Describe your journey to AMCL and the opportunities provided since arrival
I joined AMCL in 2022, after a decade developing asset management systems at Pacific Gas & Electric (PG&E) and Sound Transit. I worked with a lot of different consulting companies during my time at PG&E and Sound Transit, and AMCL stood out as the go-to thought leader in Asset Management. When I decided to move into consulting and dedicate myself to Asset Management, it was an easy decision to join AMCL. Since joining AMCL, I have had the opportunity to support clients from a variety of sectors across North America and have worked with AMCL colleagues from around the globe. Recently, I took on the role as Service Line Lead for AMCL’s Diagnostics & Roadmap Service Line, which has afforded me the opportunity to further develop AMCL’s global offerings related to assessments and improvement planning.
What projects are you currently working on?
I am currently supporting Pacific Gas & Electric IT as they pursue ISO 55001 certification. This effort encompasses a range of activities from supporting development of the Asset Management System strategy, to tactical asset investment planning to change management and everything in between. This work has been very rewarding, both professionally and personally.
Applying asset management principles to IT assets is helping PG&E IT move from “managing assets” to “asset management,” while shining a light on the vital role IT assets play in PG&E as a whole. This has helped me better understand the critical role IT assets play in any infrastructure organization.
Personally, as a former PG&E employee, I have enjoyed supporting PG&E on another part of its Asset Management journey and appreciate working with the highly collaborative and energetic PG&E team.
What challenges do you see for organizations that are pursuing ISO 55001 certification?
One key challenge is aligning on a common language. Asset Management is a cross-functional discipline that requires us to bring together not just multiple technical disciplines, but also finance, project delivery, procurement, and human resources. Aligning on a common language helps us communicate effectively, so we can work together efficiently.
Another challenge is getting and sustaining leadership engagement for the goal of ISO 55001 certification and beyond. Asset Management is a long game, but we also need to demonstrate incremental, tangible progress along the way to sustain leadership engagement.
How are you supporting clients to address these challenges?
As part of our support for PG&E IT and their goal to achieve ISO 55001 certification, we are supporting their organizational change management needs. As I mentioned, aligning with a common language is a key challenge, and one we need to overcome to build a sustainable Asset Management System. We are working with the PG&E team to develop and deliver communications about their asset management progress as well as training. Additionally, we are working closely with key stakeholders, such as the Service Management and Data Management teams, to understand their language and approaches, so we can adjust the language and approach of IT Asset Management to fit with these disciplines.
We are also supporting PG&E IT in their monthly meetings with their Asset Management Steering Committee. These meetings not only provide PG&E the opportunity to share progress updates but also provide a forum to discuss key asset management issues.
What is something fun and/or interesting about you that your colleagues may not know?
About 15 years ago, I unintentionally ran the Philadelphia Marathon. You may be wondering “How does someone unintentionally run a marathon??” I planned to run the half marathon that day, but when I got to the end of the half marathon, I felt like I had a lot left in me and since the racecourse was basically a figure eight and I didn’t have to stop, I just kept running. I’ll admit, the last couple of miles of the marathon were pretty terrible – and I’ll never run a marathon again – but I’m glad I did it.