelines, team lead-ership, and budget management will help AI tools highlight these skills.Avoiding Errors: AI technologies can only function with the data they are given. Inac-curate or missing information can result in misleading or erroneous resume material. Double-checking dates, job titles, and descrip-tions guarantees that your resume is correct and trustworthy.Best Practices for Using AI in Resume Writingpractices:Provide Detailed Input: Give the AI tools detailed information about your work history, such as job titles, responsibilities, achieve-ments, and talents. The more information you include, the more personalized and successful your resume will be.Review and Edit: While AI-generated content is useful as a starting point, it should always -tives. Incorporate input: Use input from human expertise can be vital.AI technologies give valuable aid in creating -portional to the quality of the material you submit. By providing extensive, precise, and context-rich information, you can ensure that these tools improve your resume in a way that accurately portrays your professional strengths and goals. Remember, while AI can help with the process, a well-crafted resume still needs your personal touch to stand out in a competitive job market.About the Author Marija is a seasoned coach and consultant specializing in communication improvement skills, career development, and startup man-agement. With a master’s degree in Commu-nicology and Journalism, she has extensive experience working with embassies, startups, and C-level executives, helping them navigate complex communication challenges and grow their careers. Her approach is grounded in their professional journeys.Marija Markovicempowerwithmarija@gmail.com

DON’T WAIT FOR RESILIENCE TO FIND YOUStephen Meadorfreepik.com

25FM Professional | March 2025The concept of resilience, or the ability to withstand and recover from threats or disruptions, is an area of rapidly increas-managing organizational resilience, which is often considered a counterpart to sustainabil-ity. If you are involved with physical security or if you conduct basic emergency planning for your organization, then you’re handling resilience. If your organization has a continuity of operations plan (COOP) that documents how you will continue essential functions during various disruptive events, then you are aspiring to an advanced level of resilience. traditional disruptive forces (e.g., accidents, crime, terrorism, workplace violence, etc.), it is increasingly the threats from non-traditional areas such as biological threats, cybersecurity threats, energy stability, and natural hazards that should also be on your radar if they’re not already. If you’ve updated your COOP plan recently, then you’ve likely considered biolog-tracking cybersecurity threats, and you prob-ably have backup power that will keep your facility operational, at least for a brief period. The ability to prepare for, withstand, and recover in these emergent threat areas is a critical need.Where you may fall short on the resilience spectrum is the area of natural hazards. Often, if organizations operate in more tra-ditional hazard areas like hurricane, earth-quake, or tsunami zones, then there is a plan to address these events. However, there are that you may not be paying enough attention to, especially those that may be changing in frequency, intensity, or location due to a changing climate. It may be time to think more comprehensively about all the natural hazards evaluate the risks posed by these hazards, and how to identify potential resilience mea-sures to improve performance and recovery. The rst question you may ask is, why?yourself with, why invest precious time and resources in preparing for events that are dis-tant or may never happen? And even if a solid resilience measure could be envisioned, how do you pitch an idea that appears to have no short-term return on investment?-coming increasingly more likely. Data shows that weather-related events causing serious damage are getting worse. The National Oce-anic and Atmospheric Administration (NOAA) -ed for CPI) in the U.S. which include droughts, --ample, consider severe storms, which involve damage from hail, high winds, and tornados and are rapidly increasing in frequency and cost. In 2023, there were 19 severe storms, and there were 27 such events in 2024. The cost of these storms since 1980 has amounted It is clear from the data that these events are becoming increasingly frequent, expensive, and deadly, driven by both climate change and where people choose to live and work. This rapidly changing environmental land-scape may impact you sooner than you think. -are located on the coast. Both threats are pre-dicted to increase over time. But even if you -ing is caused by extreme rainfall over a short period and can be dangerous and damaging due to its rapid, unpredictable, and localized onset. It can happen anywhere and is forecast to become more frequent and intense with surrounding roads or other infrastructure

26FM Professional | March 2025

27FM Professional | March 2025Of all the climate-driven hazards, extreme heat events are predicted to have the greatest increase in frequency in the U.S. Are your buildings, equipment, workforce, and occu-pants ready to adapt to the hotter conditions that are on the horizon?It’s important to understand and prepare for these types of events, at the same time understanding that some are more likely than others to occur based on your location and surroundings, and that some will occur on Returning to the “why,” note that measures taken to reduce the impact of damaging natural hazard events can save both property and lives, and it turns out they are also a good your property isolated for an extended period.local environmental conditions and proximity to combustible fuels like dry vegetation. This threat is predicted to increase over time in some areas as extreme weather conditions like drought and strong winds encourage threats, are you prepared to handle side -tion like that experienced in the Western U.S. indoor air quality in your facilities.  psl.noaa.gov) defense.gov)

28FM Professional | March 2025report from the National Institute of Building Sciences, adopting modern building codes damages for every dollar spent. In the study, hazards as shown in Table 1. Most important-ly, these resilience measures can prevent numerous deaths, injuries, and instances of post-traumatic stress disorder. Modern building codes provide minimum requirements for protecting life safety and should be part of a strategy for improving to building envelope (especially roofs and penetrations such as doors and windows) and improve resilience by reducing energy de-mand, but they can also integrate strategies to improve a building’s “passive survivability,” or ability to maintain life support during the loss Table 1. Data compiled by from the National Institute of Building Sciences

