Telling Your Asset Management Story
Sharing real-world stories at the intersection of maintenance and capital planning, exploring how teams use data to make smarter decisions, what’s working (and what’s not) with asset management, and the people driving facilities management behind the systems.
Telling Your Asset Management Story
Ron Drummond (The Ottawa Hospital, ON)
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Ron Drummond’s career in asset management spans contracting, consulting, and leadership roles across healthcare facilities. Working in hospital environments where uptime is critical, he manages infrastructure that must perform around the clock. Ron shares insights on maintaining aging assets in high-risk settings, navigating workforce and energy challenges, and exploring the role of predictive maintenance and AI in improving reliability.
Hello and welcome to Telling Your Asset Management Story. Today, we are joined by Ron Drummond, whose career has taken him through contracting, consulting, and into leadership roles managing facilities and capital projects across multiple hospital campuses. In healthcare environments, buildings and infrastructure can't take a day off. Systems need to run reliably every hour of every day. In this conversation, we'll talk about Ron's journey into the field, the realities of managing aging infrastructure in a high-risk environment, and how teams are balancing workforce challenges, energy costs, and emerging technologies like predictive maintenance and AI.
SPEAKER_02Ron, thanks for joining us on telling your asset management story. For the audience, Ron and I used to work together up uh back around 2004. And since then, Ron has uh uh ventured out into the healthcare facility asset management space and uh really excited, Ron, for you to share your story today for our audience. Um, Ron, we always start with basically asking our guests to tell us about their journey. So, how did you get to where you are now?
SPEAKER_01Yeah, like I think if you asked me when I graduated um from the University of Ottawa in mechanical engineering in 2000, like would I be in this place, you know, 25 years later? Like, that's absolutely not what I would have thought uh at that time. Um, so yeah, I mean I graduated from the University of Ottawa. Um, one of my professors gave me a job application to a mechanical contracting firm that he thought I'd be a good fit at. And I applied and I got that job. And at that time in Ottawa, it was the uh the tech boom. So I started as an estimator/slash project manager, doing a lot more estimation and project management. But um, yeah, like working on the contracting side and you know, taking off plans and figuring out how building systems went together, um, going to site, delivering checks to the guys working on site and doing site review. And I thought that was like an absolutely great experience. And I found that um um being in that space sort of really uh tickled my fancy for what I've always like really liked about engineering, which is like putting things together, seeing things get built. Um, and it went from there. So uh from mechanical contracting, I went into uh consultancy where I would run into you at uh Jakes Wifford. And I'll tell you that experience was like phenomenal for me because like frankly, I think that uh that Jake's did a really great job of exposing you to a whole lot. Like we didn't, as a mechanical engineer at that time in EIT, I wasn't just doing mechanical engineering stuff. I was, I was, I was going out and doing like soil sampling when people needed a hand. Like I was seeing really the whole gamut of things. And uh I think more importantly, they just exposed you to so many different systems. So as a mechanical engineer, I know I was doing financial due diligences, I was doing building condition reports, uh, worked on that big school board project that you were running at the time. And frankly, that was that felt like that was fantastic. I got to travel as a young person. I saw buildings that uh I never would have seen otherwise, which always sort of intrigued me was you know what's going on behind that. So many different building systems, such good people around you to teach you about like what you were seeing and reporting on. And I think just from there it really grew. And at Jake's, uh, I had another great mentor, uh Rob Treebe, uh, who was uh at the time a chemical engineer, but getting into energy audits and whatnot. And uh under his stewardship, I really started getting into the energy space, which is where I've kind of played since then. So worked with uh the energy team at Jakes and went on to a design builder from Ottawa, delivering you know large-scale uh industrial heat recovery projects around North America, which again is such a great experience to get out and see the world and do engineering work. And uh, I had kids. My wife asked if I could probably be more local. And that kind of led me to uh facilities management. I got a job with the National Capital Commission in Ottawa, which stewarded all the federal lands and federal buildings in the National Capital region, uh, and dovetailed that into a position with the official residences of Canada as their facility manager and um uh energy manager for that portfolio, still within the NCC, but that was like a fabulous experience. It's my first time really leading FM teams, developing capital renewal uh plans, um, you know, setting the vision for that portfolio and doing it in some of the most historic buildings in Canada was like was a blast. So I was there for over eight years doing that work. And um I kind of told my boss that I I'd done everything that I thought I could do here that was interesting, and he helped me uh you know try to grow my career to where I wanted it to be, was somewhere where the infrastructure was going to be uh in need of uh in need of fixing huge energy demands. And so we focused on education and healthcare. And I landed a job with uh the Montfort Hospital delivering a um uh a $15 million uh energy project, which is primarily infrastructure renewal. Um, and whilst there, they made me also director of infrastructure and in charge of security and parking and everything else. And you see, everything else under the sun. Exactly. Oh, you're good at this. Well, you're in charge of this now, too. Um so that was absolutely great. I think coming to healthcare has been one of the greatest moves of my career. Um, the mandate is is tremendous. Um, and um the impact is also super, super great. So uh well at well at Montfort from about 2018 to 22, delivered that project. We reduced energy by 20% uh with me, with yeah, which is so important, especially with the rise of energy costs. And um, I use that position to springboard over to the auto hospital where I'm working now. Um we run three campuses. So I've got about 150 people working for me, uh, both on the facilities management side and on the capital project side, um, and trying to replicate honestly what uh what was done at Molefor, such great people to learn from. Um yeah, just trying to keep our people engaged and renewing these assets.
