Tag: LegacyImport

As PRSM shifts to Connex, past board members share their personal challenges, insights and hopes for the future. 

Ron Rau

[Board President] 2001–2004

[Current Position] Operations Support Executive for Phoenix Energy Technology 

“There are many things that we accomplished during my three years, but the one thing I’m most proud of is how we brought the entire association together in a very volatile time period, for both our country and retail.” 

Q: What was your tenure as PRSM Board Chair? 

I was the fifth President, and served as President for three years, from 2001-2004. Then for two years I served on the board as Past President. In total, I’ve been on the board eight years. I was on the advisory board multiple years; I was a part of the nominating committee multiple times, the editorial committee — just about every committee we’ve ever had. I’m still very active and a member of the AIC committee. 

Q: You were a member of PRSM right from the beginning back in 1995. Any memories of how you joined the organization and got involved? 

I had been working for a division of Macy’s for 19 years and had just taken a job with Limited Stores, a small-box company back in Columbus, Ohio, where I’m from. Back then, the thing with the big-box organizations was they had their own engineers, painters, etc., in-house. When I got to the small-box company, they had nothing going on internally — everything needed to be outsourced. That was something I struggled with early on: Who do I choose as suppliers? I read an article about PRSM getting ready to start, talked to Willie (Wofford) about getting involved, and I jumped on the bandwagon. 

Q: What were some of the challenges during your tenure as Board Chair? 

During my tenure, there was a lot of turnover on the retailer side. While President, the retail side of the board changed every year. In 2001, when 9/11 hit, that brought on a whole new set of challenges. Travel became an issue, navigating the recession was an issue, what was going on throughout the rest of the world was an issue. It was an interesting time to be on the board, helping guide us through that time. 

Q: What was the accomplishment you were most proud of as Board Chair? 

I’m proud of the pursuit of the RFMP (Retail Facilities Management Professional) designation. But I’m most proud of how we brought both sides of the organization together, from a retailer standpoint, a supplier standpoint and even a supplier-to-supplier standpoint. With the whole world changing following 9/11, we were still able to grow. The suppliers felt like they had a voice, just like the retailers. I used to walk the floor at every conference, although they were much smaller than they are today, and visit every booth and thank everyone for coming and participating. We changed bylaws, procedures and financial measures to ensure we were staying up with the times and continued running a solid organization.

We also brought Canada in for the first time. We didn’t really know how to integrate them into the organization properly at the beginning, but they stuck around and remained members. It seemed the main difference, at least on the supplier side of things, was that Canadians hadn’t really shared a lot of information with each other in the past. In the United States, people were always talking and sharing information and ideas. So, I think that was very freeing for Canadian suppliers. 

Q: What will enable PRSM, now Connex, to lead the retail FM industry into the future? 

The Connex website needs to be state of the art. You know, our motto is “24/7, 365 access” — and the way to do that is via our website and the internet. Our technology has to be very strong. 

We must ensure retail upper management understands the value of Connex and provide them reasons to get their employees involved. We need to engage companies in new ways instead of just through the maintenance side of things. You have to prove your value to the HR department and senior leadership of these companies. 

If we focus on those things, plus what we’ve done the past few years, with the awesome speakers we’ve had and the great educational sessions we provide our members, Connex will be successful. 

Q: How can the members best help Connex succeed? 

Get involved and reap the benefits of the organization. Take advantage of the network you have available, whether that be blogs, webinars or the website, in order to truly understand the value proposition with Connex. Then, spread the message. The association will sell itself from that standpoint if people fully take advantage of the benefits offered. If you get involved and are enthusiastic, people will have no choice but to take a look at what Connex has to offer. 

Bill Pietrykowski

[Board President] 2011–2012

[Current Position] Retired, with experience in construction, facilities and energy management

for Radio Shack, Computer City, Barnes & Noble and GameStop 

“The retail world is unpredictable. That’s why it’s always important to allow members to stay educated on the current market trends while providing them ample opportunities to stay in touch with other people in the industry.” 

Q: What were some of the challenges during your tenure as Board Chair? 

One of the biggest challenges was the number of retailers versus the number of suppliers involved in the organization. There have always been more suppliers than retailers, which makes competition for face time with retailers a bit strenuous. 

Another challenge was the changing retail landscape. Many companies, including some of the ones I used to work for, are downsizing significantly, eliminating stores and dwindling down to nothing. Lastly, it costs time and money to attend and participate in association events and conferences, which a lot of companies just don’t have.

Q: What was the accomplishment you were most proud of as Board Chair?

The thing I was most proud of during my tenure was putting together the first HVAC Benchmarking project. Helping businesses fully understand the costs and problems associated with installing and maintaining a heating and cooling system was extremely important. 

Q: What will enable Connex to lead the retail FM industry into the future? How can members best help Connex succeed? 