29FM Professional | March 2025equipment useful life since the project would also involve modifying piping, electrical, and controls infrastructure. Additionally, long term planning for resilience can help ensure that even if an unanticipated event occurs before your scheduled equipment renewal or resil--chiller and boiler renewal cycle, your capital planning process would have at least concep-tualized and perhaps pre-designed a replace-ment system that meets your strategic needs. This system could then be installed within a reasonable time instead of forcing you to install an in-kind replacement just to restore services as quickly as possible. Incorporating resilience measures into the capital planning process sooner than later wait until equipment or systems have reached operate in a hurricane zone, or are at higher risk from tornados or derechos (i.e., a wide-spread, long-lived windstorm that can be as damaging as a tornado), it would be a great investment to install code-compliant rooftop equipment hold-downs now instead of waiting until equipment is due for replacement. These might include corrosion resistant curb fasteners or straps, cable tie-downs, equipment covers, or direct connections to roof decks or building frames.Lastly, some resilience measures can have an immediate impact on ROI. This may be one department if your facility is covered by com-mercial property insurance. While federal, state, and some county and city governments typically self-insure, commercial properties, higher education, and some government entities often utilize some form of commercial property insurance (including a hybrid model) to limit catastrophic losses for buildings and to determine whether to insure a property, at what level, and at what cost, insurers use a -of power, water, or heat. These strategies in-clude daylighting, operable windows or other natural ventilation, shading features, and cool or green roofs. Relatedly, one of the best overall approaches to increasing resilience is to identify invest-microgrid system, which might include solar photovoltaic panels for electricity generation, batteries for storage, and controls which allow the system to operate independently, or “island,” from the power grid. This system can increase passive survivability during an extended loss of grid power, which is rare but can be devastating as demonstrated by the left 4.5 million homes and businesses without power for days and killed hundreds of people. However, the primary function of such a system is generating free electricity each day and reducing the need to purchase energy from the grid at peak rates. Another example is in-stalling non-combustible insulating materials roof cavities. This will make the building more -ability, but its primary function is improving or “two-fer” projects are a great place to start when developing an overall resilience strategy.are usually more challenging than designing new buildings to be hazard-resilient due in part to -sustainable green buildings, are more market-able to potential buyers, lessees, and tenants. Owners of these buildings typically have bet-ter access to capital, as well.Because some resilience measures can be costly and disruptive to implement, it makes sense to make them part of the capital plan-and into a rooftop penthouse, the optimum time to do this would be near the end of

30FM Professional | March 2025Such resilience approaches are familiar to residents of hurricane zones, where property insurers credit the insured for taking actions like fortifying roofs, installing wind-resistant windows, doors, and shutters, and strength-ening attachments between roofs, walls, and foundations. That said, it is critical to open a dialogue with your insurance company as resilience forward-thinking about natural hazards and can provide detailed recommendations and construction standards for resilience mea-sures based on your property attributes. On generate the insurance cost savings expected, so it’s important to discuss resilience measures before implementing them.is not likely, it’s never a bad idea to invest in protecting your people, your assets, and your working/living/learning environments. By following a resilience assessment process that is currently under development, you can start -sure and is part of the underwriting process -sessed are:• Construction includes building age, square footage, and construction materials.• Occupancy covers the activities inside the building and how any associated hazards are managed by the occupants.• Protection• Exposure includes exposure to external hazards, both natural and man-made. This also includes building code requirements. into play because certain resilience measures can be implemented to reduce exposure. These resilience measures can help mitigate premium increases (or coverage reductions or cancellations) that have accelerated in the past few years, especially in high-risk areas 

31FM Professional | March 2025• Basic Resilience Measures Stage, iden-including cost ranges and expected im-provement to building performance and recovery. A draft of the new ASTM standard is due to -tailed PRA standard in hand, there are screening actions you can take now using the PRA meth-odology framework to better understand your vulnerability to one or more natural hazards. 9 next page.Example - Hail Screening Using the PRA Framework-ma, constructed in 2000. After a hailstorm in an adjacent state causes extensive damage, you’d like to screen your building for hail risk and determine what actions you can take to reduce vulnerability. While a more formal and detailed risk assessment could be conducted, a screening study using the PRA framework is building resilience strategies now that can provide major payback in the future.ASTM International is developing a “Stan-dard Guide for Property Resilience Assess-ments of Buildings.” According to ASTM, the PRA standard will create a standardized method of communicating the hazards and help identify resilience measures to improve its performance. Within commercial real es-tate, climate risk rating reports have existed for years but have quickly grown in popularity as part of due diligence best practices for property transfers. Relatedly, physical climate risk disclosure reporting is mandated for pub-lic-held companies as part of new (currently -1 The new ASTM PRA methodology will support both needs and will incorporate the following three stages:• Natural Hazard Screening Stage, which utilizes publicly and commercially available maps and models to identify natural hazards • Risk Assessment Stage, which includes a document review, interviews, site inspec-tion, etc. to understand the potential risks posed by natural hazards based on building attributes, occupancy, and any existing resilience measures taken. 1Climate-Related Disclosures for Investors

32FM Professional | March 2025Risk Assessment StageImagine, for example, that while performing a review of building drawings and conduct a roof inspection, you observe the following building features:• Roof is single ply membrane, last replaced in 2015, and shows signs of localized de-terioration such as blisters, cracking, and “alligatoring”. • 5 rooftop units (RTUs) of various sizes pro-• 8 acrylic skylights (original to building) that show evidence of embrittlement.Natural Hazard Screening Stage-site to screen your location for hail risk. The NRI is a good place to start for all hazards, but The NRI hail risk map indicates a Relatively High risk of hail damage in the Tulsa area but only provides detail at the census track (or county) level. A second reference from a global risk for the entire state of Oklahoma.

