Deb Millette · Facilities Management Consulting
I help multi-location organizations bring control metrics, the right facilities technology and disciplined process to their facilities programs — after 35 years in facilities management, including 29 at CVS Health running 12,000+ properties and more than a million services a year.
Four problems that recur across multi-location facilities programs, and the lever that moves each one.
Facilities costs keep rising and nobody can explain why.
Control metrics and spend analytics that make the portfolio legible — so a number that moves has a reason attached to it.
We bought an FM platform and it never delivered what was promised.
Evaluation, implementation oversight and adoption work for enterprise FM software, from someone who has been the customer and the vendor.
Every site does it differently.
Standardized process and work-order discipline across a multi-location portfolio, written so the hundredth site runs like the first.
We have data everywhere and insight nowhere.
Dashboards and benchmarks that turn service data into decisions a facilities leader can defend in a budget meeting.
Four engagement areas. Most work starts with the first one and narrows from there.
A clear-eyed look at how your facilities program actually runs today, and a prioritized plan for what to fix first.
For: Facilities, real estate and store-operations leaders who inherited a program, are absorbing new sites, or know something is wrong but cannot yet name it.
Choosing, implementing and actually adopting enterprise FM software — from someone who has been the customer and the vendor.
For: Organizations selecting an FM or work-order platform, midway through a rollout that has stalled, or several years into a system nobody uses the way it was sold.
The control metrics that make a facilities portfolio legible, and the dashboards that keep it that way.
For: Leaders who have data in an FM platform, a finance system and a dozen spreadsheets, and no single view they trust.
Making a change to the operating model stick across hundreds of sites — not just in the deck that announced it.
For: Multi-location organizations standardizing operations after growth, acquisition, or a decade of local improvisation.
Establish the control metrics that make the program visible. You cannot manage a portfolio you cannot see.
Point people, process and technology at the same numbers, so the system and the team agree on what good looks like.
Continuous, measured process improvement — not a one-off project that decays the month after it ships.
Facilities are a strategic asset, not just a cost center. Deb Millette
Start with a 30-minute conversation, or send a message and I will come back to you.
