Photo via Wikimedia Commons.
Ash Awad, P.E., is McKinstry’s Chief Market Officer.
Every year on Earth Day, your newsfeed is probably dominated by stories about the grand sweeping changes underway (or not) to save our planet. We’ve seen global-scale environmental promises from Kyoto to Paris, paired with a deep-seated skepticism of man-made climate change.
So, where may we find common ground? The answer could be simple: Speak to everyone’s values without preaching to convert.
For 16 years, McKinstry has proudly delivered a work order maintenance management solution and service—InfoCentre—to help property managers, facility engineers, and building owners deliver faster service to their tenants, increase operating income, and reduce facility operating costs.
Ahead of our “InfoCentre 4.0” launch this summer, McKinstry Account Executive Alex Ortiz penned the first of a two-part series for industry website AutomatedBuildings.com.
That story—How an Inefficient Work Order Management Process Hurts Tenants, Operators, and Owners – and What to Do About It (Part I)—was featured in the April 2017 edition of AutomatedBuildings.com and is reproduced in its entirety below:
Innovation is one of McKinstry’s core values.
Throughout 2016, McKinstry’s Western Washington Region organized an “Everyday Innovation” campaign that set out to share innovations and recognize innovators company-wide. We chose this name for the campaign because even smaller-scale or “everyday” innovations can make a big difference in improving the way we work.
All said, the organizers of the campaign have received more than 60 submissions that highlight an impressive array of creative thinking and have sparked discussions about innovation throughout McKinstry.
While the campaign is ongoing, we’ll be featuring nine of the very best innovation submissions we’ve received thus far in a series of Everyday Innovation posts.
This is the last post in the series. The first can be seen here, and the second is here.
Innovation is one of McKinstry’s core values.
Throughout 2016, McKinstry’s Western Washington Region organized an “Everyday Innovation” campaign that set out to share innovations and recognize innovators company-wide. We chose this name for the campaign because even smaller-scale or “everyday” innovations can make a big difference in improving the way we work.
All said, the organizers of the campaign have received more than 60 submissions that highlight an impressive array of creative thinking and have sparked discussions about innovation throughout McKinstry.
While the campaign is ongoing, we’ll be featuring nine of the very best innovation submissions we’ve received thus far in a series of Everyday Innovation posts. [Read more…]
From L to R: Lena, Nicole, and Allison, pictured on a jobsite in Bellevue, Wash.
For this year’s Women in Construction Week (WIC Week), which runs from March 5-11, we spoke with three women—Nicole Jetson, Allison Camper, and Lena Rowe—who work in the construction trades for McKinstry. Below are excerpts from that interview, covering their careers in construction, their experiences as women in the trades, and their thoughts on how to increase representation of women in their industry.
Photo by Mark Turnauckas, via Flickr.
What do you think about when you consider extreme energy efficiency? Perhaps you think about gigantic solar arrays, intricate water reclamation technology, or slick computerized building controls.
While all those measures are well and good, you don’t have to buy fancy equipment or use luxury materials to achieve superior energy savings.
When it comes to lowering energy consumption, I believe that simple utility incentives—which are often just a few lines of text—may very well be our most powerful tool.
Innovation is one of McKinstry’s core values.
Throughout 2016, McKinstry’s Western Washington Region organized an “Everyday Innovation” campaign that set out to share innovations and recognize innovators company-wide. We chose this name for the campaign because even smaller-scale or “everyday” innovations can make a big difference in improving the way we work.
All said, the organizers of the campaign have received more than 60 submissions that highlight an impressive array of creative thinking and have sparked discussions about innovation throughout McKinstry.
While the campaign is ongoing, we’ll be featuring nine of the very best innovation submissions we’ve received thus far in a series of Everyday Innovation posts. This post features the first three submissions.
Today, November 11, is a day unlike any other. Veterans Day gives us all an opportunity to pause and appreciate the service and sacrifice of our nation’s veterans. To all the veterans across our nation—thank you.
In their own words, here are some thoughts about service, sacrifice, and Veterans Day from an assortment of veterans at McKinstry (seen above). This is their day, and we couldn’t be prouder to have these men and women on our team.
Kristina Sing, P.E., is Director of Engineering for McKinstry’s Seattle-based Energy team as well as our Portland office. She can be reached at kristinas@mckinstry.com.
In a previous life, I was a mechanical engineer working for a consulting firm. My goal was to become a principal in that firm—that was the path all consulting engineers followed. An engineer would spend years learning the craft, adhering to code changes, and designing projects—eventually moving up to managing projects and the ultimate end game: managing a book of business, developing a client base, and managing a team of engineers.
Around the 10-year mark in my career, I was managing projects with hopes of becoming a principal one day, when I was presented with an opportunity to change jobs. This company was a design-build mechanical contractor. In my experience, though, engineers were often at odds with contractors. The perception was that contractors tried to cheapen the project—they were out to find holes in the design and pine for change orders. Why in the world would I want to go work for the BIG BAD CONTRACTOR?
“Blueprints” is a Spark series exploring McKinstry’s core business philosophies from our leaders’ perspective. This is the third story in the series, from McKinstry’s Chief Operating Officer: Ron Johnson
Most companies will tell you that safety is important to them. No company wants to be labeled as “unsafe” or give the impression that safety is secondary to anything else.
Now, many companies truly do value safety. I would even say most companies are well-intentioned when it comes to protecting their employees and clients. However, there’s an enormous difference between saying that safety is your top priority and proving that safety is your top priority.
At McKinstry, safety is our top priority and we work hard to demonstrate this every single day.
It’s an indelible part of all aspects of our business. We have high expectations when it comes to safety because we know it’s the only way we can achieve excellence in all that we do.
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