33FM Professional | March 2025Note that there are also mapping and model-ing products that provide data at the property level. Public data is available from various sources, and a good starting point is the U.S. Climate Resilience Toolkit. Private data pro-and others that produce property risk ratings quality, extreme heat, drought, and precipitation.The information presented here can help get you started with an informal hazard and vulnerability screening process or can be used to inform a more comprehensive risk assessment strategy, where the likelihood and consequence of each hazard event is analyzed within a risk assessment matrix. Information about hazard exposure, condition and remaining useful life for key building systems, and bene-can inform how to allocate resources.-crease the risk to life safety, property damage, costly unplanned repairs, increased mainte-nance expenses, and disrupt the continuity of your living, working, and learning areas. It pays—in every way—not to wait for resilience Basic Resilience Measures StageROOF: A single ply roof can be damaged by hail depending on its age and condition, so plan for localized repairs to reduce vulnerability. Maintain a 15-year replacement cycle and con-sider replacing with a thicker membrane and/coverboard is installed between the insulation stone ballast or pavers if the roof structure can support the additional weight.RTUs:and commonly damaged by hail, so consider installing hail guards over all RTUs. SKYLIGHTS: Once glazing materials become embrittled, hail can penetrate and allow pre-cipitation into the space below, causing exten-sive and expensive damage. Consider replacing skylights with impact resistant skylights that meet strict building codes for wind hazards, -partment of Insurance requirements. This work could be done simultaneously with roof replacement or before, depending on skylight condition. COST: Get contractor quotes, utilize cost estimating tools such as RSMeans, or have costs. If you can install hail guards quickly and cheaply, contact your insurance company to determine if a premium discount would apply. to ensure the rooftop equipment reaches its estimated useful life.Stephen Meadorsteve.meador@feapc.com

34FM Professional | March 2025AT both the individual level and as a so-ciety, it is time to cast aside old ways of doing business to make way for the new. Decarbonization and sustainability challenges are more than just a growing trend, they are here to stay. We can either dive into them or run and hide from them.To begin with, we must discard the old way of thinking. It can no longer be “Us vs. The “Mine or Yours”. We must work together. Our jobs are as corporate and planetary citizens. who own them, the people who occupy them, and the people around them. Indeed, when referencing the traditional landlord/tenant re-lationship model, JLL notes: “This will require a shift from the adversarial and at times conten-tious relationships that exist today. In doing so, (Landlords and Tenants) will have to form new business models of building management which allow for increased collaboration and communication between both parties, with for each.”¹This is where the mind shift can happen, think and act globally and locally. This is not to say competitive market forces and capital-ism will cease to exist. This is not to say we’re headed for a socialist or dystopian future. It is to say we need to get it together to move forward.Since every building is unique, there are no one such tool we have available to us—Green Leasing, or “energy-aligned leasing”—in our Aligning Owners + Occupant Energy into the LeaseJosh McIlwainfreepik.com

35FM Professional | March 2025for carbon emissions accounting. Indeed, in a recent survey, 81% of corporate executives supported continuing investments for Sustain-ability initiatives, even if government funded rolled back.² Traditional risk management approaches lean heavily towards compliance. Accordingly, facilities managers are called upon to deploy cost avoidance strategies, through research, innovation and adaptation. To remain com-petitive with changing market trends, our built environment must be upgraded and maintained for high performance and energy In terms of market mechanics and simple economics, let’s look at supply and demand. The global demand for low carbon building stock outstrips supply considerably, and occu-piers are increasingly demanding space that and obligations to their stakeholders, while building owners need to see returns from their investments. Paulina Torres, Research “Buildings aren’t anywhere near where they need to be in terms of compliance with reg-ulations.” She points to data projecting gaps in the supply of low carbon space of 30% by 2025 and up to 70% by 2030³ in 21 cities globally. In what is known in the market as towards new, sustainable solutions. These -cant opportunities to practitioners and service providers alike. Being knowledgeable about market trends ensures a strong position at the decision-making table and can give profes-sionals and organizations an edge.Green Leases have been around for 15 years adoption there is still work to be done. At their core, they aim to remove the split incen-tive that exists between owners and occupi-ers, remove barriers to sharing of data for owners to meet compliance requirements. The idea is to create a cooperative business model to work toward common goals, and to modify the mechanisms in negotiated leases to enable both sides to win. By solving mul-tiple challenges along a linear path, instead of a single point moment in time, the parties can navigate the increasingly complex chal-lenges that each side faces. By recognizing and validating concerns of the other party and working together as participants in a harmo-nious business ecosystem, we are emulating a natural system with its component parts in balance and stepping into the new thinking.New challenges require new thinking in our approach to solving them. Western work cul-tures, steeped in capitalistic tradition and lais-sez faire approaches to change, can be at odds with new thinking, but they don’t have to be. Building owners and tenants both have new mandates for compliance, so who could fault caught between a rock and a hard place?Regulations are imposing change on the private sector, which has become increasingly more accountable to the public in the form of Building Performance Standards and Compli--ing. Corporations that are doing business in in the United States with existing or looming Building Performance Standards are having to adapt. Simultaneously, there is demand and broad consensus in the market by investors, insurers, facilities managers are called upon to deploy cost avoidance strategies, through research, innovation and adaptation.

