CFTA 2018: A Community of Friends, Professionals, and Breaking the Mold

I attended the Campus FM Technology Association (CFTA) Conference for the first time last year and came back feeling that I had found a wonderful community of friends that shared my passion for the facilities world. This year proved no different.

I got to stay in the Marriott Columbus University Area hotel in Columbus, Ohio. 

Within minutes of having arrived in Columbus, Ohio, I heard my name called out from across the parking lot of a convenience store as I went to pick up some things. It was a colleague that I had met the year before — someone I hadn’t talked to for a year talking to me as if we were lifelong friends. It was a wonderful experience, that repeated itself a dozen times in various ways as I reunited with people I had met the year before.

The conference is small enough in size that we all get to know each other very well; as opposed to other conferences which are much larger, 130 members attended the CFTA last year which grew to 175 members this year. The intimate size provides an opportunity for every member to get know each others’ strengths, successes, and challenges, and to provide meaningful feedback throughout the duration of the conference. Surely, though, the growth of the number of members points to the efficacy of the conference. Michelle Ellington, the president of CFTA, began with a statement on how the conference has grown; over the past five years it has grown from 30 members to 175. It is obvious that the CFTA conference has superbly strong leadership and relevance to today’s growing FM world within the global university sphere.

I was privileged to take one of the five tours available. We toured the Chemical and Biomolecular Engineering (CBEC) Building on the Ohio State campus. This was the first building on the campus that was managed through a BIM process. This process allowed stakeholders and maintenance crews to visualize the building prior to occupying and building the premise. Because of this, strategic decisions could be made to more efficiently use the space. One of the most commonly recurring comments in regards to using this process was, “I never thought that I would ever build a building by playing a computer game.”

The Unconference is always the highlight of the week for me. This meeting is held on Friday morning of the conference, and despite attendance being lower because it is the  last day of the event, there was still a healthy 110 to 120 person attendance. 

During this part, a list is made of several discussion topics, then everyone breaks into groups; this time there were four tables. Each table takes a topic, and we all sit together as professionals and colleagues and discuss facets of the topic. I sat in on the BIM topic, and the discussion led to standards, implementation, ownership, and adoption. We all discussed life safety assets, how to manage space, automatically adding square footage, who updates a BIM model and how, and what is maintained. 

The second session I attended was about new technologies.  We discussed using sensors to determine utilization and realization of occupied spaces: options from cameras to movement sensors to sensors on chairs and the pros and cons of each. We discussed using drones with infrared for condition assessment of buildings. We discussed monitoring valves through a central control system. We discussed the ethics of using security cameras in relation to privacy, and many many more topics.

As usual, the CFTA Conference was the highlight of my year. I renewed friendships with colleagues I had met the previous year. I  had stimulating conversations during the conference and was able to expand my knowledge and passion for the FM world. I am excited to see what next year brings, and I highly recommend that all who can attend this conference.

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6 Ways to Change a Business Culture: Pt. 2 — Get Out of the Way

One morning I woke up and realized that I was not happy with my job. I had great staff and great clients, but I was miserable. I have always had a running promise with myself that if I was not happy with my job, I would quit and get a new one. Unfortunately, I couldn’t do that because I was the CEO and owner of the company, and I had staff that were counting on me.

I contacted one of my business consultants and told him about the situation. He counseled me to hire an HR consultant. This didn’t make any sense to me because I didn’t have any problems with my staff. I decided to take his advice and hire one, though. This transition eventually led me to the CEO mentoring program, Vistage, which we talk about in other articles.


One of the first suggestions the HR consultant recommended was to make an Org Chart. An Org Chart is an organizational tool that allows people to see the flow of a company, roles of staff, and many other aspects of a company’s work-flow. By displaying this in a visual format, one can see what is effective and where there are holes in an organization. Once again, I was confused by this suggestion — at the time there were only 15 of us in the company, and I felt that I knew exactly what was going on and who was in charge of what at all times. 

I did it anyways, and it became one of the best decisions for my company. Not only did it allow me to understand much more clearly what was happening in the company and what everyone’s assignments were, it also allowed me to communicate better with my staff, plan for future roles, and identify deficiencies. In addition, it allowed my staff and me to grow and become even more effective than before.