I think education and networking are the two biggest things. Just look at the current market: Who would have thought Walmart would rise this high so quickly while Sears fell off so hard? The retail world is unpredictable. That’s why it’s always important to allow members to stay educated on the current market trends while providing them ample opportunities to stay in touch with other people in the industry. 

Another thing to focus on is best practices and keeping a library of that information. 

Lastly, educating new members on specific policies and laws that may affect their business is very helpful. Obviously, different states have different regulations, and not all new FMs are up to speed on what is happening in their own state governments. Connex can help these new FMs succeed with proper education and follow-up. 

Q: Are you in touch with other past board members? 

You know, once you go off the board, it’s tough to keep in touch with everyone you served with. One solution I have for this would be to create an Advisory Committee consisting of former board members and allow them to assist with problems or issues that arise. Maybe we faced similar issues in the past and can be helpful to the current board.

 

Bryan Walker

[Board President] 2015–2016

[Current Position] Former PRSM President 

“A huge personal goal of mine while on the board was to implement a viable PRSM charity initiative, which ultimately became the PRSM Foundation.” 

Q: What was the biggest challenge facing PRSM during your tenure? 

Continuing to grow the association while simplifying our policies and procedures. Over time, the policies and procedures had become a victim of ‘scope creep,’ with something like 85 pages of policies, unnecessary repetition and contradiction. Over the years, boards had added to those policies, but rarely took anything away. We needed to stop and think about what the future of the association was going to look like, and make the necessary changes. 

The year before I was elected President, the board voted to implement a new governance model for the association. We chose policy governance and hired a consultant to help create this new form of governance. 

Q: What was going on in the retail world during your tenure? 

We had come out of the recession, but we hadn’t come out of the recession mindset. Unlike after past downturns, things like FM headcount and spending were much slower to rebound — if they did at all. Even if you worked for a chain that was aggressively growing — or the few that were doing exceptionally well — there was still a caution about spending money. 

When I was on the board, we had to be even more diligent with managing the association’s funds given that many retailers were doing more with less. And that’s where PRSM became even more important to people: the education, solutions networking and access to supplier partners. All the resources PRSM had been providing became even more vital to our members and their businesses. 

Q: What accomplishment were you most proud of as Board Chair? 

First, the implementation of policy governance, which included hiring our first CEO. We retitled the President of the Board to Board Chair, changed the executive structure within the board, and made major changes to the responsibilities of the board versus the responsibilities of staff. We established a structure that would make the board less tactical and more strategic, and put a system in place to allow that. 

Second, which was a huge personal goal of mine, was to implement a viable charity initiative. Before this, we had raised money here and there, but we hadn’t established anything formal. Originally the charity initiative was called PRSM Impact. It has been renamed the PRSM Foundation, and is a full-fledged 501(c)(3) philanthropic entity of the association. It’s up and running wonderfully. 

Q: What will enable Connex to lead the retail FM industry into the future? 

I know the current board is working on that now. I think it’s clear our industry changed comparatively during the first 20 years of the association. Membership grew and members came in at different points, but those of us in facilities management were becoming more and more educated and gaining more experience. That bell curve was on the rise. 

Over the past few years, I see that curve leveling out, with more of the longer-term members retiring or moving on to other industries. There are more young professionals who are entering the industry, which has been long overdue. Education, solutions networking and access to supplier partners are still cornerstones of the association, only with a new and evolving audience. 

The association must adapt to what a new generation of FM professionals expects from a support association, communicate with them in the manner they require and offer the services and amenities that they need to be successful. 

Q: How can these new, younger members best help Connex succeed? 

Ensure the younger professionals are encouraged to get involved in Connex with committees, developing and presenting educational sessions, facilitating webinars and running the board. In FM as well as other industries, when we first enter the business world we adapt to the older generation’s way of doing things. As the generational scale tips, the younger generation eventually dictates a new paradigm. They will direct where the association is headed. They should feel, in every sense, that Connex is their association.

 

Leigh Pearson

[Board President] 2016-2017

[Current Position] Director of Facility, Environmental & Procurement with Staples Canada 

“We need to continue to see things through a multi-site lens instead of a retail-specific lens. PRSM is about multi-site facilities management. We need to make sure to position ourselves that way in order to demonstrate our value proposition to a broader, yet connected community of industry professionals.” 

Q: What were some of the challenges during your tenure as Board Chair? 

I was chair when we were just starting to implement policy governance, so it was certainly a time of transition from how we operated and conducted ourselves as a board and as an association. We needed to redefine the expectations, rules and responsibilities between the board and the staff of the association. We determined the need to elevate the leadership role within PRSM to that of a CEO, and I was fortunate to be on the CEO Task Force. We were charged with recruitment, interviewing, hiring and the onboarding of our current CEO, Bill Yanek. I was also providing guidance and support to the PRSM office staff during the interim until Bill came on board. There were a number of competing, yet compelling priorities, and it helped shape the path for Connex today. 