36FM Professional | March 2025and conditions, pondering all the possible implications to mitigate risks. If it is a new concept not currently in use within their organization, they are right to be wary. Put yourself in their shoes: the volume of new reg-ulations and risks that have arisen in the past 5 years is astounding. Yet, this is not a reason to stall, delay, stymie progress or sue. While the concepts of new thinking may run counter to certain stakeholders established business traditions, the time is upon us to embrace change, and it will require the best that we have, from all of us.Like other forms of the new thinking, it is inclusive, and there’s something in it for every-one. Green leases may improve the overall organization from facilities, to legal, insurance, operations, marketing, HR, occupant health and safety, and community. There are also trials, tribulations and pitfalls that need to be sorted through and worked out, and where the process gets messy, it’s probably most needed.Overcoming these challenges is as unique -ership, occupants and the jurisdictions they in activity due to downsizing trends catalyzed by the pandemic, record rents are still being achieved in many markets. Tenants are de-creasing their footprint, but where they do lease space, they are increasingly demanding more - and sustainability, namely carbon performance, is becoming an integral com-ponent.” Torres continues, noting the trend expanding to include sustainability elements. The factors driving the demand are energy emissions. In fact, these are the requirements  It is against this back-drop that the concept of a green lease emerg-es as a path forward. The crux of a green lease is that it enables win-win outcomes for Landlords and Tenants -tives within the lease. As you can imagine, departments will need to review all the terms freepik.com

37FM Professional | March 2025upgraded space that they can use to attract talent to their location and meet their compli-ance objectives. The workforce gets an inspir-ing building. The community gets a building that consumes less energy from the grid and reduces GHG emissions. Costs and risks are mitigated, and everyone wins. I don’t often to work towards. We’ll need ideals to strive towards when working together and thinking longer-term.Diana Lee, with IMT, shares that “Green leases can enable an average of 17% in savings for also represents tangible savings. Diana leads the Green Lease Leaders program, which both recognizes organizations who utilize green leases and educates the commercial real estate industry through resource creation, webinars and more.The challenges are even more nuanced glob-ally. In Australia, building owners typically pay for equipment upgrades and operating costs. clauses and there’s no silver-bullet solution. While there’s no perfect template, there are plenty of examples of legal verbiage available for common scenarios.Imagine a building located in a city on the eastern seaboard of the U.S., owned by a global holdings. They will likely be looking jurisdictional building performance standards. The risk for non-compliance is just too large.Imagine this building has post-Covid occu-pancy rates that they need to improve and/or debt restructuring to accomplish. Imagine the building needs to attract new tenants and needs to invest substantially not only for compliance but maintain competitiveness in Imagine a potential tenant, struggling with on -site occupancy and space utilizations, while also balancing corporate sustainability initiatives.Sound familiar?How can both parties marry their seemingly competing interests? These can be negotiated into the lease agreement. One of the bigger challenges on the landlord side in the U.S. is the split-incentive, where the owner is often responsible for upfront investment in new equipment / building upgrades, but the tenant realizes the majority of the savings as a result of that investment, most particularly in the form of reduced operating energy and mainte-nance costs. By discussing the split-incentive and incorporating language in the lease, the tenant and landlord can agree to share these costs or to concessions that make the invest-ment more palatable.gets a committed tenant and can hit their building performance targets, compliance freepik.com

38FM Professional | March 2025Sustainability and decarbonization represent growing opportunities within facilities. By now, many of us know that 90% of our time is spent within the built environment. As we train and educate the next generation into the workforce, what has not not yet been realized by the general public is the astounding num-ber of specializations needed to construct, maintain and manage our facilities.Long term thinking is inherently necessary for making good investments. This is where capitalism and sustainability meet: combining interests in making the best decisions for the long haul. We need to seek more opportu-nities where we can combine gains for the triple-bottom line. It might take little longer to think through and decide on, but it ought to cost us less in the long term. I recall that during a presentation I delivered to a group of business executives on Building Performance Standards, a contractor raised his hand and questioned the premise of regulations and its impact on capitalism. It’s a debate that comes up frequently during these sessions. Before I could answer, another hand raised and its owner responded: “As capitalists, why wouldn’t we want to eliminate waste, in all its forms?”and Architect at Gresham-Smith. TJ graciously agreed to be interviewed on his perspective for this article. In exploring the central ques-– TJ pondered “The environmental and long-wonder how we are going to get it all done.” In his words: “The extent of upgrades these buildings require typically only get done when we’re re purposing a building – as they can be larger buildings is going to require a ton of labor and capital to complete.” As Carvis notes, “Buildings are almost always unique, even when they are of similar design and were built around the same time”, so to meet the challenges ahead, Carvis believes that the thinking that’s required “includes a broad understanding and adaptive mindset In the U.K. they pay for upgrades, and occu-piers pay service fees. In the U.S., a triple net occupier pays all the costs for operations and maintenance while the owner is responsible for equipment, upgrades and compliance. Just amongst these three nations and these three leasing models, there are wide variations, making it a complex organizational challenge -tices internationally.Players in the U.S. market can learn a thing or two from our counterparts internationally, and we need to: In the U.S. alone, 1.2 billion square feet (111 million square meters) of of--lion square meters) of industrial space will be experiencing a lease expiration before 2030.-vance ourselves professionally, we must move towards a more inspired future. This may mean more formal education for some, on the job training or apprenticeships for others, and awareness of growing trends and future career potential for the next generation.freepik.com