The second suggestion from the HR consultant was to create a RACI document, RACI being an acronym for Responsible, Accountable, Consulted, and Informed. This document’s purpose is to improve communication within a collaborative team. Every person within the team should be assigned a role from the acronym RACI. “Understanding Responsibility Assignment Matrix (RACI Matrix)” by Cara Doglione provides a simple example for understanding how this works:

“John is developing software feature X that will be integrated with software feature Y – developed by Jess. Mike is the project manager and Irina is in marketing. For feature X, John is responsible, Mike is accountable, and Jess needs to be consulted with as her feature will integrate with John’s. Lastly, Irina simply needs to be informed when the task is complete.”

Both the Org Chart and the RACI document began to organize the company in a way so that I was able to more fully understand the strengths and weaknesses of my staff as a whole and of each individual.

These two documents stimulated new goals for me and created a path to focus my energy. This focus rejuvenated me, therefore bringing new energy to the company.

Shadow Leadership

Once I had the organization in place, the HR consultant gave me one my most difficult challenges: to shut my mouth when my employees are trying to accomplish tasks.

I fought this principle at first because my thinking was such: I had built this company from the bottom up, I knew more about the application than anyone else, and I knew exactly what to do because I had done it before. Why would I shut my mouth and not tell my staff exactly what they needed to do?

She told me very clearly that I was stifling my staff. She explained that I was taking away their ability to contribute effectively by not allowing them to go through their own processes to reach conclusions, no matter how quickly or slowly that process may be, nor how many steps it may take them. I had to become the type of boss that could give his staff a task and trust that they would accomplish the desired results, even though they may use a different process than I would have chosen to achieve those results. Once I did this, the results were marvelous.

Putting This Principle Into Practice

A few months after I learned the above principles, one of our clients wanted to install a way-finding application. I scheduled a meeting with two of my staff to explain the project, then shut my mouth and let them figure out the best way to accomplish the task. The direction of the conversation was not going where I desired within the first ten minutes. Still, I persisted in my resolution to shut my mouth, giving only a couple of guiding comments as was necessary, and, 45 minutes later, they reached the conclusion that I thought was best. It was amazing and eye-opening to see this kind of result and growth, both in myself and my staff.

I returned to my HR consultant and shared the experience with her. She was happy to hear my results, then finished explaining this principle to me: people must be allowed to work at their own pace. Some individuals can complete a task in 15 steps, while others may take three to complete the same task. Everyone thinks differently and has their own way of completing projects, and, as a boss, I have the responsibility of not getting in the way of that process so productivity can flourish.

This is a process.

Putting this into practice, like many principles discussed in our blog, is a learning process. It takes mental effort and active choice to implement this attitude and action, but the results are well worth the effort.

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Bob Stephen’s Top 10 Business Books: #2 “Change Your Questions, Change Your Life”

I reference Marilee Adams’ book Change Your Questions, Change Your Life all the time. It has helped me immensely in my communication in the business world, because I have been able to strengthen my relationships with people.

It’s written in a narrative format, following the story of a man who has been having challenges at work and, because of that, decides that he wants to resign. He is counseled to talk to someone about his challenges before stepping away from the job. His journey and solutions are insightful, as he discovers that there are two different approaches to every situation: judging and learning.


We as humans beings naturally see things from our perspective. We want to judge situations and events according to how they line up to the world we’ve built for ourselves. Applying a single-viewed approach to any situation can lead to judging it incorrectly and reaching false conclusions, instead of asking questions to better understand why people act the way they do, why a problem was handled a certain way, or why the desired results are not being realized.

How I’ve Applied This Approach

One of my responsibilities outside of work includes participating in a board of members that handles travel and finances for a local organization. The communication style is such that members are constantly pointing their fingers at each other and trying to find  fault with one another for any problems that arise. I eventually decided to resign because the amount of exercise and energy it took for me to stay on the choice chart was overwhelming, and for my own personal growth, I chose to resign because I did not want to fall into the Judger Pit.


When we discount our tendency to jump to conclusions, and decide instead to ask questions that will help us better understand, some difficult and stressful situations will become experiences that allow us to level with people and strengthen relationships.

How I’ve Applied This Approach

A few years ago, a client of mine needed some help with the application my business provides. I chose a bright, quick employee, that I trusted would get the job done, to call the client and figure out what needed to be done. A few weeks later, my CFO came to me and said that this employee had used company time and money to fly to the client, book a hotel room, and pay for meals. I was confused and felt betrayed, because to my knowledge, the task would only have taken a phone call and a couple of hours.