SPEAKER_02That's awesome. Can you tell us a little bit more about your current portfolio, like in terms of the size and the types of buildings and that sort of thing? You mentioned three campuses, 150 people. Let's uh let's let's dig into that a little deeper.
SPEAKER_01Yeah, so uh I think our our our CEO, let's say like one hospital, three campuses. So we've got uh we've got the oldest campus, which is over 100 years old. Uh it's called the Civic Campus. Um it has 600 beds. It's um slated to be sunseted, uh, probably early 2030s. We've got a new campus being developed essentially across the street from it. Um it's in development right now, probably open around 2031, 2032. Don't quote me on that. Um that hospital is like it's fabulous, honestly. It's I mean, it's one campus, but it's 17 buildings, varying vintages from four years to like 103 years, um, all coming with the complexities that come with uh interconnecting systems over time to deliver patient care. It's a first class plant. So we have uh uh a boiler or a centralized heating and cooling system. Um the boiler plant is first class. So we have a first class operating engineer, second class engineers, third and fourth as well, uh, which is its own sort of dynamic and pressure. Um beautiful guys, though. Like just brilliant, brilliant guys, uh, operating engineers. Um but many of them at the our second classes are also chemical engineers, mechanical, electrical engineers, they're really smart guys. Um super facilities team. So uh that's the civic campus, about 1.8 million square feet. We've got the general campus, uh, which is about two and a half million square feet. Um the facility side, like the facilities team is about the same though as the civic. So each each of those sites have about 60 guys, um, plumbers, electricians, carpenters, instrumentation, fire alarm technicians. I'm forgetting some of the guys, but uh all of them are all of them are important. Um both those sites are acute care 24-7. Civic campus is our trauma care center for the region. We also accept patients from uh up north as well to get uh cancer treatment down here at the general. Um the third campus is the Riverside Campus. It's I don't want to say it's the forgotten child, but it's it's it's the one that's uh it's outpatient. Um about 450,000 square feet. Uh we have a small team of FM professionals over there, free operating engineers. Um it's a small fourth-class plant, uh, but we've got millerites, electricians, plumbers, uh, door mechanics, that sort of thing over there. And one uh one property manager to manage operations, uh renovations, projects, uh, et cetera.
SPEAKER_02That's awesome. Well, it's interesting when you when I when I talk to folks uh about buildings that have many, many additions on them, I often use the term Franken building, right? Whether it's just stacked together. Now, after after hearing you talk about the uh the one campus that you're responsible for, I think I'm gonna call, I'm gonna create a new term called Franken Campus, which is the campus that has been built with a building that's a hundred and you know, a hundred years old and then up to four years old. So I'm gonna I'm gonna coin that new term for that type of uh that type of campus because that obviously, you know, and and having that diverse age, that diverse, you know, different campuses, different, different programs and things like that, I'm sure provides tons of challenges and gives you lots of opportunity to use that diverse experience you got from you know contracting, construction, consulting, and and FM. So um, you know, looking at your three campuses, uh, you know, and and maybe there's different challenges at different ones, but what are sort of your top three challenges uh from an asset management perspective that you and your team are kind of tackling? And then what strategies are you using to address them and overcome them?
SPEAKER_01Yeah, so I mean we're public, right? So uh like money is kind of like front and center when it comes to that. Um, but I won't talk about the money because that's that's that's easy to talk about. Um I I think the biggest thing, uh, and I mean you know this, and you've talked about it on many of your podcasts, is it's that aging infrastructure and the deferred capital renewal that is that goes with it, right?
