The document provides information about upcoming training opportunities at MPW in November and December. It summarizes recent projects completed by MPW's Facility Management and Industrial Cleaning Groups. It also highlights the careers and accomplishments of various MPW employees, including Roger Campbell, the corporate training and employee development manager, and Dewayne Barnett, a regional manager for MPW's Facility Management Division.
Human Capital Management (HCM) is the practice of optimizing workforce productivity and individual employee performance through an investment in strategic recruiting, learning and performance management. These core elements of HCM, recruiting, learning, and performing, are critical processes in the life cycle of an employee, and when executed effectively, have proven to deliver positive proven financial returns for the company.
Human Capital Management (HCM) is the practice of optimizing workforce productivity and individual employee performance through an investment in strategic recruiting, learning and performance management. These core elements of HCM, recruiting, learning, and performing, are critical processes in the life cycle of an employee, and when executed effectively, have proven to deliver positive proven financial returns for the company.
The Measurable News -Issue 3 - 2014. The quarterly publication of the College of Performance Management focused on earned value management and other project performance management techniques.
TABLE OF CONTENTS (abbreviated)
Project Controls Personnel: Finding the “Right Stuff”
By Lisa D. Wolf, EVP, PMP
Appreciation: Remembering Gaylord E. “Gary” Christle
By Wayne Abba
Guidelines for Schedule Displays
By Paul F. Bolinger
Defining Complexity for Practitioners
By Mark Phillips
CPM Tennessee Valley (CPMTV) Chapter Kickoff Meeting
By Deborah Schumann and Robert Wasser
EVM Software Vendors and EVM Consulting Services
With many recruiting teams facing resource challenges on a regular basis, how can you stay proactive and navigative hiring cycles?
This presentation covers:
- Challenges facing companies hiring at scale
- The 2016 Global Recruiting Trends to embrace these
- Tips and tricks to put you on the fast track of hiring at scale
The Measurable News -Issue 4 - 2014. The quarterly publication of the College of Performance Management focused on earned value management and other project performance management techniques.
TABLE OF CONTENTS (abbreviated)
A Program Management Decision Process
by Russ Martinelli and Jim Waddell
Building A Credible Performance Measurement Baseline
by Glen B. Alleman, Thomas J. Coonce, and Rick A. Price
Data About Our Community
by Elizabeth Phillips
College of Performance Management Tennessee Valley(CPMTV) Pilot Chapter
EVM Software Vendors and EVM Consulting Services
Leadership Training on the Program at Insight Communicationskarenahmanny4c
Leadership Training on the Program at Insight Communications
Insight Communications (made a part of Time Warner in 2012, who subsequently merged with Comcast in 2014) offered cable television and Internet service to more than 750,000 customers inPage 46 Indiana, Kentucky, and Ohio. One reason Insight was such an attractive investment for Time Warner was that the company had developed a good reputation for customer service. That reputation rested significantly on the hard work of the company’s customer care teams, including call center employees, service technicians, and sales representatives.
The supervisors of these teams did not always know how to ensure that their employees delivered excellent service. Insight tended to select people for the supervisory jobs based on excellent technical skills—choosing people who performed well as customer service representatives or service technicians. Once in their new positions, these supervisors had to figure out for themselves how to lead others. And of course, they were not always sure how to do that.
Insight therefore put together a leadership training program for its supervisors. By exploring the idea with professional organizations, the company found that no existing training program targeted supervisory-level employees in cable companies. So Insight hired one of the organizations, the Cable Center, to develop a program for the company’s needs. The Cable Center created a two-and-a-half-day class, and Insight tried it out on five supervisors as a test.
The program’s content included information about how to set goals, measure results, and develop employees, as well as about leadership skills. The supervisors who participated in this pilot program were pleased with what they learned about leading others. Matt Stephens, a technical operations supervisor in Ohio, found the assessment of his personality to be especially helpful. With greater self-knowledge plus ideas for task-oriented management and ideas for coaching, Stephens reported feeling he was much better prepared to serve as a leader.