I decided to apply the asking questions approach, instead of my usual approach that would lead to anger. I called the employee and asked what I hadn’t explained well about the assignment. The employee then recounted to me that he had called the client and realized that the task was not one, but multiple tasks, and that the client had authorized to pay for everything.

I am so glad that I asked instead of just getting angry. I understood the situation much better now, and I could see the logic behind the employees’ choices.

“Switching Lane”: Moving from Judger to Learner

Beginning to process an event as a judger does not mean that you will be limited to viewing things from a single perspective. The “Choice Map” allows us to see that there are different paths we all choose to take when tackling difficult situations. We can choose half-way through an event to see things as a learner.

How I’ve Applied This Approach

I have had many experiences when I think I am explaining something very well, and notice negative reactions, or at least reactions that are contrary to what I expected. I take those opportunities to switch from a judger to a learner and ask questions that will help everyone to feel closer and strengthened. I try to apply this in our Tech and Staff Meetings. I oftentimes will have to ask for clarification and/or other questions so I can understand better and help my staff become more unified.

Learning This Approach Is a Process

We all naturally want to approach events and situations from a judger perspective. Honing the skills necessary to become a learner instead of a judger is a lifelong process. Consistently choosing to change your approach to situations will help with this process, but it is choice.

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My Wood Burning Stove – Everything It’s Taught Me About Business

My wife and I bought a home 17 years ago. We love our home and the cherished memories it keeps. Many of those memories include collecting, splitting, and burning wood to keep us warm. Each year we gather and split anywhere from two to four cords of wood. They say that burning wood heats you up three times: when you gather it, when you split it, and when you burn it. We have certainly found this to be true.
We have converted our backyard into different areas where we can process the wood in two steps: splitting and stacking.

Marketing requires consistent searching and effort.

Just as finding firewood for the upcoming winter requires one to start looking in April, so does marketing require one to keep a constant search open for new and potential clients. A good marketer is not spotty in when he or she puts all effort into reaching out to potential clients; a good marketer constantly gathers and searches, knowing that consistent effort is a must.


Oftentimes we will find a tree that has just been cut down, so the wood is green. We have to let that wood sit in the yard anywhere from six months to a year in order to dry so we can then split it. Splitting green wood is almost impossible. This is similar to nurturing along potential clients before they become clients. The timing has to be right before we can actually engage with them as clients. We can stay present and vocal with them, but only when the client are ready to do business with us can we do our job properly. Just like leaving wood to sit so it can be split properly, we need to let our potential clients decide when they are ready.

Go with the grain.

When splitting wood, I have found that it is easiest to put the larger side towards the hammer that will push the wood towards the stationary axe, and the thinner side towards the axe. This allows the splitter to cut with the grain of the wood instead of fighting the grain of the wood. In business, it is important to be aware of climates, situations, and attitudes that, when confronted, would be a difficult struggle, expending more energy than is needed. One can, instead, continue in a current course until the right direction is found, knowing that there will be a time and a place for everything.

 Work around the knots.

Every batch of wood has pieces that won’t split correctly because there are knots in the wood that are impossible to get through. Knots can exist in business, as well. There may be things ingrained in any industry that are just part of it or the way things get accomplished that are impossible to fight against and will not go anywhere. Sometimes these knots need to stay in place and we need to learn how to work around them because they actually help the business stay in place.

Getting the right people for the job.

My wife grew up stacking wood. I have tried to do it before, but she has the necessary experience to make sure that the wood is stacked correctly. When she stacks it, it won’t fall over or lean once the wood dries or in harsh weather because every piece is perfectly placed. When I do it, the pile sometimes leans, because I simply did not grow up doing this. So, my wife stacks the wood and I split it because our experiences have given us different strengths. It is more efficient this way. So, too, in business, should people be placed in positions according to their talents or experiences, their strengths.

A good foundation is imperative.

When my wife stacks wood, she always comes to me and says, “In order to begin another row, I need some solid, square pieces that will ensure that the foundation is strong, that way the pile doesn’t fall over.” In business, having a strong beginning will create a solid foundation, ensuring that the business process can continue forwards  without fail. There need to be good, solid, consistent practices put in place from the beginning in order to accomplish this. My previous posts talk about having a champion, or creating standards, or owning data, or involving IT, and these are those strong practices that create a good foundation.

