Going back to its origins, and transforming into the abounding association we see today, the evolution of PRSM is well-documented and well-remembered by its founding mothers and fathers.
In 1995, through makeshift meetings and impromptu get-togethers, the seeds of PRSM were planted. The need for a group directly engaged in the retail facility management industry was evident, and its formation was well overdue. It began with a small group and has blossomed over the past 20 years at a rate that has shocked even some of its earliest contributors. What was the discussion like during those early and trying days? What was the motivation for creating and expanding one of the premier retail facility management organizations in the world? To answer these questions, we went back to the beginning, tracking down a few of the founding members of PRSM for their perspectives on not only the events and thoughts surrounding the rise of the association, but also on the future of PRSM and the retail facility management industry as a whole.
Initial Inception
The main reason PRSM was created was somewhat simple: There was a hole in the retail industry that wasn’t being filled. Bob Barnard, Vice President of National Accounts, Building Air Services, was one of the first to take up this complaint. “In early 1995, I met Ron Rau, and we were complaining that at the SPECS conference, there were no maintenance-related educational tracks. It was all construction and remodeling-related information,” he said. “We were both interested in learning about maintenance, the pros and cons of best practices. He said he was creating a group of like-minded individuals who, since SPECS wasn’t interested in the maintenance side of the business, thought we should put something together ourselves. So, we met at a Blockbuster in Dallas, 30 retailers and 10 vendors, and we decided to organize a nonprofit.”
Bumps in the Road
As membership for PRSM slowly began to grow, challenges emerged. Due to the fledgling nature of the new organization, oftentimes the people in charge had to do most things, explained Steve Waxman, Executive Director of Facilities, Toys “R” Us.
“We did everything ourselves. We didn’t have an office or staff, so the members themselves organized the meetings, presented educational seminars at the trade shows and even recruited new members. Everyone was very hands on with the day-to-day operations of the organization,” he said.
Along with the need to grow membership came convincing upper management of businesses that this new organization was worth their time and money. “One of the larger challenges was getting companies to agree to spend money on their facility managers to get that education,” said Robbye Chasteen, Vice President of Sales, CSNA, LLC.
But what many considered the biggest obstacle to creating a well-networked, educational association for FMs, was the proliferation of ideas. “The biggest challenge, in my opinion, was getting people to share,” Barnard said. “So many times, the retailers didn’t want each other to know what they were doing and how they were doing it. The same thing happened with the suppliers. They thought they had a competitive advantage. We had to explain that if something is working for you, it will make you and the industry better off by distributing that knowledge to your peers.”
The Evolution and Future of PRSM
Evolving with the times and society is key for any retail business, and there’s no exception for the FMs involved. PRSM has not only kept up with the changing retail world but thrived in it — all while making things easier and more convenient for its members.
According to Chris Slocum, Founder and Chief Customer Officer, Cornell Storefront Systems, it’s a wonderful surprise the association is at the level it is currently. “Honestly, we were thankful to last the first few years! The fact that we’re talking about PRSM’s future into the next 20 years shows you how far PRSM has come,” he said. And now he sees even more advancement for the association. “PRSM today is a mature, responsible organization looking beyond its original goals and toward shaping the entire industry. At the time PRSM was created, it was just an idea for networking. Today, Connex can truly shape and be the predominant thought leader of FM, not only in retail, but in all types of buildings and organizations. We really have tremendous upside potential.”
During the next 10 to 20 years, Connex will need to target those outside the normal retail industry. “I think they will have to evolve out of what we consider today to be the traditional retail box,” Waxman said. “They’ll have to evolve to include other multi-unit storefronts, whether it be the medical industry, fitness centers, banks, etc.”
David DiCarlo, Senior Project Manager, 360 Project Management, LLC, agreed. “I think the retail environment is changing. And with that change comes diversity with the types of people involved in the industry. The decline of Sears, the rise of Amazon — things are evolving rapidly,” he said. “Mixed-use spaces are becoming more and more prevalent. Connex needs to evolve and encompass those new entities — doctor offices, exercise facilities, restaurants, etc. — and incorporate those new businesses into our practices. Suppliers need to grow as well to accommodate these potential new members.”
With the internet connecting people across the globe like never before, Connex needs to get ahead of the curve. Barnard mentioned that to appeal to the new, more technologically savvy generation, the association’s presence in the virtual world must be enhanced. “I think we need to focus on our online presence. We need instructional videos, and we need to have our marketing materials available digitally,” he said. “That’s where the industry is headed. To attract young professionals into this industry, we need to go where they are, which is online. Increasing our digital presence should be the main focus.”
How can FMs succeed and take full advantage of what Connex has to offer? The best advice from the founders is commitment to education and picking the brains of more experienced members. “Take advantage of the resources available. Whether it be the magazine, white papers or information on the web. Attend the networking events and conferences and interact with your peers,” Waxman said. “There’s probably not much new in the basic running of a retail facility, so why reinvent the wheel? Rather, meet and talk to someone who’s already been there and done that and get their advice about how to approach a challenge.” Chasteen echoed this sentiment. “There’s a wealth of information within the FMs who attend events. Pulling information from them and seeing how they operate their business helps a young retailer grow,” she said.
All in the Family
With all the professional benefits Connex delivers to its members, it can be easy to overlook one of the most important results of the journey from the early years of PRSM. PRSM is, and always has been, a family. Chasteen has fond memories throughout her years of being a member. “I haven’t missed a conference yet. The thing that I love so much is that we’re family. We’ve been working together forever. My competitors are my friends. We certainly have a lovely time when we get to see each other,” she said.
Slocum compares the times he gets to see his peers to a family reunion. “I’ve always been in touch with everybody. When I go to the National and Regional events, it feels more like a family homecoming than anything else. We catch up and learn about each other’s families, kids, and now even grandkids! For me, it’s 75 percent seeing good friends and catching up.”
It goes a step further for Slocum. “My wife used to work for Bob Barnard, and I met her attending PRSM events. We were both suppliers, part of a supplier group that helped each other. We were sharing sales leads, so when it came time to consider looking for a wife, she was definitely on my list,” he joked. “We’re the third official PRSM marriage. So, in a sense, it really is a family thing.” 
“At the time PRSM was created, it was just an idea for networking. Today, Connex can truly shape and be the predominant thought leader of FM, not only in retail, but in all types of buildings and organizations. We really have tremendous upside potential.”
—Chris Slocum, Cornell Storefront Systems