Higher-level managers agreed that the leadership training was helpful. Gregg Graff, Insight’s senior vice president of field operations, says that when he monitored customer-service phone calls of employees whose supervisors had been trained, he noticed that the quality of assistance had improved. He attributes that improvement to better coaching by the supervisors. The company credited better customer service for increases in Insight’s number of customers and level of earnings.
Insight Communications promoted employees with good technical skills into supervisory positions and then taught them leadership skills. Is this the best way to get supervisors to lead well? Why or why not?
Identify three principles of leadership from this chapter that you think would be most important to include in the training for supervisors. Briefly explain why you selected these principles.
Supervisor Matt Stephens felt that ...
The Region’s Premier Annual Compensation and Benefits Event – Since 1996. Total Rewards in Times of Growth: The Engagement and Retention Challenge. The 18th annual Compensation and Benefits Forum brings on the challenge of engagement and retention to centre stage with a programme engineered to give you insights into how organisations are addressing this challenge and how you can too.
Criteria for Performance Excellence•Leadership •Strategic Pl.docxfaithxdunce63732
Criteria for Performance Excellence
•Leadership •Strategic Planning •Customer and Market Focus
•Information and Analysis •Human Resource Focus •Process Management
•Business Results
Baldrige National Quality Program CEO Issue Sheet
"We hire for 'attitude,' knowing we
can train to develop technical
skill, which is part of the Baldrige
philosophy," says Spicer Driveshaft
Division (SDD) Vice President and
General Manager Joe Sober. "Team
member experience is one of the
important attributes we look for."
BALDRIGE:
For Hiring and Keeping the Best Employees
The Baldrige Criteria for Performance Excellence recognize that an organization's
success depends increasingly on the skills and motivation of its employees and
addresses these needs in all seven of its Categories with special emphasis on
Leadership, Strategic Planning, and Human Resource Focus.
By using Baldrige for self-assessment, CEOs and their organizations learn to refine
their process for attracting and keeping their most qualified employees so that it
aligns with changing business needs–including the fluctuating labor market. Their
attention to succession planning and hiring practices becomes a part of their
organization's preparation for the future.
For nearly a decade and a half, the Baldrige Criteria have been used by thousands
of U.S. organizations to stay abreast of ever-increasing competition and improve
performance. These organizations have used the Criteria for either self-assessment
only or performed self-assessment as a first step in applying for the Malcolm
Baldrige National Quality Award. Spicer Driveshaft, Los Alamos National Bank,
and Texas Nameplate Company applied and are recipients of the Award. They
recognize the value of effective recruiting and retention practices and how the
Baldrige Criteria help point the way to establishing these practices.
Regardless of the economic outlook, recruitment and retention of valuable employees
is now recognized as one of the most important issues facing corporate America.
As businesses struggle with layoffs, lower consumer confidence, softening commercial
investment, and a volatile stock market, effective recruitment has moved from the
responsibility of the Human Resources Department to that of the Boardroom. With
a sharp focus on human capital, employees are no longer considered a cost, but
rather an investment. And, corporate executive officers are expected to present
clear strategy and direction for staffing their respective organizations. Their own
value to their organization is, in part, measured by how skilled they are at recruiting
and retaining key employees.
Employees don't have to look far to
see the value Los Alamos National
Bank (LANB) in New Mexico places
on them. Senior leaders make it
clear that the efficiency of employees,
who have bought in to the bank's
vision of reaching $750 million in
assets by the year 2002, is the major
factor in their favorable net interest
The desire to pass on a successful
bus.
Meet our 2015 1to1 Media Customer Champions!1to1 Media
1to1 Media congratulates its 2015 Customer Champions—customer-centric leaders who understand that engaged customers make a positive bottom-line impact.
The Measurable News -Issue 3 - 2014. The quarterly publication of the College of Performance Management focused on earned value management and other project performance management techniques.
TABLE OF CONTENTS (abbreviated)
Project Controls Personnel: Finding the “Right Stuff”
By Lisa D. Wolf, EVP, PMP
Appreciation: Remembering Gaylord E. “Gary” Christle
By Wayne Abba
Guidelines for Schedule Displays
By Paul F. Bolinger
Defining Complexity for Practitioners
By Mark Phillips
CPM Tennessee Valley (CPMTV) Chapter Kickoff Meeting
By Deborah Schumann and Robert Wasser
EVM Software Vendors and EVM Consulting Services
With many recruiting teams facing resource challenges on a regular basis, how can you stay proactive and navigative hiring cycles?