 Energy will be produced.

Burning wood creates energy, and so does a business that lays good foundations and follows it’s principles set up from the beginning. By taking these lessons that I have gained from gathering, splitting, and burning wood, I have been able to see positive effects in my business; in the RSC culture, in the profit I see, in our relationships with our clients, and the things we have been able to produce. They are essential, and I hope you can learn from them as well.

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5 Reasons the CFTA Conference is Not to Be Missed

I had the amazing opportunity to attend the CFTA conference in Madison, Wisconsin. Sitting in the Dane County Regional Airport, waiting for my flight home to San Ramon, CA, I reflected on the week of activities: a tour of Epic, Inc., a local band at an outdoor bar and grill with delicious food, dancing, and great conversations. The venue was top notch; hosted by the University ofWisconsin Madison, the Edgewater Hotel provided a relaxing atmosphere. The views of Lake Mendota were awe-inspiring, The restaurants – The Statehouse and The  Boathouse – and the in-room dining, provided satisfying cuisine.  The rooms were spacious, comfortable, and elegant. But what really made this conference one of the best I’ve ever attended was that the sessions were about real-life experiences concerning successes and challenges. This was a refreshing and welcoming approach for the conference. Here are the five main reasons as to why this conference should not have been missed.

1. Communication, goals, and accountability.

Firstly, the responsive design of the website and the guidebook allowed each attendee to carry the conference on their smart phone. Along those lines, the guidebook provided a schedule that was easy to use, including descriptions of each meeting that were clear and connected to attendee’s calendars with reminders. Secondly, the executive board meeting was efficient and informational; it was concise and direct.  The three executives that were present delivered facts surrounding the existing state of their role, their future plans and goals, and a review of past performance highlighting successes and challenges.  All this was completed in less than 30 minutes.

2. Non-sales Vendor involvement.

This approach is rare and refreshing.  Approximately 20%
of the attendees were vendors, including myself, but I never heard a sales pitch.  We each presented solutions and observations, then shared experiences.  Software solutions were mentioned in context to problems that were presented, but everything was collaborative instead of competitive.  Each vendor was given a time to give a 6-minute Spark Talk.  We presented our solutions concisely, some with humor, others with facts, and some with an overview of their offering. Overall, the collaborative environment ensured that everyone felt included and had the opportunity to learn and contribute.

3. Friendship.

Our bond was a simple one.  We were all colleges and
universities executing CAD drawing and GIS applications with little resources and sometimes minimal support.  These commonalities created an instant bond because we understood and had empathy for each other. Because of this bond, our conversations were not forced or insincere.  They flowed easily.  We discussed BIM, GIS, CAD, KPI’s, etc. We talked sports, families, shared laughter, and shared successes and challenges. Conscious time was set aside for these conversations. I personally had many that stood out, but would like to highlight two in particular: 1) I had the opportunity to receive advice on
how to resurrect a neglected piece of technology that had been
disregarded.  It is slated to be replaced even though it is still a viable
solution. 2) I also was able to have a great conversation about BIM: how it is connected to the IWMS industry, its strengths, and its weaknesses.

4. Sharing Freely.

Every moment of every session, gathering, and entertainment, I observed sharing: old friends reuniting and catching up, new acquaintances sharing their life experiences, vendors providing insights into the future of technology, and universities sharing successes.

5. Meetings that Broke the Mold.

One example of this was the Unconference. This was a meeting reserved for those who wished to stay after the official CFTA activities. This was the first Unconference I’ve seen. We were each given five topics, which quickly multiplied. The topics were distinct and appropriate.  They ranged from space floor plans and their security, BIM and its opportunities and constraints, project management, KPI’s, GIS, and more.  As I sat and listened intently, the openness was refreshing, the struggles were real, the successes were celebrated, and professional connections were created.  These meetings flowed freely without interruption.  When the time was up, the desire to continue was evident.  These colleagues truly faced familiar problems and were eager to solve them and they found brothers and sisters in arms. Additionally, the Spark Talks provided each vendor 5-6 minutes to share who they were and what they represented. This shortened sales approach was done in less than 45 minutes.  I was impressed at the preparation to make this run smoothly.  Though a small detail, the combining of all PowerPoint slides into one slide deck provided a smooth transition between vendors and cut down on time.  I found myself drawn to my competitors’ stories and offerings.  I enjoyed their candor and examples and the humor presented was refreshing.  I gleaned new perspectives, cataloged improvements, and relished in mine and everyone’s uniqueness.