39FM Professional | March 2025individuals and organizations, we are contem-plating and processing new information to Maintaining a competitive market advantage means always learning and adapting to changing continuous innovation in terms of how we position our spaces to be attractive to current means educating ourselves on how we can learn and apply new solutions, innovate and improve on them, and position ourselves for -ment, Green Leases can provide us an oppor-tunity to shine.¹“Green Leasing 2.0”, JLL, March 2023 ²Sustainability spending tops US corporate agenda ³The green tipping point: Is 2024 the year when carbon commitments change lease markets at scale? (jll.com)“Green Leasing 2.0”, JLL, March 2023to address any unforeseen and special con-ditions. In many cases we will need to devel-op truly unique solutions. It isn’t to say we be quite a bit more complicated than simply certain amount of repetitiveness to the work, and the result is a scalable reduction in energy loads,” and naturally, these kinds of changes are more nuanced and based on the occupant and landlords’ overall business together. requires adding both switch gear and trans-formers. It could also mean adding batteries for energy storage especially when capacity -isting buildings may not have the space to accommodate the new equipment. Similarly, by zoning, it can impact the overall capacity of a building’s parking facilities.” Simply mod-ifying lease language and calling it “Green” across the board won’t do when real action is what’s needed and there are complex chal-lenges that need to be solved. A lease needs to incorporate clauses to enable real action to address these complex challenges.An ideal time for these considerations, according to the Urban Land Institute, is before and during the planning of new tenant terms before moving in. This time provides the building owner and tenant the chance to are important to the tenant. The landlord can gain commitments over the term of the lease for compliance, data sharing, and meeting Performance Regulations.When we talk about growth, whether it be economic or career, we are opening our world to something new, something bigger, some-thing more. In having a growth mindset, as Josh McIlwainof JayMacks Consultingwww.JayMacks.com | jaymacksconsulting@gmail.com

Making the Case for What Exactly We Do in Facilities ManagementWinnie Kwoe

41FM Professional | March 2025I don’t know about you, but I’m often asked to explain what I do anytime I tell people questioning started only after I became aware had been in the profession for probably over professionals can resonate with the story of and while in college, I had no idea a profession on my professional career plan. I was unknow-before I got a little glimpse of what the profes-sion was about. This happened when I attend-ed a conference in Sacramento, California. While wandering around the conference exhib-itors’ booths for ideas and goodies, I stopped by an exhibition table with two board members introduced myself and my work at the institu-tion I was employed, the two board members enthusiastically informed me that I was in a gave me their contacts, but I took a position after this encounter and completely forgot about following up. It would take another three years in my new position and another Bay Area. This was the regional conference of the association whose board members I met in Sacramento three years ago. I ran into them at the conference but this time, they did entire conference focused on the challenges -ence, and it was quite an insightful experience that was relatable to my work. It was as if they were in the same department and same insti-if you are not an insider. These speakers were true insiders. Among the incredible conference speakers, was an executive leader from the parent asso-ciation, a woman whose energy and brilliance attention and sent love bugs into my heart. When her session ended, I found myself looking for the familiar faces from my Sacramento encounter and this time I was more than eager to connect. I’m happy to note that the two familiar faces became friends, colleagues, mentors, coaches, cheer leaders and are part of my support system to this day. The camara--fession once you are a member is astonishing. I was all in and I had numerous opportunities to participate in many professional develop-ment programs. I served on taskforces, board committees and board roles and even became the president of the regional association and the founder of a regional chapter. I have written several articles, presented at many -professionals to leadership roles. associations is that they are relational, and they embrace a wide range of people with profession, and my study support a study by Badger and Garvin (2007) who found that cur-degrees and experiences that were not directly architects, land surveyors, human resource experts, budget analysts, building trades, construction managers, planners, psycholo-professionals might seem challenging, it also one of the reasons I wanted to learn more and it also explains my reason for pursuing 

42FM Professional | March 2025transferring their expertise and experiences reported that she was able to assume a lead-and leadership expertise from an industry with similar labor and service structures and to provide an array of opportunities for pro-fessionals from various industries, it also illu-minates the challenges of not knowing what started the academic and professional ca-reers. In fact, one participant reported that, -three themes to explain their implications on the profession: Don’t Know, Don’t Care and profession and not well known. The second theme, “Don’t Care” explains how this poorly within an organizational positional hierarchy. often the recipient of many complaints. I ex-plained these themes in detail next.Don’t KnowIn a study that investigated the perception found that only 27% of their research partici-a career in the profession. 24% of the partic-ipants transitioned from building trades to -ences of how my participants and I landed in even when they work in it. Over 70% of the participants in Sullivan et al.’s (2012) study did This was a personal endeavor to gain a deeper understanding of my own experience as a -ined the underrepresentation of Black women -So, this article will focus on what my research very limited. Almost all these limited studies are multiple factors contributing to the poor al. ( 2012) and Price (2002) reported one of the contributing factors was the lack of academic the profession. In other words, the authors This aligns with my earlier assertion that the professions. In fact, none of my study partic-ipants including me the researcher, had an 2024). To complete the literature review for my research, I had to draw from existing liter-ature from the built environment professions construction trades, construction management participants had academic degrees that were by Drion et al. ( 2012) and Price (2002) who a well-known profession. Second, all my study participants, myself Two of my participants worked in the food and beverage industry for many years before

43FM Professional | March 2025excluded from the strategic decision-making process of organizations. Most organizations rather than a strategic partner who integrates people in organizations and their processes and places (spaces) within the physical envi-ronment to support the execution of organi--to the direction of organizations. Most often, and excluded from key strategic decisions that have consequential impacts. I have often -sitions when organizations face budget un-certainties, reorganize or leadership changes. When leaders in organizations have little or -the entire organization. Can you imagine the to no buildings, no landscaped area, just bare land and no processes to support your work. BlameThe “Blame” theme builds on the Don’t Know start with that fact that most people including professional identity, then customers will not understand the work we do, or they often per-statement I hear often from customers is how my tools from home to complete this work over the weekend. I do this work in my house all the time and it does not that this long. This work is simple” The work done in one’s home One classic example from my study was an experience shared by a participant who was looking for employment after graduating with an engineering degree. She overlooked all the director of the employment center she -as it creates misunderstanding of what the profession is about for those in the profession as well as who seek careers and/or services from the profession. Let’s take for example my encounter in Sac-ramento. I was being informed by two people I had just met at conference that I was in a profession that I was completely not aware my colleagues in the institution were aware of respective professional organizations associ-I am a civil engineer and a member of the colleagues who were architects and planners were members of American Institute of Archi-tects (AIA) and Society for College and University Planning (SCUP). These associations were pro-professionals. Put simply, we did not know we I called this a lack of self-awareness of one’s professional practice. Yiu (2008) calls this a professionals is a professional identity crisis. It is almost like being told you are a member of a society you have never heard of. That could be unsettling for a professional practice.Don’t Care Building on the Don’t Know theme is the Don’t Care theme which explains how the poorly FM is a Noble Profession