This presentation covers:
- Challenges facing companies hiring at scale
- The 2016 Global Recruiting Trends to embrace these
- Tips and tricks to put you on the fast track of hiring at scale
The Measurable News -Issue 4 - 2014. The quarterly publication of the College of Performance Management focused on earned value management and other project performance management techniques.
TABLE OF CONTENTS (abbreviated)
A Program Management Decision Process
by Russ Martinelli and Jim Waddell
Building A Credible Performance Measurement Baseline
by Glen B. Alleman, Thomas J. Coonce, and Rick A. Price
Data About Our Community
by Elizabeth Phillips
College of Performance Management Tennessee Valley(CPMTV) Pilot Chapter
EVM Software Vendors and EVM Consulting Services
Leadership Training on the Program at Insight Communicationskarenahmanny4c
Leadership Training on the Program at Insight Communications
Insight Communications (made a part of Time Warner in 2012, who subsequently merged with Comcast in 2014) offered cable television and Internet service to more than 750,000 customers inPage 46 Indiana, Kentucky, and Ohio. One reason Insight was such an attractive investment for Time Warner was that the company had developed a good reputation for customer service. That reputation rested significantly on the hard work of the company’s customer care teams, including call center employees, service technicians, and sales representatives.
The supervisors of these teams did not always know how to ensure that their employees delivered excellent service. Insight tended to select people for the supervisory jobs based on excellent technical skills—choosing people who performed well as customer service representatives or service technicians. Once in their new positions, these supervisors had to figure out for themselves how to lead others. And of course, they were not always sure how to do that.
Insight therefore put together a leadership training program for its supervisors. By exploring the idea with professional organizations, the company found that no existing training program targeted supervisory-level employees in cable companies. So Insight hired one of the organizations, the Cable Center, to develop a program for the company’s needs. The Cable Center created a two-and-a-half-day class, and Insight tried it out on five supervisors as a test.
The program’s content included information about how to set goals, measure results, and develop employees, as well as about leadership skills. The supervisors who participated in this pilot program were pleased with what they learned about leading others. Matt Stephens, a technical operations supervisor in Ohio, found the assessment of his personality to be especially helpful. With greater self-knowledge plus ideas for task-oriented management and ideas for coaching, Stephens reported feeling he was much better prepared to serve as a leader.
Higher-level managers agreed that the leadership training was helpful. Gregg Graff, Insight’s senior vice president of field operations, says that when he monitored customer-service phone calls of employees whose supervisors had been trained, he noticed that the quality of assistance had improved. He attributes that improvement to better coaching by the supervisors. The company credited better customer service for increases in Insight’s number of customers and level of earnings.
Insight Communications promoted employees with good technical skills into supervisory positions and then taught them leadership skills. Is this the best way to get supervisors to lead well? Why or why not?
Identify three principles of leadership from this chapter that you think would be most important to include in the training for supervisors. Briefly explain why you selected these principles.
Supervisor Matt Stephens felt that ...
The Region’s Premier Annual Compensation and Benefits Event – Since 1996. Total Rewards in Times of Growth: The Engagement and Retention Challenge. The 18th annual Compensation and Benefits Forum brings on the challenge of engagement and retention to centre stage with a programme engineered to give you insights into how organisations are addressing this challenge and how you can too.
Criteria for Performance Excellence•Leadership •Strategic Pl.docxfaithxdunce63732
Criteria for Performance Excellence
•Leadership •Strategic Planning •Customer and Market Focus
•Information and Analysis •Human Resource Focus •Process Management
•Business Results
Baldrige National Quality Program CEO Issue Sheet
"We hire for 'attitude,' knowing we
can train to develop technical
skill, which is part of the Baldrige
philosophy," says Spicer Driveshaft
Division (SDD) Vice President and
General Manager Joe Sober. "Team
member experience is one of the
important attributes we look for."
