In episode 174 of the Asset Champion podcast, host Mike Petrusky speaks with Jason Callis, CFM, SFP, LSSGB the Executive Director for Facility Operations & Asset Management at Aramark Destinations where he is accountable for operational strategy leveraging his years of experience in global workplace, facilities, and infrastructure. Mike asks Jason about his current perspectives on how managing the built environment requires adaptability and resilience to navigate ongoing operational challenges while striving to improve the spaces where people work and visit. They discuss how AI offers significant speed-to-market opportunities for facility managers, enabling more efficient data analysis and improved business outcomes. Jason shares how Lean Six Sigma principles focus on efficiency and quality in maintenance and operations by minimizing rework and ensuring “one-touch” processes that maximize productivity of skilled tradespeople.
Agenda
- The role of AI in facilities management and asset operations
- Applying lean Six Sigma principles to maintenance efficiency
- Managing deferred maintenance amid supply chain challenges
- The importance of professional community and continuous learning
What you need to know: Facility and maintenance takeaways
Takeaway 1: AI enhances efficiency but requires human expertise
AI is becoming a powerful accelerator for facilities teams, particularly when it comes to analyzing operational data and identifying patterns faster than ever before. In lean environments where teams are stretched thin, this speed creates a clear advantage. However, the conversation highlights that AI is not a replacement for experience or judgment. Its effectiveness depends on how well teams interpret and act on the insights it produces.
As Jason explains, “AI is certainly going to be an amazing tool… you have to know what it’s actually saying in the data that it’s providing to you… it’s just that speed to market opportunity really helps us do things on the back end when we’re focused on something else.”
The takeaway for leaders is that AI adoption should go hand in hand with training, governance, and a strong understanding of operational context to ensure better decisions, not just faster ones.
Takeaway 2: Process discipline is key to maximizing labor productivity
Efficiency in facilities management is less about working harder and more about working systematically. Lean Six Sigma principles provide a framework for reducing wasted effort, standardizing workflows, and ensuring that maintenance tasks are done right the first time. This is especially critical in skilled trades, where time is both limited and highly valuable.
Jason emphasizes that productivity depends on protecting focused work time and eliminating unplanned disruptions. As he puts it, “Lean Six Sigma is about the function of quality… ensuring that that one time has a significant resilience to it… how can we be the most efficient when it comes to just that technology and mechanical side.”
He also highlights the operational reality many teams face: “Hallway conversations kill our guys… how do we keep those efficiency metrics in place?”
Industry benchmarks reinforce this point. “We really ask for all of our skilled trades to be able to document 7.2 hours of an 8-hour working day strictly to doing great work in spaces.” Achieving that level of productivity requires strong governance, clear processes, and consistent accountability.
Takeaway 3: Deferred maintenance and supply chain issues are reshaping asset strategy
Deferred maintenance is no longer just a backlog issue; it’s becoming a strategic risk. Ongoing supply chain disruptions, longer procurement cycles, and changes in material quality are directly impacting asset reliability and lifespan. This creates new challenges for capital planning and forces organizations to rethink traditional lifecycle assumptions.
Jason notes that these shifts are already visible in the field: “Just experiencing some of the downfalls of going through a lot of delays in procurement in the supply chain… some things that are 20-year useful life may be down to 14 or 15 years.”
In this environment, facilities leaders must take a more proactive approach — balancing maintenance, replacement planning, and data-driven forecasting. At the same time, staying connected to industry peers is becoming more important than ever. As Jason underscores, “This is an absolute community of professionals who are really trying to strive to do the best we absolutely can with the least amount of tools that we’ve ever had.”
Engagement with organizations like IFMA and IMA supports that effort, helping teams share strategies, adapt faster, and navigate an increasingly complex operating landscape.
Maintenance management insights
- AI is most impactful when used to accelerate analysis and decision-making, not replace technician expertise or operational judgment
- Lean Six Sigma helps teams eliminate rework and improve first-time fix rates, increasing the value of every labor hour
- Protecting technician time is critical — unplanned interruptions like “hallway conversations” directly reduce productivity and efficiency
- Clear productivity benchmarks (e.g., 7.2 hours of documented work per day) help reinforce accountability and performance expectations
- Deferred maintenance is increasingly tied to supply chain volatility, making proactive planning and forecasting essential
- Asset lifecycle assumptions must be revisited as equipment durability and procurement timelines shift
- Strong maintenance performance depends on connecting field execution (“boiler room”) with strategic oversight (“boardroom”)
- Ongoing engagement with professional communities supports continuous improvement, shared problem-solving, and leadership development
Listen to Mike’s favorite Synthwave Mix on Spotify and then do a deep dive into more asset management insights by exploring all Asset Champion Podcast episodes.
Watch the full video here: https://youtu.be/6RWxEgCWi-w?si=p0ndw6YkvvJfQ9bA