44FM Professional | March 2025become the dumping ground for everyone’s frustrations with everything in the organiza-My explanation of these themes show that --vided three key recommendations from my -institutional levels. Second, we must establish partnerships between academia and organi-zations to promote the profession through instruction and research, and third, we need to create advocacy organizations to support legislations that enhance the profession. I explain these recommendations in the next paragraph. -sion at the organizational/institutional level will enhance the image of the profession. often referred to as “honey dos” in individual and private spaces are not subjected to safety by for public spaces. This misconception of -nizations which include leading, managing and and ethnic backgrounds and expertise, coor-dinating processes and customer schedules to space to minimize operational disruptions in the workplace and ensure people can work safely and productively. However, customers and organizations have no awareness of these complexities which may include dealing with collective bargaining agreements in unionized work environments. -

45FM Professional | March 2025profession that keeps the world connected. moving, creating and even the afterlife. FM is a noble profession. ReferenceTotal facility management. management graduates. Proceedings of the Associated Schools of Construction 43rd Annual International Con-ference, Flagsta, AZ, USA.254-261. doi: 10.1108/02632771211208512https://www.ifma.org/Negotiating and Navigating Invisible Barriers: A Multi-Case Study of Black Women Executive Leaders in Facilities Management Leading From the Margins (Doctoral dissertation, California State Univer-www.fmguru.co.uk)1(1), 56-69. http://dx.doi org/10.1108/14725960310807845  facilities management profession. Journal of Facilities Management, 8(2), 91-103. https://doi.org/10.1108/14725961011041143you receive a card that reads, “You are wel-highlights what the profession is about and the opportunities. Such information will save many of us the time and discomfort of learning about our professional identity years later. I -nities for developing interpersonal skills and leadership. Of course, it is only if we showcase develop the skills to improves connection between the various professions and ethnic awareness also opens opportunities to create a unifying professional identity for everyone Second, we should establish partnerships between academia, corporations and profes-sional associations to promote the profession of such partnerships could include programs such as campus job fairs, guest lecture op-portunities in academic programs in the built environment professions like engineering, architecture, construction management and in the humanities. Such partnerships should include joint research work aimed at addressing the lack of published data and also to promote the profession. -port legislations and regulations that support -tional Organization for Standardization (ISO) -cacy. Supporting statewide and federal legisla-tions that support our profession bring aware-ness to our profession. My research deepened my understanding answered the questions I’m often asked when it supports a call to action for more research 

47FM Professional | March 2025T he workplace is in the midst of a transfor-leaders at the helm of this dynamic shift. To truly embrace the future of work, it’s time to reimagine how we design and use physical spaces to amplify the employee experience. -workplace environments operate and thrive in this new era.This shift isn’t just about where we work—it’s about reshaping how we work. By adopt-can improve engagement, productivity, and well-being. In this article, we’ll explore the challenge of traditional workplace models, --leaders.The Challenge: Rethinking the Static Workplaceproximity was key to productivity and team cohesion. Yet, as the workplace becomes increasingly distributed, this model has shown employees disengaged, and productivity lags in an environment not designed for today’s mobile and hybrid teams.The global shift to remote and hybrid mod-els, accelerated by the pandemic, exposed a -gies: the inability to adapt swiftly to changing employee needs. In this distributed work landscape, only 32% of U.S. employees are engaged at work, with a mere 23% engaged worldwide . This disengagement costs the global economy trillions in lost productivity.What’s more, employees have become disconnected from one another, contributing to low engagement, burnout, and high attri--ible work arrangements, many struggle with creating cohesive, connected teams. These challenges underscore the need for a new approach—one that maximizes both physical space and employee engagement.The Opportunity: Flexibility is the Future-ibility emerges as an intelligent solution for -ronments, companies can break free from rig-where and when they are most productive.unique opportunity to reimagine physical spaces, fostering environments that encour-age autonomy while cultivating a strong sense of team cohesion. Distributed work models, hybrid schedules, and third spaces such as coworking environments provide employees with choice—an essential factor in enhancing engagement and well-being.not merely a trend but a critical strategy for long-term success. McKinsey research¹ reveals that nearly two-thirds of employees would pri--ing for their next role . This growing demand signals a need for workplace environments that allow employees to design their own work experiences.Your journey towards unlocking the full potential of employee experience begins by embracing the science of exibility today.