BALDRIGE:
For Hiring and Keeping the Best Employees
The Baldrige Criteria for Performance Excellence recognize that an organization's
success depends increasingly on the skills and motivation of its employees and
addresses these needs in all seven of its Categories with special emphasis on
Leadership, Strategic Planning, and Human Resource Focus.
By using Baldrige for self-assessment, CEOs and their organizations learn to refine
their process for attracting and keeping their most qualified employees so that it
aligns with changing business needs–including the fluctuating labor market. Their
attention to succession planning and hiring practices becomes a part of their
organization's preparation for the future.
For nearly a decade and a half, the Baldrige Criteria have been used by thousands
of U.S. organizations to stay abreast of ever-increasing competition and improve
performance. These organizations have used the Criteria for either self-assessment
only or performed self-assessment as a first step in applying for the Malcolm
Baldrige National Quality Award. Spicer Driveshaft, Los Alamos National Bank,
and Texas Nameplate Company applied and are recipients of the Award. They
recognize the value of effective recruiting and retention practices and how the
Baldrige Criteria help point the way to establishing these practices.
Regardless of the economic outlook, recruitment and retention of valuable employees
is now recognized as one of the most important issues facing corporate America.
As businesses struggle with layoffs, lower consumer confidence, softening commercial
investment, and a volatile stock market, effective recruitment has moved from the
responsibility of the Human Resources Department to that of the Boardroom. With
a sharp focus on human capital, employees are no longer considered a cost, but
rather an investment. And, corporate executive officers are expected to present
clear strategy and direction for staffing their respective organizations. Their own
value to their organization is, in part, measured by how skilled they are at recruiting
and retaining key employees.
Employees don't have to look far to
see the value Los Alamos National
Bank (LANB) in New Mexico places
on them. Senior leaders make it
clear that the efficiency of employees,
who have bought in to the bank's
vision of reaching $750 million in
assets by the year 2002, is the major
factor in their favorable net interest
The desire to pass on a successful
bus.
Meet our 2015 1to1 Media Customer Champions!1to1 Media
1to1 Media congratulates its 2015 Customer Champions—customer-centric leaders who understand that engaged customers make a positive bottom-line impact.
1. We need your help!
We need your help to keep the
MPW website content fresh and
current. In order to climb search
engine rankings, drive traffic and
continue to generate leads, we
need an ongoing stream of new
material. So if you’ve got an idea
for a feature article, case study,
feature photo or video, please
let your marketing team know.
We’ll take it from there!
w w w . m p w s e r v i c e s . c o m
MPWLEADER
It’s that time of year again...
THANKSGIVING! - Tip of
the month: Don’t throw a frozen
turkey in a deep fryer!
IT WILL EXPLODE!
From within our leadership and vision we will find our future November 2013
Training Camp Campbell, employee development
group teach efficiency through safety, education
App of the Month
BILLGUARD app con-
nects you to your credit
cards and bank accounts
allowing you to organize
and pay your bills on time.
November is Peanut Butter
Lovers Month! Try a little
peanut butter
on your next
Hamburger. You
will be pleasantly
surprised!
There is no “i” in
Roger Camp-
bell.
He’s all about his
team. Chances are
he’s always been
that way.
Even a basic knowl-
edge of Campbell’s
background re-
veals a consistent
commitment to a distinct theme: group syn-
ergy.
Campbell, MPW’s corporate training and em-
ployee development manager, began his col-
lege education in 1961 at Muskingum College.
Nine years later he had attained his Bachelors
of Science from Muskingum and his Master’s
Degree from Bowling Green State University.
While working toward those degrees Camp-
bell began a career in college athletics. For
13 years he had stints as a football coach and
in athletics departments at Ohio Wesleyan,
Bowling Green, Grove City College, Westmin-
ster College and Earlham College.
Now, 40 years after the publication of Woody
Hayes’ book You Win With People, Campbell’s
similar message is as valid to the industrial
cleaning trade as it is to building a football
program: “You can’t accomplish anything
without good people. Machines are of little
value without good people to run them and
maintain them.”
Through its training program, MPW has made
its group of good people even better.
Unquestionably, a safer, more efficient work-
force has created a tangible business advantage
for MPW.
