The Senior Director – Facilities Management is a senior executive position appointed for a defined one-year period to
stabilize, assess, and transform the Facilities Management department of a public university located in Maryland. The position is
designed to restore operational discipline, strengthen leadership accountability, and design and implement a Facilities organizational
model that is aligned with institutional needs, industry standards, and long-term sustainability. Candidates with experience working
within unionized environments and demonstrated ability to lead effectively within collective bargaining frameworks are strongly encouraged
to apply.
Why This Role Matters
This is a unique opportunity to drive immediate stabilization
while shaping the long-term future of a university’s Facilities organization. The Senior Director will create lasting impact through
disciplined leadership, clearer structures, and a more resilient
Facilities operation.
ESSENTIAL FUNCTIONS
Operational Leadership & Stabilization
- Assume full executive responsibility for all Facilities
operations, including:- General Maintenance
- MEP systems and utilities
- Grounds and fleet functions
-
Custodial oversight and vendor management - Work control and service request management
- Establish
immediate clarity around operational priorities, service expectations, and leadership accountability. - Implement short-term
controls related to:- Overtime authorization and usage
- Contractor engagement and oversight
- After-hours
response and on-call coverage - Emergency response coordination
- Workplace safety and risk management
- Serve as the primary escalation authority for operational, staffing, and performance issues.
- Develop structured
communication pathways to articulate impact of operational stabilization efforts to all campus stakeholder groups.
Talent & Organizational Assessment
- Lead a structured assessment of Facilities leadership,
supervision, and workforce capacity, including:- Role clarity and functional alignment Supervisory
- effectiveness and spans
of control - Workload distribution and productivity
- Skill sets, certifications, and training gaps
-
Leadership readiness and coaching needs
- Evaluate how work is planned, assigned, executed, and verified across all
units. - Identify:
- Single points of failure
- Gaps in oversight or supervision
- Misalignment between
roles and operational demands
- Document findings in a clear, defensible format that supports
organizational decision-making.
Organizational Design & Restructuring
- Translate
assessment findings directly into organizational design actions, including:- Redefining leadership and supervisory layers
- Clarifying reporting relationships and escalation paths
- Establishing clear ownership for preventive vs. reactive
work - Aligning Work Control, front-line staff, and supervisors under consistent operating models
- Design
and implement an interim organizational structure that improves accountability and operational control. - Develop a recommended
permanent organizational structure, including:- Updated organizational charts
- Revised position descriptions and
position titles - Clear expectations for leadership performance
- Partner with Human Resources to ensure
changes are compliant, equitable, and well-communicated.
Governance, Decision Rights & Performance
Oversight
- Establish a formal decision-rights framework covering:
- Overtime approval
-
Procurement thresholds - Vendor engagement
- Emergency response
- Capital project initiation protocols
- Reinforce the use of critical systems (MicroMain, Workday) as tools for accountability and performance management.
-
Implement clear expectations for:- Work order documentation and verification
- Supervisor review of workload and
productivity - Data-informed decision-making
- Introduce service level expectations and performance indicators
aligned with industry standards.
Financial Stewardship & Resource Management
- Assess
Facilities financial practices related to:- Overtime spending
- Contractor usage
- Inventory and materials
management - Preventive vs. reactive maintenance investment
- Implement controls and monitoring processes to
improve cost visibility and resource utilization. - Support the development of data-driven budgeting, forecasting, and capital
planning practices.
Stakeholder Engagement & Communication
- Serve as the primary
Facilities representative to senior leadership and Cabinet-level stakeholders. - Communicate progress, findings, and
recommendations clearly and regularly. - Rebuild trust with campus partners by improving transparency, responsiveness, and
follow-through. - Ensure Facilities leadership communicates the “why” behind changes to staff and campus stakeholders.
Transition to Permanent Leadership
- Prepare the organization for transition from interim to
permanent leadership by:- Finalizing organizational structures and position expectations
- Documenting governance
frameworks and operating standards - Identifying which interim positions should convert to permanent appointments
- Support on-boarding and knowledge transfer for permanent Facilities leadership.
EDUCATION AND
EXPERIENCE
- Bachelor’s degree in Engineering, Architecture, Construction Management, Project Management or
closely related field required. Master’s degree preferred. - Minimum 8 years of facility management, capital projects,
and operations experience. At least 4 years in leadership role overseeing diverse teams. - Broad operations knowledge across
facilities, utilities, custodial, and infrastructure. - Knowledge of pertinent federal, state, and local laws, codes and
regulations. - Previous higher education experience preferred.
- Preferred licenses or certifications include one or
more of the following: General Building (GB98) contractor license; certified professional engineering (PE); Sustainability Facility
Professional; Facility Management Professional (FMP); Certified Energy Manager (CEM); Project Management Professional (PMP).
SKILLS AND ABILITIES
- Demonstrated ability to lead effectively within collective bargaining
frameworks preferred. - Ability to supervise skilled trades and administrative staff.
- Proven track record of
developing and maintaining strong, lasting relationships with relevant stakeholders. - Proven ability to develop
and achieve financial plans. - Ability to motivate and lead employees and hold them accountable.