SPEAKER_02So um you mentioned I'm glad you didn't say deferred maintenance. Well done. I like it. I like it.
SPEAKER_01I I I try my best. And because that that actually is the reality, right? Is frankly, like frankly speaking, our guys do a very good job of maintaining the systems here and in many respects to their own detriment. You've done such a great job maintaining the piping, the chillers, the boilers, that you've essentially pushed it past well past its uh expected useful life. And um that that's a that's a burden. You know, when you talk to the team, it's a burden. They know that things should be replaced, but um healthcare is an interesting space to play when it comes to deferred capital renewal because all hospitals also have ambition and growth opportunities. And it's it is the lifeblood of healthcare is to expand uh expand into the region and deliver more services. So we must continue investing in in cancer technologies and research and all those other things, but sometimes it comes at the expense of things that are hidden behind the walls. So our our strategy with that is as the hospital you know continues to grow and it's and stretch in the region uh and at the campuses, is to try to marry up some of those great opportunities with our big ticket items. And that's something that over the last three years, I think it's become a much more harmonized approach when we're thinking about uh installing a new linear accelerator to treat cancers or whatnot, is you know what what is the actual cost there and how far can we go? And let's actually put that number um in front of the board so that we're making you know a real holistic um uh decision around things.
SPEAKER_02Add in some of the deferred capital renewal adjacent stuff to that plan. That's what you're concentrating.
SPEAKER_01Yeah, absolutely. Because I think uh when you deal with campuses like ours, and you know what, we talked about the civic campus being 100 years old, but the general campus is is 50, and the uh the riverside hospital where I was born uh is uh is almost 60 years old. And I often try to parallel buildings with the body human. So when I think about uh myself, I'm about to be 50. Uh the the general campus is about to be 50. At you know, these buildings are expected to be like humans 80 to 100 years, is what we're gonna get out of them. At the half-life, we need knee replacements. You maybe a heart needs a little bit of work, uh, you know, the little surgery here and there, but those are necessary to ensure that that building gets to the next stage and eventually sunsets, right? So it's uh that conversation, I think, is something that our our CEO and our CFO have been really attuned to. Uh and listening to what the problems are, they recognize that the infrastructure has been pushed uh to its limits. And now it's incumbent upon us as FN professionals to like let them know what the plan is so that the buildings do remain open, they don't have any unforeseen shutdowns, and we can continue to deliver care. But it's not easy. And in fact, like a lot of that comes from the frontline. The frontline guys that have been here for 25 or 30 years, they help to prioritize the magical list that comes from the province as to what we should be delivering. They're great help in prioritizing that. So I'd say that's probably it's like number one. Number two in terms of challenges would be like workforce sustainability. And I'm not sure how much you've heard that, but we've we've talked, we've got to 120 guys who are Red Seal certified, many of them could definitely find jobs outside of healthcare that pay more. Um, and as that whole pressure gets put on the trades um to fill all these people who are retiring or have already retired.
SPEAKER_02I was just gonna say most of them are probably in that in that older age range within 10 to 15 years of retirement, probably too, really.
SPEAKER_01It's a huge, it's a huge pressure on us. And I'll say like when I got here to the TOH about three and a half years ago, our turnover in trades was around 12 or 13 percent year over year, which is just it's it's insurmountable, really. You're you're constantly in recruiting and you're trying to uh retain at the same time and and and and backfill all of your um uh your retirement. So that loss of corporate memory is huge. The investment in training is huge, the investment across your organization to recruit is huge. So we've we've have focused on that particularly over the last three years. We did a trade salary review, compared ourselves across the province and tried to right align our trades um and attract the best. Like we're really trying to attract our best. Um, and we've gone from at that you know 12% range down to just over one and a half right now. Yeah, which has allowed us really to focus, it's it's unbelievable. And in fact, it's probably the best thing that's happened to us because it's allowed our teams to get really conversant with what they're seeing. Um healthcare is not easy. Learning healthcare is even harder. I mean, coming from the outside, like the the specialized systems that we have here, even if you're a guy like me who thinks uh thinks he's pretty conversant when it comes to engineering and engineer engineered systems, it's the same thing for the trade. It's the big learning experience, how to, you know, how to properly service an MRI or uh these specialized systems that are here, even where you're going in healthcare. It's yeah, it's it's huge.