“It’s vital to make sure our training is better
than our competitors’,” he says. “We want to
set the pace in the industry.”
Bottom line: Campbell and the training team
have become not only an educational resource,
but a commercial asset.
The story of how this was accomplished goes
back four years to when Campbell, too ener-
getic and goal oriented to settle for retirement,
joined MPW after a 31-year stint at Worthing-
ton Industries.
When he started, he was one of only two MPW
employees whose sole focus was training. Now
Campbell’s group includes Corporate Trainer
and Confined Space Rescue Team Director
Jason Painter and Operations Trainers Dave
Taylor, Dennis Maxwell, Jerry Binkley (Rock-
port, In) and Adam Pearl (Pittsburgh). The
group is supported by Event Planner Haley
Black.
Five minutes in the Training Room with
Campbell or any of MPW’s other training
managers is all it takes to realize their con-
siderable talent in the areas of teaching and
motivation. This is a main reason the training
group is such an invaluable asset.
“I’m extremely proud of my team,” Campbell
says. “They’re very tuned in to wanting to help
2. Training Opportunities, Hebron, November/December
Nov. 14th Distracted Driver Workshop
Nov. 20th Talking With the Customer
Nov. 22nd 2013 Safety Recertification Class
Nov. 26th Hydro Excavating Workshop
Dec. 3-6 New Hire Workshop
Dec 5th Distracted Driver Workshop
Dec. 10-12 MPW Water Blast Conference
Dec. 17-19 Supervisor Leadership Workshop
“Few people are born exceptional. Many become so through training and force of discipline.”
- Publius Flavius Vegetius Renatus
NORMAL, Ill. — MPW’s Facility Manage-
ment Division has been awarded a two-year
contract from Mitsubishi Motors which will
result in nearly 40 additional jobs.
MPW will provide technical paint clean-
ing services and support for Mitsubishi’s
total waste management and environmental
processes.
The contract is the result of over a year of
work from Director of Business Development
Steve McKenney and Account Manager Ryan
Raper, who both had previous relationships
at Mitsubishi.
Other companies that were contending for
Mitsubishi’s business included Team Indus-
trial and Voith Industrial Services.
Raper and McKenney added key members
to MPW’s team from Mitsubishi’s previous
facilities partner. This was an important step
in gaining the contract ahead of competitors.
MPW’s competitive pricing and its focus on
corporate relationships and support were
also vital factors in completing the deal, ac-
cording to Raper.
Raper said McKenney, Facility Support
Controller Shane DeFazio, Regional Opera-
tions Manager Dewayne Barnett, Supervisors
Warnie Honsman and Antonio De La Cruz
and Office Administrator Elizabeth Meyers
all played essential roles in completing the
agreement.
“It was the best launch I have been a part of
or heard of in regard to customer satisfac-
tion, cost to our customer and profitability to
MPW,” said Raper.
Raper worked for Voith from 1993 to 2012,
including 13 years at the Mitsubishi facility.
He was eventually promoted to facility man-
ager. In 2006 he helped launch several ac-
counts with Ford Motor Company including
Cleveland Engine Plant 1, Cleveland Engine
Plant 2, Cleveland Castings, Ford R&E in
Dearborn Mich., and Chicago Assembly. In
2012 he left Voith and went to work for URS,
providing full-service facility maintenance
for Caterpillar’s Engine Testing Facility.
The contract includes a one-year extension if
mutually accepted by Mitsubishi and MPW.
To learn more about MPW’s Facility Manage-
ment team, go to http://www.mpwservices.
com/facility.
Anniversaries
• 31 YEAR
HAWKINS, SAMUEL J.
• 25 YEAR
BROWN, LONNIE J.
• 16 YEAR
FROST, MICHAEL A.
• 15 YEAR
METZLER, MICHAEL A.
• 14 YEAR
INFANTE, CEDRIC B.
• 13 YEAR
SULLIVAN, TONYA MARIE
HOLBROOK, JOHNATHON C.
SWINGLE, JOSH T.
• 11 YEAR
REYNOLDS, KATHY KING
PEARSON, RUFUS
MCCORMICK, MICHAEL J.
