Russell Taylor

My time as Manager, Facilities Planning and Operations has been spent fostering a team culture that stressed proactive problem solving and a genuine curiosity used to investigate, validate, communicate, and execute facility requests through project completion.

I manage multiple teams directly and indirectly including the Facility Planning, Facility Systems, Facility Infrastructure, and Cleared Janitorial teams. Each team was stood up and organized with individual roles and responsibilities, then optimized with standardized workflows and schedules in an effort to consistently deliver results.

I built trust in my teams through straight talk and keeping promises. I invested time in each member and truly feel they will agree.

Along with my teams, we have made true progress within a dynamic organization that is evident in multiple established processes, systems, and completed projects.

I am enjoying my time in this role and look forward to continuing to add value wherever my career takes me and where I am needed most!

Project manager in the facilities group at Northrop Grumman ASBU.

I spent the first 6 months settling into the role and acclimating to the unique challenges of operating within a much larger corporation.

• Brought value through organizational and documentation improvement specific to our team.
• Planned, monitored, and executed projects while identifying risks and implementing corrective measures to acquire future success.
• Improved cost tracking laying the groundwork for more accurate and organized budget projection.
• Built professional relationships within the organization.

I moved into an interim leadership role within the team for the last 6 months of my time in this role, eventually securing the position permanently.

This added responsibilities and new challenges to tackle.

• Defining the role of the facilities operations team within the facilities group.
• Establishing our individual R & R's in a clear and organized way.
• Integrating and aligning our processes in progress with the new group organization.
• Organizing and prioritizing tasks to keep the team collaborating and working in a unified direction. Minimizing internal project holdups.
• Developing a project and budget planning system to ensure a predictable, steady, and broad workflow that maximizes benefit per dollar spent.

I have always been motivated to create. Whether that was a system to solve small daily problems, or a complete shift in the established way of doing things.

I've also always had a passion for motorsports and the proformance vehicle industry.

When I was blessed with an idea to solve a problem in an industry which I had a passion for, I took the opportunity and ran with it.

This move was something very much outside of my experience other than the crossover of a few things I am very proficient at.

Those being:

• System creation.
• Funding, material, and information acquisition.
• Task management.
• Problem solving.
• Critical and creative thinking.
• Self starting.

In short, I spent two years creating a software designed to reduce the costs of hosting and facilitating racing events. My job was to take this idea from concept to market while solving newly created problems as this "first of its kind" software was being developed. I accomplished this through management of multiple teams of developers and testers.

Along with the creation of the software, a 501(c)(3) charity was established to address the overall issues of the lack of appropriate racing facilities for amateurs. Extensive work and collaboration with the IRS, cities, counties, and industry went into creating this program to increase the social impact of our software. The build out of the project is overall complete.

Starting roughly January of 2016 I transitioned into a Management and sales role within the direct to customer, Special Projects department. This move added responsibilities such as:

• Project procurement through sales to existing and new customers.
• Project estimating (for sales).
• Contract review and negotiation.
• Project scheduling (within individual project scope and in relation to other projects within the company and department).
• Material sourcing, scheduling, and review to maximize value.
• Manpower planning and coordination.
• Daily records and timekeeping.
• Safety planning and training (my department handled mostly industrial production including surface and underground mining, foundries, and large scale production facilities making safety an extremely high priority).
• Daily logistics of multiple, simultaneous projects. Many or these projects being hundreds of miles apart.
• Progress tracking and reporting.
• Invoicing and collecting payment throughout phases of the projects.

These responsibilities were added to those existing in my Forman/ Supervisor role.

As one of the leading managers at the company, I was also tasked with developing new policies and exploring methods of training, timekeeping, and employee conflict resolution. My acquired problem solving skills were in high demand with these responsibilities.

My nearly 20 years at United Team Mechanical were extremely valuable to me as I developed skills and competency that can only be learned under pressure, through hard work, and constant training.

Leaving was a very hard decision and one that I did not take lightly. For multiple reasons I decided that moving on and pursuing something meaningful was the right choice. I left on very good terms with an excellent record of safety, profitability, and customer satisfaction. I appreciate all that the company provided me over my decades of service.

Roughly in January of 2010 I transitioned my roles of Project Leadman and Technician into a Project Foreman/Manager position. At this time I began directing, scheduling, and supervising daily progress onsite of individual, then eventually multiple, simultaneous projects. My responsibilities included:

• Daily direction and supervision of all onsite activities.
• Scheduling and coordinating with owners, general contractors, other skilled trades, and subcontractors.
• Estimating and acquiring manpower needs.
• Training my team in safety, time management, quality control, and skills of the trade.
• Maintaining daily records and reports to keep offsite management up to date on project status.
• Actively maintaining project budgets and adjusting approaches to ensure profitable projects.
• Onsite resolution of employee issues including payroll, conflict resolution, and required disciplinary action.
• Continuing to develop my own value as a skilled tradesman.
• Overall ensuring project safety, profitability, progress, and quality.

My time spent in this position solidified my skills as a leader. I learned accountability and the true value of strict quality control. It was a transformative step in my career.

In roughly 2006 I started work as Leadman/ HVAC Technician. I transitioned from my apprentice role into Leadman responsibilities while now focusing on training in the technical aspects of the HVAC trade such as equipment set up, start up, commissioning, and troubleshooting/ repair.

My responsibilities included:

• Assisting Project Foreman and Project Manager in daily tasks.
• Directing and supervising junior members of the project team.
• Training junior team members in safety and quality installation.
• Expanding my own training to take on increasing responsibilities.
• Provide professional installations and repairs for our customers.

I started my Career at United Team Mechanical in January of 2002. I worked as an apprentice and installer. I attended trade school while working full-time for the company.

My responsibilities included:

• Learning and perfecting understanding of all aspects of the HVAC trade.
• Operate tools, equipment and machinery according to safety standards.
• Communicate quickly and accurately with supervisors about problematic sites, missed installations or other issues.
• Maintain relationships with customers to better understand needs and uphold standards of service.
• Laid out materials and system components to prepare for installation.
• Installed complete systems at new business and industrial construction sites.
• Inspected installations to check for functionality and maintain customer satisfaction.