48FM Professional | March 2025despite physical distance. This involves using synchronous and asynchronous communica-tion to maintain team cohesion, ensuring that multiple locations.4. Living Flexibilitybeyond logistics—it requires cultivating a culture of empathy and trust. Leaders must not only in schedules but also in relationships, encouraging emotional intelligence and fos-tering a sense of community among remote workers.The Solution: The Science of Flexibility FrameworkTo navigate this evolving landscape, the Sci--By shifting to a human-centered, relational approach, this framework empowers orga-nizations to transform the employee experi-ence. It is structured around six key pillars:1. Structuring Flexibility-autonomy without losing connection. Compa-nies such as Atlassian have led the way with -ees have the option to work from any location without strict requirements for in-person attendance. Location options include home support, regional hubs and corporate head-quarters.2. Working in Flexible SpacesWorkspaces should be optimized to balance productivity and collaboration. By curating -ronments, companies can address the diverse needs of employees. Integrating third spac-es—locations outside the home or traditional -tion and innovation.3. Running Flexibilityapproach to management. Leaders need to embrace relational intelligence to maintain strong communication and collaboration

49FM Professional | March 2025Conclusion: Redene Employee Experience Through Flexible Physical Spacesworkplace trend—it’s a transformation. By reimagining how we design and use physical an employee experience that is adaptable, environments, from coworking spaces to distributed models, provide employees with choice and autonomy, ultimately boosting engagement, productivity, and well-being.empower your teams with environments that adapt to their needs, foster connection, and -ney towards unlocking the full potential of employee experience begins by embracing the Is remote work effective: We finally have the data | McKinsey5. Leading Flexible Teamsrequires adaptability and transparency. By adopting a coaching and mentoring mind-set, managers can support their teams through change, engaging employees through thoughtful leadership, and creating meaning-6. Measuring Successhinges on measuring more than productivity. Organizations should assess engagement, well-being, and overall employee satisfaction. Success is determined not just by metrics but by the relational strength of teams working Denise Brouderdenise@swayworkplace.com

Balancing Prot + PlanetBuilding Ethical and Eco-Conscious Supply ChainsMarissa Belanger

51FM Professional | March 2025these values by safer working conditions, living wages, job security, 401(k) program, wellness program, community engagement, and much more. We are thrilled to have provided over 1 million dollars to Neverthirst, unreached global communities. -bility leads to employee viability and sustains positive impact. Companies should prioritize monitoring and conserving utilities, repurpos-ing or recycling waste streams, reducing the practices, sourcing locally, and developing products that can be upcycled to extend the material lifespan. Implementing these chang-es helps the companies have both optimized -print due to employee commuting and utility consumption.As we move towards a more sustainable future, these three pillars will continue to be important for a company’s long-term suc-cess. By focusing on environmental, social, and economic practices, a sustainable supply chain will be a key part of our future. We need to protect the planet and enrich our society as we continue to improve our business practices.IN the world today, companies are valuing sustainable practices as a necessity. Consumers contin-ually value and push for products that are eco-friendly and reference sustainable stories. Over 78% of consumers in a recent study expressed that a more sustainable lifestyle is important to them. Also, it is increasingly their work. After all, that’s where we spend the majority of our waking hours!written needs to resonate with the stories of the company where I work. These stories can come in many forms: reducing carbon footprint, minimizing waste, ensuring fair labor practices, supporting local businesses, sustainable supply chain focuses on three impactful way a company can improve their supply chain sustainably. We see tags such as “carbon neutral by 2030” frequently. I am proud to report that we have implemented new technologies to optimize our drivers’ routes and deliveries to reduce unnecessary miles, thus reducing the company’s carbon footprint. We are tracking miles and MPG daily trajectory to reduce our carbon emissions by over 200,000 lbs. year over year. Our trend over the next 5 years is to reduce over 1M lbs. which is 500,000 less miles driven and about 60,000 gallons of fuel. Alternative vehicles with emissions are other avenues that can further cut our carbon footprint. Social responsibility helps communities to life, diversity, and equality are all key parts to social responsibility. Companies can promote Marissa Belanger

Don’t Break: Your Roadmap to a Limitless CareerBENDfreepik.comRuno Okiomah

53FM Professional | March 2025ONJanuary 20, 2023, I experienced a shocking turning point in my career that threatened to break me. I had just returned from a refreshing vacation in South Africa, full of new perspec-tives and creative energy. That morning, I was -ed my time at a company I once revered and where I had contributed to projects I was I love working for this company!” and felt the warmth of satisfaction.Then the email arrived. It read, “Your posi-tion has been impacted.”I froze. In that quiet moment, still in bed, the -thing was about to change. I had been part of a dream team, at my dream job, charting a clear course on a well-paved corporate road. employees that morning. It signaled an unexpected change at Google—a company renowned for its stability over its 25-year history, at that point. Rather than harboring negativity, I chose to view this transition as an opportunity for introspection and growth.the weeks that followed, each stage a quiet, -tance of owning my journey. I resolved that I would never again let my career be limited by someone else’s roadmap. I vowed to forge my own path – a path that would be expansive, resilient, and above all, limitless.This revelation led me to discover the BEND Framework, a simple yet profound analogy towards mapping a career that without limits. • Brand – the vehicle you drive• Expert Skills – the high-octane fuel that propels you• Network – the roads that connect you to opportunities• Destination – the Mile-Markers and legacy you leave behindon the success of others, I see how this frame-work not only reshaped my thinking but also illuminated a path that works.B: Brand – Own the Vehicle You DriveYour personal brand is the vehicle that carries you through your career. It is your unique identity, the sum of your experiences, values, and style—and it must be crafted with inten-its design, its performance, its very essence, are and what you stand for.By way of example, let’s look at Ryan Reyn-olds. His brand is a masterclass in authenticity and creativity. With his unique humor, mar-keting genius, striking looks, and undeniable cultural relevance, he has built a vehicle that is -scends industries, powering multiple ventures -tilled beverages, mobile phones and sports entertainment. In my own journey, I realized that I had been borrowing my identity from the company I to invest in my personal brand. I enrolled in a digital brand development course, dedicating -values—my passion for architecture, design, and improving the built environment. This investment allowed me to build a brand vehi-trust, helping teams thrive and a commitment to excellence. It has helped me attract oppor-tunities because people know my story, goals, track record, values and vision. Wherever you are along your career journey, I encourage you to ask yourself these “Reection Questions”:1. Do I truly own my career vehicle, or am I leasing someone else’s brand?2. What unique qualities and experiences 3. How can I further showcase my story so that it resonates with my audience?