• 10 YEAR
EVANS, MACK
• 9 YEAR
ECHOLS, KIM LAVON
ASHLEY, OMER LEE
BOWLING, RONNIE L. JR
HALL, JOHN T.
HARRISON, SANDRA N.
PROCTOR, HIRAM J.
BLAIR, TIMOTHY M.
BROWN, JEREMY L.
HANKS, JOHN H.
HAWKINS, ODESSA MARIE
• 8 YEAR
BORNHOFT, MARK A.
WHITE, VINCENT N.
BIGHAM, GARY THOMAS JR
• 7 YEAR
BRUNS, BRANDON TYLER
REDMAN, ANGELA HOPE
• 6 YEAR
CRAFT, TIMOTHY A.
RICHEL, JEFFERY DAVID
FISHBURNE, JERMAINE WESLEY
JAIN, VISHAL
• 5 YEAR
COOPER, LEON JAMES
LAWSON, LORI A.
CONNOR, JAMAL DARONE
Training Camp Continued from page 1...
As recently as 2010, MPW’s course offerings were mostly
limited to Occupational Safety and Health Administra-
tion (OSHA) 10- and 30-hour certification classes.
To fulfill customer needs and increased regulations, the
training group now offers more than 40 specific courses
in the areas of Equipment Training, OSHA Training, Site
Specific Training, Leadership Development and Miscel-
laneous Training.
Although most MPW courses are intended for its own
employees, the training group has experience teaching
courses for outside businesses, including MPW custom-
ers such as AEP. Campbell notes that MPW is seeking an
increase in these types of opportunities.
Understandably, MPW’s overarching training focus is
safety.
It’s important to understand that when Campbell says
this, it’s not as if he’s repeating a corporate mandate from
a teaching manual. There is genuine sincerity that is im-
possible to imitate.
“Safety is more than a priority. It’s a core value.”
Perhaps it is this conviction that has made him an effec-
tive leader for the last half century or so.
There are several common traits among accomplished
leaders, one of which is flexibility. The trainers instill
this virtue into their classes.
“You have to be capable of giving training when people
need it,” says Campbell. “Adult learners will only learn if
it’s important to them.”
Campbell celebrated his 70th birthday in September. He
lives in Pleasantville with Sharon, his wife of 48 years.
They have a son, Andy, a daughter, Amy Hathaway, and
four grandchildren.
For more information on MPW’s training and develop-
ment programs, go to www.mpwservices.com/working/
benefits/employee_training_development.
SMYRNA, Tenn. — MPW recently com-
pleted a six-week deep-clean project at
Nissan’s new Paint System 5 building that
marked a seamless connection between the
Facility Management and Industrial Clean-
ing groups.
The assignment included paint-process
equipment and building-structure deep
cleaning requiring the use of multiple aer-
ial man lifts, high-pressure water blasting
equipment and an industrial vacuum truck.
MPW was awarded the contract due to
competitive pricing, proven ability to pro-
vide quality service and a good relationship
with Nissan resulting from past projects,
including a five-month deep-clean in 2012.
Integral in the procurement and execution
of the project was Dewayne Barnett, who
is a Regional Manager for MPW’s Facility
Management Division.
Barnett credited Craig Love and Chip
Dykeman with much of the Nissan ven-
ture’s success.
Love was the project manager and was
acting in his first assignment with MPW.
Dykeman is a business development man-
ager for the Facility Management team who
was responsible for calling on Nissan and
administering the contract-quote process.
Other MPW Facility Management em-
ployees who played key roles in the proj-
ect were Mark Durbridge (Canada), Sean
Walp (business development), Scott Stew-
art (projects), Mary Patterson (supervisor),
Matt Walter (operations manager) and
Stewart Buckett (safety manager). ICG em-
ployees were Bud Lowery (operations man-
ager) and John Garrett (supervisor).
MPW continues to receive contracts for
other project work at Nissan with the end
goal of securing ongoing services in the
near future.
MPW’s Facility Management and Industrial Cleaning Groups
connect for success on Nissan deep-cleaning project
MPW Gives “Heart-Warming” Support
Several members of MPW Butler participated in the 2013 AK
Steel Heart Walk in October. Dan Johnston, Pittsburgh Branch
Manager, Jason Toogood, Health and Safety Supervisor, along
with several others, family and friends, took time out of their
busy schedules to help raise awareness and funds to combat the
#1 and #3 killers in America, heart disease and stroke.