SPEAKER_02So how has how has the mission kind of, you know, I mean, obviously in healthcare, you've got you've got a great underlying mission, right? Of of providing a healing environment for for the sick, for newborns, for all of that. Has that has that played into your uh retention and recruitment efforts at all in any way?
SPEAKER_01Well, it's uh it's it's interesting because I think once you get into healthcare, you kind of think you know what it is, but once you are here for uh even the short term, you start realizing the impact that you do have. Right. I'll say it's like this the one thing that's kept me in healthcare since I joined is that attachment to the main mandate. And we try to talk about that, at least at the managerial level. I try to push that, push that down. Like what what what attracts you to the job besides the money, besides the pension? Like, why are we why are we here? And when we fit into that whole, you know, we're like delivering world-class patient care for the uh that we that our loved ones sort of deserve. We try to frame that for facilities management. What does that mean for us? It means like developing and maintaining the world-class infrastructure to support that, support that mission and trying to communicate that to the guys, uh, like that they're healthcare workers.
SPEAKER_02They're not just yeah, that's yeah, I'm not, I'm not, I'm not sweeping the floor, I'm delivering world-class healthcare, right?
SPEAKER_01That's yeah, and it's um I it's and we just had an engagement survey conclude, and there's a number of things that came out uh came out of it. Uh, some of it were like, you know, still more money, still more this. But when they they ask, you know, what keeps you here, like a lot of it came down to team, and a lot of it came down to the mandate about what they were talking about. So that's that's like um in order to recruit and retain, especially the retain portion, I think it's important to really embed that uh that that end state, that mandate uh into the group. And I'm I'm hoping from the hearing it from the top sort of trickles down, and then having the guys bring that back up in these surveys or in one-on-ones in the hallways, it's like it's it's fulfilling for me as well. Number three. Uh I think a lot of people talk about energy and sustainability, but I think I'd rather focus on energy costs. Right. So, like the the we we've enjoyed a really long period of fairly fairly low energy costs. We had a little blip a couple of years ago with the with the natural gas, but it's kind of receded since then. But when I look at what's really going to impact uh the built environment and facilities, that's what comes home to me. Um, we talked about uh infrastructure renewal. We're hearing it from our from our LDCs, like our local distributors, that they're in the same boat. And they've communicated what those increase in in rates are gonna be to help them renew their infrastructure. And it doesn't mean good news for us in the short or the medium term. So that's uh the the importance is there to deliver now on trying to reduce our own energy consumption to mitigate the uh the effects of what's coming for electricity and and uh natural gas as well, right? Natural gas is with you know the US and Canada developing all these LNG plants, that gas is going offshore. Our costs are going to come up as a result. And um, you know, even look at you know, in Ontario, uh you've got the nuclear refurbishment going on. When nuclear falls off, natural gas picks up the picks up the uh the the weight, if you will, or the uh the gap to produce electricity. So um that is that is something that concerns me. And uh as a result, we're we're pretty focused on trying to reduce our consumption uh any way we can.
SPEAKER_02Yeah, so it's not it's not about long-term energy savings, it's a hedge against future costs to just kind of flatline, right? Is is kind of the strategy I think I'm hearing.
SPEAKER_01Yeah, absolutely. And which is like it plays beautifully, you know, from a communication standpoint, because the investments that we're making in our infrastructure um not only reduce our greenhouse gas emissions and lower energy, but moreover, it's about keeping the lights on. We're talking about millions of dollars a year and it compounds, right? It's not it's not static, it compounds. As those rates come up, our our payback looks better. Um, but if we don't do that investment, we're we're going to be hit pretty hard.
SPEAKER_02Yeah. No, that's awesome. That's lots of lots of challenges, lots of moving parts. I mean, you're really lucky to have the senior executive kind of leadership and buy-in to even want to talk about deferred capital renewal, because I know a lot of folks, they don't. It's it's it's I was just at a conference this week, and some folks were like, we can't even talk about it because nobody even wants to hear about it anymore, and that sort of thing. So the fact that your leadership is is is is engaged is is a huge benefit. And and um obviously, you know, looking from today, turning, turning our lens to the future, Ron, um, you know, what do you see in the next five to 10 years in terms of how facility and asset management are going to change? You talked a little bit about cost of energy that that went into the future, but what other what other areas do you see evolving and changing over time?
