In episode 172 of the Asset Champion podcast, host Mike Petrusky speaks with Kari Myers, CFM, Manager of Service & Process at Caltech, where she spearheads facility and operations strategies that connect asset intelligence to institutional impact. The two talk about Kari’s belief that facility management success depends on prioritizing people — both the staff who deliver services and the broader campus community they serve. They then explore how FM leaders can integrate technology and data-driven tools while maintaining customer service excellence and empathetic leadership. Kari also shares the remarkable story of Caltech’s partnership with the Dale Carnegie Institute, where 226 team members completed 600 hours of training to achieve gold medal status in customer service excellence. She emphasizes that training, continuous learning, and professional development through organizations like IFMA are vital for success in asset management.
Agenda
- The people-first philosophy and creating a “domain of care” for campus facility management
- Strategic integration of Dale Carnegie customer service training with technology tools and data-driven approaches
- The role of IFMA and professional development in building resilience and expertise across the FM community
What you need to know: Facility and maintenance takeaways
Takeaway 1: People are the foundation, so teams should invest in developing skills alongside technology tools
“At the heart of it, and I’ve heard this on your podcast from maybe 100% of your guests, that it’s about the people. That’s why we’re here. And so, you know, our strategy is to improve the customer experience, and we’re going to do that through training, developing people’s skills, and technology tools. We think if we improve our skills and our tools, we’re going to be able to bring a better experience to the campus,” Kari explains.
It’s a philosophy that recognizes that while technology provides capabilities, it’s the skilled, trained people who deliver exceptional service. By viewing people as the central component of any customer experience improvement initiative, facilities leaders can create sustainable programs that adapt to changing technologies while maintaining consistent service quality through well-trained team members who understand both the tools and the human needs they serve.
Takeaway 2: Comprehensive investment in training programs delivers measurable organizational transformation
“We partnered with the Dale Carnegie Institute and developed a customer service excellence training program and 226 of our folks spent the last year of their lives training about 600 hours in total to get the gold medal in customer service, and we’re going to have a 100% completion rate.”
It’s a significant commitment both in terms of time and resources that goes far beyond typical training approaches. The 600-hour total investment across 226 team members signals to staff that the organization values their development and is serious about service excellence.
Comprehensive training transforms organizational culture by establishing shared language, common service standards, and collective commitment to excellence that persists long after formal training concludes.
Takeaway 3: Empathy and a “domain of care” mindset redefine facility management’s role and impact
“Oh, it means, you know, providing the place where people are safe, productive, and comfortable. I’m very interested in the kind of time people are having on the campus. If you step foot on the campus, I believe that you’re within my domain of care, and we want it to feel good, look good, and get you to your goal, which is research and education for the most part,” Kari explains.
Her philosophy of empathetic leadership extends beyond traditional facility management responsibilities of maintaining buildings and systems to encompass the holistic experience of every person on campus. By considering safety, productivity, and comfort as interconnected elements of campus experience, and by taking ownership of how time spent on campus feels to people, facilities leaders elevate their role from service providers to experience creators.
It’s a mindset shift that has practical implications for decision-making, resource allocation, and how success is measured, moving from purely operational metrics to include the qualitative experience of campus community members.
Maintenance management insights
- Strategic workforce investment creates sustainable advantages, as people are the ones delivering real value to organizations.
- The future of facility management requires understanding the evolving roles of both human workers and expert systems in operations.
- IFMA provides essential connection and learning opportunities, serving as a place where facility professionals can find peers, share experiences, and pursue continuous education.
- Learning through action builds resilience, as the process of encountering obstacles, discovering limitations, and learning from setbacks provides valuable experience and knowledge.
- Campus operations teams of approximately 300 people must focus on experience, creating environments where people are safe, productive, and comfortable.
Listen to Kari’s Facility Management Playlist on Spotify and do a deep dive into more asset management insights by exploring all Asset Champion Podcast episodes.
Watch the full video here: https://www.youtube.com/playlist?list=PLSkmmkVFvM4H3pwnlU2AuqynuRDpvnh4J