Designed to promote physical activity and heart-healthy living,
the Heart Walk creates an environment that’s fun and reward-
ing for the entire family.
This year, more than 1 million walkers will participate in nearly
350 events.
As MPW begins to build
its social network, be
sure to “like” and fol-
low us on Facebook and
LinkedIn.
MPW inks facility management deal with Mitsubishi
3. 1. Family: Wife (Billie Jo), 5 year old
daughter (Erica), 1 year old son (Jake)
2. Places lived: Pataskala, Hebron,
Reynoldsburg, Campus (off of
High),West Virginia,
3. First Job: Ponderosa Restaurant –
dish washer
4. Hobbies: Music – drums and guitar
for over 30 years, just being creative
5. Little Known Fact about yourself: I
am a software developer who doesn’t
like computers or technology
6. Favorite Lunch Spot: Chipotle
7. Favorite Sports Team: Buckeyes
(football) and the Reds
8. Favorite Smell: Steak
9. Favorite Song: That’s a very broad
question that I really couldn’t answer
10. Favorite Season: Summer
11. Favorite Movie: Off the top of my
head: The Thing (1982), Network
(1976), Alien (1979)
12. What was the last book you read?
Animal Farm (my favorite)
13. Favorite Vacation Spot: Litchfield
Beach, SC
14. Always wanted to try… travelling
to Japan
15. Three words to describe yourself:
cynical, busy and cynical
16. Superpower you wish you had: flight
17. Your secret to a good life: Don’t
waste time doing things you’re not
happy doing, devote as much time as
you can to your children. They make
you a better person.
18. Most Cherished item(s): Immediate
family
19. Can’t go a day without… Coffee,
Cherry Coke Zero, breathing.
20. The one thing you will never under-
stand: Why everyone feels the need to
broadcast their every mood, feeling,
and thought to everyone else. I’m talk-
ing to you Facebook followers!
21. What helps you unwind after work?
Jogging
22. On the weekends you can be found:
Unfortunately, at home cleaning
23. What drives you? My family and be-
ing creative as much as I can
24. Greatest Accomplishment? Giving
my kids all the things I didn’t have
growing up
25. One day to live, what do you do? Fly
to the beach with my family
26. What is your favorite thing about
working at MPW? No more commut-
ing to Columbus! I drive East now!!!!
Leader Spotlights
OPEN POSITIONS AT MPW
• Assistant controller - Hebron • Office Manager (Engineering) - Hebron
• Executive Admin Assistant - Hebron • A/R Supervisor - Hebron
For more information or to refer someone, please contact: Tyler Tatman, HRIS/Recruiting Supervisor at 740.927.8790 x5672 or
ttatman@mpwservices.com. *Contact HR for details and requirements
DEWAYNE BARNETT
REGIONAL MANAGER, FMSS
1. Family: 3 children: Jamie 26, Jasmine
23 and Jada 20
2. Places lived: Middle Tennessee
3. First Job: Deputy – Maury County
Sheriff’s Department
4. Hobbies: Travel – checking beaches
and lighthouses off my list
5. Little Known Fact about yourself:
I’m a conservative talk show junkie
6. Favorite Lunch Spot: The Deli
7. Favorite Sports Team: University of
Tennessee Volunteers
8. Favorite Smell: My Mom’s kitchen
just before dinner
9. Favorite Song: All Kinds of Kinds by
Miranda Lambert
10. Favorite Season: Summer
11. Favorite Movie: National Lampoon’s
Christmas Vacation
12. What was the last book you read?
The Southwest Airlines Way
13. Favorite Vacation Spot: Any Beach
on the Florida Gulf Coast
14. Always wanted to try… Flying a
plane
15. Three words to describe yourself:
Competitive, Intense, Honest
16. Superpower you wish you had:
Teleportation
17. Your secret to a good life: Never
sweat the small stuff (It’s all small
stuff)
18. Most Cherished item(s): Children
19. Can’t go a day without… Coffee
20. The one thing you will never un-
derstand: What the world will look
like in 100 years.