SPEAKER_01Yeah, like I think that's kind of a multi-prong thing here, Bill. But like I think about the way that FM is being delivered is going is going to change. Um in the public side, we're seeing a shift towards the outsourcing of FM services, um, which in some respects is great. And in other respects, I have some concerns about that that outsourcing. So, you know, we talked about the trades, renewing the trades is difficult, but uh when often when you don't have that in-house uh knowledge, you you lose that corporate, uh, that corporate memory. And I I have found, because I've worked in environments where we've had outsourced FM, that the the attachment to that end mandate isn't isn't what it could be. Not that it's not there, but it isn't what it could be. Um so that's that's something that is coming, and I understand why it is coming. Um and I would hope that the same amount of investment that's putting into outsourcing also. I I often say uh when we when we talk about these things that the amount of money that we're putting into outsourcing to guarantee uh an output at 30 years with a building, we could still accomplish by through insourcing if we funded it to the same amount and tied it to key performance metrics, right? So uh from that's that that standpoint, I'd like to like to that is something that. Conversation I'd like to have and uh see explored more from you know people like uh you and my Miami counterparts about like what the benefits to that is. Um so we we talked about that. Uh what was the question again?
SPEAKER_02That's all right, yeah, yeah, no. The the the evolution, the evolution of facility and asset management over the next five to 10 years.
SPEAKER_01Oh yeah, sorry, absolutely. So the the one thing that we're sort of exploring right now in FM is the whole AI and data-driven approach, moving from preventative maintenance to predictive maintenance, uh, automating response um intuitively from AI models. I'm enthralled by that idea. Um, and I'm excited to see what it can do to um better um better deliver resilient operations for us, especially in our buildings that are not 24-7, where we don't have someone um at the at the helm, if you were, if you will. I think there's real opportunities uh for that. Predictive maintenance is that's AI driven. I think also frees up time for our personnel to do more value-added uh interventions within within the space. So super excited about that a little bit. Um, I think if I had a commercial portfolio, I'd be like, you know, both feet right into it. Acute care, trauma care. I'm not really ready to give Skynet like the uh the the keys, if you will, but we're gonna we're gonna try it in in areas that are less critical and and see where it goes, uh, where it goes from there and see what it can deliver to our guys in terms of uh more time to do things that are more difficult and still requires that human touch.
SPEAKER_02Right. Yeah, well yeah, I think, I mean, I think the the whole the whole pilot concept in anything that you're doing new, um, I think is is really important to to validate, particularly before you go into those more high-risk environments, right? And and things like that. So that's that's a great that pilot approach is uh is is one we recommend in everything we do as well and ties right into the way that you guys are tackling it.
SPEAKER_01Well, I think one thing I've noticed in healthcare is that it's it's about building credibility. Um, and I think FM has really it's changed a whole lot. Like I can remember like you're doing our our our building condition reports and whatnot, and all those conversations you're having with the frontline personnel uh during those uh those investigations. It's changed so much. And it's only been 20 years. But like it's it's a really different uh environment that we're we're in right now. The the focus from regulators is that much more intensive, I'd say. Uh the TSSA just in April sort of shifted their mandate to like a really high risk approach, being a hospital. Like we're we're rating that that bucket. So the scrutiny gets gets uh uh gets even more focused on how we're delivering our services, which means that within a very fixed capital or operational budget, you still need to maintain what you're delivering plus these additional, uh, these additional tasks. And they're not they're not light tasks to tackle.
SPEAKER_02So well, and often and often it's the same bodies that are telling you to be more stringent that are the ones that write you the checks to do it, but the money, the extra money doesn't come in. So it's really how you know, how do we do this and sorry, how do we do everything we have been doing and this new thing with the same money that we had before this new thing showed up, right?
SPEAKER_01Yeah, and it's about shifting priorities and and finding people on your in your front lines that might be you might be able to expand their role a little bit um to try to help with that to that gap. But um I do find in healthcare it's it's been going back to that credibility piece is starting off with small interventions, demonstrating that you're able to shut down systems for one hour, two hours. So you can get towards an eight-hour intervention or a 16-hour intervention, right? It's um it's it's been a lot of fun working in healthcare. It's been a lot of fun seeing our trades be able to do um intensive maintenance on systems that they never thought they'd be allowed to before. But it's a friend to them to figure out figuring out exactly how they're gonna do it, describe how they're gonna do it, and then working with the clinicians and other stakeholders to make sure that they can uh you know shut down the electricity or the oxygen or or the hot water or the steam. It's it's uh it's a lot of fun. It's a lot of fun. That's awesome.