I reiterate: this was the best conference I have ever attended.  I recommend this conference to all Universities and will continue to support the CFTA
organization as they continue to provide disruptive innovation. The challenge of disruptive innovation was given to all Universities in attendance.  As a vendor I was inspired to pick up that challenge. How I will accomplish that is worthy of another article.  So, for now, I’ll see you, my new friends, next year at The Ohio State.

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ARCHIBUS is Headed in an Exciting Direction

As a CEO and business partner with ARCHIBUS, I have been watching the development of the company very closely for the past 20 years. As I discussed in my previous article, “Why ARCHIBUS is here to stay!”, Bruce Forbes laid a solid foundation destined for success, paving a road for Wise Cho, the new CEO of ARCHIBUS, to follow and lead the company to continued profitability and reputation as a leading and innovative IWMS provider.

I was very impressed with Wise Cho’s presentation at the 2016 NEXUS Conference. I looked for a few key factors in his presentation, and I was not disappointed. The four main concepts that I was looking for, and which were presented were:


  1. A defined mission statement
  2. A connection back to the core values of the company
  3. A clear idea of the direction to where the company is headed
  4. An ambient of collaboration by allowing other leaders within the company lead key discussions
Being a CEO myself, I understand the pressure felt and the responsibilities placed within that world, and I empathize with those put into that position. It can be a difficult, and sometimes lonely, road, as many decisions must be made that require careful thought, planning, and execution, and occasoinally cannot be discussed with anyone else because of legal obligations. I see in Wise Cho a leader who is capable of filling the role as ARCHIBUS’ new CEO and a leader who is capable of making these decisions essential to ARCHIBUS’ continued success.
We at RSC are excited to see what new direction Wise Cho will take ARCHIBUS in the coming years!

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Why ARCHIBUS is here to stay!

As you know, I just returned from the ARCHIBUS Nexus conference at the Marriott Marquis in San Diego.  Being curious about the direction of the company, I listened and observed, secretly looking for the flaws in the direction of ARCHIBUS. This was not because I had lost faith in the product. The skepticism came from the passing of Bruce Forbes the founder and late CEO of ARCHIBUS.

It had been 4 months since his passing.  Watching the new CEO, Wise Cho, listening to Steve Segarra the CTO, and seeing Sean Benson step up as a spokesperson, my concerns turned from being concerns to interest and fascination. The conference moved forward as if nothing had changed.

Don’t get me wrong – there were moments of silence for Bruce, testimonials about his leadership and humanity, presentations of his legacy and history; these were needed and appreciated as we all healed from this loss.

As the conference transitioned from commemorating a great leader to presenting the next generation of ARCHIBUS leadership, I was once again impressed with the thought that ARCHIBUS is not going to disappear.

The following are just 3 reasons ARCHIBUS will continue to lead the industry:

1) Bruce Forbes – Benevolent Leader

We all know the unique style that Bruce Forbes had; ranging from using his own rearrangement of words in the English dictionary, to showing the gifts he had received from various parts of the world at conferences.

I reflected on Bruce’s legacy during the slide presentation of his life.  There were several quotes within the video that helped me to reflect a little better on how Bruce had managed ARCHIBUS to success. Quotes like, “Each of you have the same DaVinci in you. We are all genetically related. It relates to how we manage people, processes, and places.”, and, “One of the things we are all trying to do is to make things better for ourselves and our families. If we can work ourselves to personal needs and organizational needs, we all win.” widened my perspective on Bruce’s style and led me to conclude that I had overlooked his great leadership.

“It’s not about the money, but what you can impact on the world, what you can provide for future generations. God gives us a very short time here on earth, let’s make the most of it.”

Not only did he care about his exponentially growing business, but he cared about other’s lives as well:

“Success begins with you. Every one of you have your own careers, your own families, your own organizations, your own departments, you own vision for the future. The opportunity that we have together is to take the visions that you individually have, compile them with other visions, and become the remarkable.”

He created an environment in which the worker could thrive by being supported by others.

“The ARCHIBUS community basically recommends each other to become recipients of awards. There are many categories. These [people that have received awards] are heroes.”