21. What helps you unwind after work?
When exactly does work end?
22. On the weekends you can be
found… Working in my yard or
watching college sports
23. What drives you? Everything…I
have been described as an overachiev-
er
24. Greatest Accomplishment? Chil-
dren
25. One day to live, what do you do?
2.7 seconds on a bull named Fu-Man-
Chu
26. What is your favorite thing about
working at MPW? Meeting new
people and seeing new places
VISHAL JAIN
SALES, INDUSTRIAL WATER
PILGRIM
THANKSGIVINGENTREE,HEBRON
BRIAN GILLMAN
SOFTWARE DEVELOPER,HEBRON
1. Family: Wife (Arti)
2. Places lived: Tampa, FL, Wilkes-
Barre, PA, New Albany, OH, Charles-
ton, SC and Virginia Beach, VA
3. First Job: Working at Kings Do-
minion (an amusement park) in the
games department
4. Hobbies: Jogging, playing cards and
reading
5. Little Known Fact about yourself:
Ran a mile in under five minutes back
in high school and college
6. Favorite Lunch Spot: Jenna’s Café in
Virginia Beach, VA
7. Favorite Sports Team: Washington
Redskins
8. Favorite Smell: Salt water at the
beach
9. Favorite Song: Toes by Zac Brown
Band
10. Favorite Season: Summer & Football
Season
11. Favorite Movie: Shawshank Re-
demption
12. What was the last book you read?
Sycamore Row by John Grisham
13. Favorite Vacation Spot: Caribbean
14. Always wanted to try… Skydiving
15. Three words to describe yourself:
Competitive, Patient, and Passionate
16. Superpower you wish you had:
Ability to see the future
17. Your secret to a good life: Treat
people the way that you would like to
be treated
18. Most Cherished Item(s): ): Topps
baseball card sets given to me by my
dad
19. Can’t go a day without: Cell Phone
20. The one thing you will never un-
derstand: Why people speed in in-
clement weather and then slam on
their brakes and wonder why they end
up in a ditch
21. What helps you unwind after work?
A jog or a drink (situational)
22. On the weekends you can be
found… With family, watching sports
23. What drives you? Desire to be the
best
24. Greatest Accomplishment? Saluta-
torian of my high school class
25. One day to live, what do you do?
Spend it with family
26. What is your favorite thing about
working at MPW? The people
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1. Family: Wife (Giblet), Father (Tom),
Mother (Butter Ball, God rest her
soul)
2. Places lived: They call me the wan-
derer. I go from here to there…
3. First Job: Private Investigator (fowl
play division)
4. Hobbies: Search Engine Marketing
(google, google, google)
5. Little Known Fact about yourself:
I have periscopic vision and sleep
in trees
6. Favorite Lunch Spot: Chik-fil-a,
Eat More Chicken!
7. Favorite Sports Team: South Caro-
lina Gamecocks
8. Favorite Smell: Ham, oh wonder-
ful ham
9. Favorite Song: “Free Bird”
10. Favorite Season: Any season, but
fall
11. Favorite Movie: ThanksKilling
(2009)
12. What was the last book you read:
“Run Turkey, Run!”
13. Favorite Vacation Spot: Washing-
ton D.C. – Strict gun laws!
14. Always wanted to try: Hunting
15. Three words to describe yourself:
Ladies man, Classy, intelligent
16. Superpower you wish you had:
INVISIBILITY!
17. Your secret to a good life: Avoid
hunters and obey my wife!
18. Most Cherished item(s): My beard
19. Can’t go a day without: Duck
Dynasty & The Cosby Show
20. The one thing you will never un-
derstand: Turkey Trots! That’s just
disgusting!
21. What helps you unwind after
work: Angry Birds
22. On the weekends you can be
found: I see where this is going… Are
you baiting me?
23. What drives you? Why did the
chicken cross the road?
24. Greatest Accomplishment? Avoid-
ing the dinner table three years
running!
25. One day to live, what do you do?
Hit the hen-house!
26. What is your favorite thing about
working at MPW? The vegetarians