In terms of what was going on in the industry at the time, there was a heightened conversation about the future of brick and mortar and the shift to online versus the physical stores. I think that conversation is still taking place today, albeit the tone in some regard has shifted, as has the direction of change. 

Q: What was the accomplishment you were most proud of as Board Chair? 

I would say it was the implementation of policy governance. It was a time when we had to take a hard look at how we operated and what was necessary to change to allow us to grow and evolve. No detail could be overlooked, including a revision of all the bylaws, policies and procedures. It’s a fairly large exercise, and then you’re also onboarding a new CEO and you really are working to clearly define the deliverables and define the role of the staff versus the role of the board. It really was a transition from being a very tactical, hands-on board to becoming a more strategic board. 

Q: What will enable Connex to lead the retail FM industry into the future? 

I think it’s about the ability to evolve and to offer a world-class experience in a multifaceted way, from our national conference to dynamic local events and opportunities. We must see things through a multi-site lens instead of a retail-specific lens. Connex is about the multi-site facilities management industry and the power to connect, empower and educate our industry in a more holistic way, providing members more opportunity to grow both personally and professionally. This is a differentiator, and enables us to attract and retain talent and leadership while providing members a comprehensive opportunity to develop, learn and network in their own way.  

How do we continue to change the way people see us — while offering a world-class experience — not only through an event perspective, which we’ve always done well, but by becoming a 24/7 association that delivers everything to your target customer the way they want to get it? 

Q: How can members best help Connex succeed? 

I think by being able to share their experiences and how they prefer to learn. To be engaged and vocal, about what they’re doing, how they’re doing it and why they’re doing it. We are starting to see the generations coming together, and next-gen FMs have a great opportunity to take the baton and start to lead. There’s a lot of knowledge in the membership already, and we need to continue to gather diverse perspectives to get a genuine sense of where we need to continue to evolve. 

Q: How important are the relationships within the board? Do you still keep in touch with past board members? 

I think it’s extremely important. The reality is that in some ways we’re the brand ambassadors for the association, so it’s important that we’re in tune with what’s going on not only in our own world but with the industry at large. While we’re not necessarily tactical, we provide strategic direction and/or support direction for the association, which can steer the ship appropriately. 

I am absolutely in touch with past board members. It’s a community. I think that if we’re going to be successful as an association, we have to stay connected. You don’t just have one transition meeting and then everyone is fully up to speed. New directors are going to start in April and may find themselves in a discussion we may have been having for three years. I think continuity is important for providing guidance to the staff, for continuing momentum with our members and for nurturing the pipeline of future board members.

It’s not just a name. It’s loftier than a logo. And it’s more complex than a competitive analysis. The secret ingredient for a successful rebranding? Chemistry.  

When PRSM’s leadership decided to embark on a full-blown rebranding, they knew it was no easy task. What would members think? How would the industry react? Could the timelines be met? But the consensus was that the current brand was too limiting for the future of the association. 

“We wanted to reposition PRSM as the indispensable association for multi-site retail organizations,” said Bruce Condit, Vice President, Marketing & Communications, Connex. “We also wanted to establish an actionable framework to expand into new consumer-facing sectors beyond traditional retail.” 

Another goal was giving PRSM a creative, inventive name that would be memorable and easy to recall. But PRSM’s timeline was aggressive: launch the rebrand at the PRSM2019 National Conference and continue the rollout throughout the year. 

To pull it all off, PRSM’s partner needed to be top notch. Enter Agency Creative, a Dallas-based, full-service marketing organization with a keen expertise in rebranding and organizational positioning. 

What ensued was a nearly 12-month long, in-depth process ranging from stakeholder interviews and audits to name brainstorming and logo creation. 

The Art of Chemistry 

“Real, authentic brand connections don’t just happen,” said Scott Schindele, Account Director, Agency Creative. “Like any good relationship, it all starts with good chemistry. This is really core to what we do.” 

That’s the thinking behind Agency Creative’s proprietary, highly immersive 5-step process, which starts with a “spark” and ends with a partnership that promises to deliver consistent, sustainable success. 

It’s called Chemistry:

Step 1: The Spark includes brand immersion, competitive analysis, and market research.

Step 2: Attraction is all about positioning strategies, persona development and positioning validation.

Step 3: Butterflies are about big ideas, concept refinement and traditional/digital experiences.

Step 4: Commitment focuses on communications, campaign expansion, tactical development and metrics analysis.

Step 5: The Partnership is the launch of the campaign, proprietary reporting and campaign optimization. 