54FM Professional | March 2025N: Network – Build the Roads to Opportunityfuel mean nothing without a network of roads to drive on. Your network is the collection of relationships, communities, connections that open doors and create pathways to new opportunities. This is where mutual giving and receiving value is cultivated and demon-strated. Research by the Center for Creative Leadership (2019) emphasizes that robust networking is a key driver of career success, helping professionals get promoted, earn more, and navigate transitions with resilience. Ryan’s career is a testament to the power of networking. His connections in Hollywood, among entertainment moguls, marketers, and fellow entrepreneurs, have provided the roads that led to his many successful ventures. they are dynamic routes that he revisits, expands, and builds upon over time.In my own journey, I worked diligently to expand my professional network. I joined -ences, followed thought leaders on LinkedIn and embraced opportunities to be on com-mittees and sponsor events, adding value and getting to know people in the industry. This helped people get to know me. People want to work with people that they know and like. Spaces, secure lasting partnerships and create clients.Reection Questions:1. Am I actively building roads that connect me to new opportunities?2. Which professional groups and communities 3. How can I contribute to and grow my E: Expert Skills – Fuel Your JourneyJust as a high-performance car requires pre-mium fuel to maintain its momentum, your career depends on the expert skills you con-an ever-evolving reserve of transferable skills, knowledge, and experience. Your expert skills move you towards promotion, pivoting teams or companies and/or starting your own busi-ness or side gig. According to the McKinsey Global Institute (2020), continuous upskilling is the number one predictor of long-term career success. In today’s rapidly changing world, keeping your skills fresh - upskilling rapidly, and relevant is not optional, as without this fuel, your vehicle will stop moving. Gallup (2017) notes that employees who invest in personal development exhibit greater resil-ience and performance. Turning again to Ryan, let’s consider how he fuels his career—not just with his acting abili-ty, but with a deep understanding of market-ing, business, and strategic development. His diverse expertise is the high-octane fuel that propels his ventures forward, enabling him to and coaches on marketing, sales, business and AI training, as well as immersing myself in change-management strategies. Draw-ing from my experiences at Google and the research and insights gained through MIT and turbo-charge my skill set with AI tools. At -transformed our service delivery and client engagement. I had developed an authentic brand and built it into a marketable package.Reection Questions:1. Am I fueling my career with the high- octane skills needed for long-term success? further enhance my expert skills?3. How can I leverage current resources, including my employer, to gain transferable skills?Brand Expertise N

55FM Professional | March 2025Embracing the Journey: BEND, Don’t BreakMy experience on that January morning trans-formed my outlook. I realized that my career, like any great road trip, is best navigated when I’m being intentional, and selecting my own vehicle, fueling forward, and connecting to the roads that lead to destinations of impact.empowered me as an entrepreneur, speaker, connector, and investor. It has shown me that to one role or organization, but about continu-ously evolving, adapting, and building a jour-ney that is uniquely my own.BEND is a gentle reminder:• Brand: Own the vehicle that carries your identity.• Expertise:high-octane skills that takes you further, faster.• Network: Select and navigate the roads that connect you to opportunities.• Destination: Create mile markers along the way that help society.I invite you, as facility professionals and yourself:• Do I truly own my personal brand, or am I leasing someone else’s?• my mentors that I want to embody in the next year?• Is my fuel high-octane enough for the long haul, and how can I access additional training or resources to keep it that way?• Am I actively building roads that connect me to new opportunities?• What legacy do I want to leave for those who will follow in my footsteps?D: Destinations – The Mile-marker of Your LegacyA journey is only as rewarding as the mile-markers we leave behind. There is not one single destination, but a constellation of destinations along a career journey. It is the legacy you create—the impact you leave for future travelers. It represents the culmination hard work, and the seeds you plant along the way for others to nurture and grow. Gallup (2017) has noted that employees who feel their work contributes to a lasting impact are more engaged and resilient.Ryan Reynolds’ destinations are not merely -a journey of relentless innovation, creative risk-taking, and an unwavering commitment to excellence.excellence in architecture, design, and facil-ities management. It has allowed me to be a founder, speaker, investor, connector and entrepreneur - representing a broader array of my interests and life goals. Making it easier to focus on the legacy.Reection Questions:1. What lasting impact do I want my work to have on my industry and community?2. How can I ensure that my career mile-markers are meaningful and aligned with my core values?3. In what ways can I create a legacy that etwork Destinations

If your answers do not resonate with the journey, then it’s time to act. Your career is not a ladder you climb—it’s an open road waiting to be mapped. With each bend and every turn, you can shape a limitless future that no one and nothing can break. Embrace the BEND.ReferencesGallup (2017): State of the American Workplace: Building Resilience and Maximizing TalentHarvard Business Review (2018): The Authenticity Paradox: Building a Personal Brand That EnduresCenter for Creative Leadership (2019): Networking for Success: Strategies to Build Your Career EcosystemMcKinsey Global Institute (2020): The Future of Work: Upskilling for the Digital AgeThe Role of Resilience in Career Transitions: A Meta-AnalysisRuno Okiomah runo@elo-spaces.com

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