SPEAKER_02Well, and I think I think that that idea that you brought up before, too, about AI is that look, we're not AI is not gonna replace people, it's gonna allow the people we have to do more, right? And and and so many people in FM have been asked to do more with less. Now is is AI going to be the opportunity to do more with the same number of people so that uh, you know, and so that and and resources overall, so that you can have a greater impact with the same, with the same number of folks, especially when you can't, you know, hire people and you're you know, it's it's it's unfilled roles and things like that. So it'll be interesting, interesting to to see how that journey goes and hear how how uh you and your team are able to uh you know get those benefits.
SPEAKER_01Yeah, I suspect that the initial rollout of AI um is going to mean more work in the short term because I think that it is gonna pick up a whole lot of things that we didn't even know about. So I think uh to your point about capacity, it's it's about also framing those interventions with perhaps some outsourcing required at the onset to deal with them with that influence.
SPEAKER_02That's interesting.
SPEAKER_01So you can get down to uh you know to a stable point where it is a manageable uh expectation for staff on on hand to to um to actually accomplish that thing. I do think there's gonna be a match of interesting things to have to investigate when it first comes out.
SPEAKER_02That's interesting. Yeah, I I've always sort of looked to the end state, right? Where here's where we are today and here's where we're gonna end up, but I wasn't really thinking about the the hill to climb to get over to that new that new normal. That's a really interesting perspective. So, and yeah, if it's identifying things that you didn't know you should be doing, then there is more to do in the short run as you as you as you figure it out. That's really interesting. Um, Ron, anything else that you want to share with our audience, either about the future or just in general, uh related to facility or infrastructure asset management?
SPEAKER_01I I think the biggest reflection I've had since coming to healthcare is that I've been um I think pretty vocal to like my my peer group about how much healthcare needs uh really excited and intelligent people working in healthcare. Um it's a great community. Uh, it's very collaborative. Um, I know like in our region, we've got a little group of FM professionals uh that get together to share uh to share their stories and um share their practices uh so that we're not reinventing the wheel every time something comes up. The other thing that uh that community of practice uh being integrated together is when something does happen, that's critical. We now know what other hospital partner may have that part uh sitting sitting over there to get you back in operational in a quicker timeline. And it um it's been really valuable to try to do that that uh I don't want to call it the sourcing of of spare parts, but right ensuring that the the hot spares are available so if and when something happens and it will happen, that uh that you can get your building back up and operating uh right away. We sort of talked about it like a little bit before about that aging infrastructure. Part of that aging infrastructure is that there's I can remember 10 years ago, we would go on the Amazons or the eBay at the time, and you could find you could find what you were looking for out there. Right to the point now where all these specialized systems from 10, 15 years ago, it's end of service, it's end of life, there's nothing available. So it's about trying to build that capacity within a region about like if and when something fails here, where do I go? Uh to try to uh keep ourselves moving forward.
SPEAKER_02That's awesome. Well, I mean it's yeah, certainly that that collaboration, that peer-to-peer feedback, right? Why, why, why not learn from the challenges and the mistakes of other folks? Why not help each other out? If you've got two of these pieces of equipment and and and you don't have somebody else doesn't have any and they need one, move it around. That that that's that's that's awesome. And that's the power of that peer, that peer-to-peer uh sharing and and and network. And and so uh, you know, and you mentioned the passion um, you know, for you know, where FM needs passionate folks. And obviously, Ron, I mean, you you and I have known each other for a long time, but your passion for this sector comes through in in everything you've said in this interview. And I want to say thank you so much for sharing your story with us and our audience. I think it's added a ton of value. And uh, you know, it's uh it's gonna be exciting to share this uh uh as part of season two.
SPEAKER_01I really appreciate it, uh Bill. I love talking about what I do. Um and uh I'm really really happy that you you've started this community, if you will, online. I've I found it uh really rewarding to listen to other people talk about what they do and how they do it.
SPEAKER_02Awesome. Well, thank you very much. And uh thanks to our audience for listening to this episode of Telling Your Asset Management Story.
SPEAKER_00Ron, thanks so much for sharing your story with us. What really stands out is the critical role facilities teams play behind the scenes in healthcare, ensuring buildings, systems, and infrastructure are always ready to support patient care. Your experience reminds us that reliable infrastructure depends on knowledgeable teams, long term planning, and thoughtful investment. Thanks again for joining us on telling your asset management story.