But every organization is unique— and that process needs to be fluid. “PRSM is a little different from other organizations we’ve worked with because there are multiple internal constituencies,” Schindele said. “We had a highly engaged senior management team, along with an equally invested board of directors. Both groups were extremely involved in fundamental decisions,” he added. “That’s a unique dynamic, but it’s been a positive process and at the end of the day, it’s all about the net result.” 

That net result is not only a new name and logo for the organization, but a new strategic direction. 

Introducing Connex 

After dozens of meetings and iterations of names, logos and taglines, PRSM selected Connex. 

“The number one member benefit of PRSM is the connections you make with other retailers who can provide you with advice and information and the suppliers who take care of your store and do a good job,” Condit said. “Connex makes sense. We connect our members. That’s what we kept coming back to.” 

Going with a name like Connex directly reflects that business focus, Schindele added. “Connex hits on the number one member benefit we want to push: connections. Networking, events, all those things — that’s what it’s all about.” 

There was also an emotional connection to the word Connex, in terms of what it implies and even how Agency Creative is developing the language around it. “This differentiates Connex in the market,” Schindele said. “From both the logical perspective and the more emotive reasons, we all feel very strongly about this name hitting on all the objectives we set out to accomplish.” 

Connex establishes the platform the organization needs to retain existing revenue in retail, while allowing the organization to expand to focus on new sectors: healthcare, entertainment, financial and others. “What we’ve accomplished through the positioning and creative expression of the new name and logo is establishing an actionable framework for Connex to expand into new sectors beyond just retail,” Schindele said. “Retail has been the bread and butter for 20 years and we’re not walking away from that. But now Connex is ready to take on the future.” 

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

Perspective on change from Bill Yanek, CEO, and Jonathan Bauer, Board Chair 

PRSM Association is nearly 25 years old. When formed, PRSM filled a need for networking, education, tools and resources for Facility Managers in a retail multi-site setting. PRSM succeeded in becoming the authority on retail and multi-site facilities management. 

But beginning in 2017, as PRSM leadership charted its course for the next five+ years, we saw that as retail evolved, the definition of multi-site retail was changing as well. 

What is retail today? It’s definitely more than just traditional retail, and it’s more than retail stores. 

How would we define facility management (FM)? It’s definitely more than maintenance. Moving forward, it will be a whole lot more. Traditional ‘maintenance’ has evolved, and we need to be experts in:

• Strategic Supplier Management
• Procurement and Sourcing
• Energy Management
• Construction and Real Estate
• Sustainability
• Technology
• Business Intelligence
• Relationship Building
   

The list goes on, including any future focuses of FM that may not already be defined. 

So, if PRSM was going to transform to meet the FM needs of the future, our name and branding needed to follow suit. 

As part of the PRSM2023 Strategic Plan, PRSM partnered with Agency Creative, a Dallas-based marketing and advertising agency to create a new brand and a unique selling proposition (USP) to position PRSM for the next five years and beyond (see “The Rebranding Recipe,”

pg. 12). That process bore a refined PRSM USP: The Power of Connection—and a new association name: Connex. 

Terms such as ‘retail evolution’ and ‘retail apocalypse,’ while consistently mentioned in the media, are becoming overused. More accurately they are not relevant to the discussion of where retail — or Connex — is going in the next five or 25 years of its existence. 

The way we do business is rapidly changing, and so are the environments where Connex members must succeed. Regardless, one truth persists: a need for professionals in the FM industry to connect. 

Retail FMs to Retail FMs, Suppliers to Suppliers, and most directly — Retail FMs to FM industry Suppliers. And, just as valuable, is connecting our members to knowledge, experiences, development and careers in an emerging industry. 

Connex’s power to facilitate these connections is that USP that, if positioned properly, places Connex at the center of the future of facility management. 

Connex2023’s Mission:

Leverage our No. 1 position in the multi-site maintenance association market and continue to grow by increasing our retention of high visibility members while growing members in our identified target markets. We will supplement this with a corresponding supplier base that addresses the market’s trends and needs. 

In support of this mission, Connex2023, formerly PRSM2023, embarks on three Strategic Tracks. One of those tracks is the rebrand and repositioning of our association in the marketplace. 

1. Connex must undertake a “cultural evolution” with an emphasis on technology (and its use), engagement (including external outreach to members), marketing, positioning a member expertise platform and working to become more resourceful in both responding to and anticipating industry trends.

2. The association must change its name and staff structure to fully exploit the opportunities inherent in this Strategic Plan.

3. Connex must commit to grow. And, grow the vertical markets where Connex plays. In addition to the Retail FM space, Connex will recruit members from new vertical FM markets in: healthcare, lifestyle, entertainment and financial facilities.

We’re excited about these strategic changes, and we look forward to seeing how Connex takes our association into the future. 

Bill Yanek, CEO

Jonathan Bauer, Board Chair