2) Wise Cho – Filling Big Shoes

Now, in direct juxtaposition to Forbes’s style, Cho is quiet, pensive, and not at all similar in public style to Bruce.

I saw Wise take his own style and combine it with the genius that Bruce Forbes had put into the company previously. Though maybe not as vivacious as Bruce, Wise has his own aura that fills his position perfectly.

In the very first meeting that he had with the business partners, he outlined the mission statement of ARCHIBUS, the culture, and the vision to go forward, then stepped aside and let other people within the company present.

As a CEO myself, I was very impressed. This tactic combined a continuation of what Bruce had already established with a vision of the future growth of ARCHIBUS. This mix could not have been more perfect. Cho kept to what he knew and did not try to change himself nor ARCHIBUS.

3) Stability – Continuing Without a Hitch

I came to realize that ARCHIBUS is a company that has great internal stability. The conference had the exact same format as it had for the past 18 years.

Even more impressive is the fact that none of the staff at ARCHIBUS left nor vied for other positions. Bruce Forbes built a legacy and a company that could continue to work without him. That energizes and excites me to continue in my line of work.ARCHIBUS will continue to run strongly and smoothly. It is evident that Bruce Forbes built a company that is self dependent and stable. He has chosen people that will continue his legacy like Wise Cho, and make sure that ARCHIBUS will be strong in leading the industry.

ARCHIBUS is here to stay.

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3 Reasons to Attend the Next ARCHIBUS Conference

While standing in the lobby of the Marriott Marquis San Diego with a few of my clients and employees, we were discussing the merits of the ARCHIBUS  Nexus conference we just attended.  We reminisced about the training we took and the tricks we learned and continued with kudos to companies that had wowed us with their foresight and implementation. There was also the overall excitement of the next Nexus to be held at the Gaylord National Resort & Convention Center, not to mention the awesome social events we attended in the evenings.

As usual, I expressed my thoughts on why to attend these conferences.  To provide credence, I do come with some expertise to this subject.  I’ve
attended 17 consecutive ARCHIBUS conferences.  I said, “One, you come to see the new innovations of ARCHIBUS and client installations, two, to validate that you are on the right track, and three, to determine what you have neglected and can improve.” One of my employees immediately
concurred and my clients nodded.
Reflecting on these thoughts, here are the 3 Vs of ARCHIBUS Nexus attendance.


Steve Segarra, CTO @ ARCHIBUS

It is fascinating to watch Steve Segarra, CTO of ARCHIBUS, present the road-map for the product.  The new functionality presented always creates two emotions, 1) that is totally cool, and 2) I need to begin learning, right now, what it will take to get these features to my clients.

While ARCHIBUS is already in the Gartner Magic Quadrant for IWMS it is clear that with a seasoned veteran, as Steve is, ARCHIBUS is here stay.

Additionally, a transportation agency in Asia Pacific presented an awesome presentation of connecting live cameras, transportation sensors, and live dashboards that not only helps report on the assets but allows for real-time management of the subway systems.


Often what we do for our clients, while completely valid, is done somewhat in a vacuum. We listen to their requirements and implement them. The conference allows us to share and discuss these successes and compare notes, the opportunities and the constraints.
These discussions often provide validation of our direction. This is comforting and reassuring. Some examples of these moments are:
  1. Identifying that our synchronization process is rock solid and continues to provide the most current data for our clients to report on.
  2. That the dashboards are as strong as we’ve seen.
  3. The Energy Management system recently implemented at our client’s site is in keeping with other implementations.
  4. The direction of mobile installations are still valid and strong.

These validations always energize our clients and staff.


Usually at these conferences we see something that was overlooked by our organization.  They are valid business processes and technology implementations that are needed.  So why do I call this velocity?  Well simply put, we need to speed up in certain areas of our deployments.
When identified we immediately begin to mobilize to play a
bit of a catch up game.  Or we reach out to the Business Partner to create a relationship and provide services for our clients. These moments keep us humble and cause reflection.  Over the years I have noticed that our clients have the same experiences. Almost every conference one of our clients asks, “When can we implement that idea?”
Regardless of your seniority in your company I strongly recommend attending the ARCHIBUS Nexus conferences.  Perhaps the 3 Vs of ARCHIBUS Nexus can be applied to your next conference experience.


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