Henry Schuurman is a facilities management professional with over 20 years of experience seeking a new position. He has extensive leadership experience in both military and healthcare facilities management. Schuurman believes in developing productive relationships and adding value to others. He outlines his strategic onboarding plan which focuses on understanding organizational culture, building rapport with stakeholders, and developing strategies to achieve goals in his first 30 to 60 days if hired. Schuurman emphasizes his passion for facilities management and ability to communicate and solve problems at all levels of an organization.

1. HENRY SCHUURMAN, CHC, CHSP
201-819-6235
FACMAN50@GMAIL.COM
Facilities Management Professional

2. Different Perspectives with a shared
solution.
As a hiring executive you
are looking for a person
with the experience and
skill sets to fulfill the
needs of a critical
position.
As a candidate I am
looking for a position to
match not only my
experience and skill sets
but my true calling.
“A leader's job is to look
into the future and see
the organization, not as
it is, but as it should be.”
-- Jack Welch

3. Henry Schuurman, CHC, CHSP
201-819-6235
facman50@gmail.com
Highly motivated,
energetic professional
with positive can do
attitude. Active team
participant, contributing
to the success of each
member of the team.
As an established leader
in the facilities
management field, I look
forward to learning from
an established leader in
the acute care field.
Looking forward to
further discussions
regarding contributions
I can make to your team.

4. Skill Highlights Core Accomplishments In
 Leadership
 Strategic Vision
 Relationship Building
 Financial Oversight
 Organization
 Critical Thinking /Trouble
Shooting
 Project Management
 Communication
 Customer Service
 Emergency Management
 Staff Development
 Operations Management
 Project Management
 Energy Management
 Staff Development
 Regulatory Compliance
Resume Key Points

5. Top 5 Themes Evidence
 Relater
 Responsibility
 Deliberative
 Connectedness
 Developer
 Enjoys close relationships with others,
finding satisfaction working hard to
achieve goals.
 Takes ownership of what he says he will
do, committed to values as honesty and
loyalty.
 Takes serious care making decisions or
choices, anticipating the obstacles.
 Has faith in the links between all things,
believing there are few coincidences and
that every event has a reason.
 Recognizes and cultivates the potential in
others, noting improvement and deriving
satisfaction from these improvements.
StrengthsFinder 2.0

6. DISK INDEX
Evidence
 (D) Solves new problems in a
deliberate, controlled, and
organized manner.
 (I) Presents self in a poised
manner in both small or large
groups of people.
 (S) Very patient in working with
a wide variety of people.
 (C) Expects high quality and
accuracy in anything that he is
involved with.

7. Leadership Narrative – From ASHE Emerging Leader Personal Narrative
Not surprisingly the strongest influence on my viewpoints of leadership and development as a leader, center
around a twenty three year career in the Army National Guard. This Career which paralleled my civilian career
in Healthcare Facilities Management totally immersed me in the leadership philosophy as outlined in its
leadership bible, Army Field Manual 22-100, Army Leadership.
Parallel careers as a dual career citizen soldier following the model of the early minuteman, parallel also in the
similarities in progress up the chain of command and corporate structure. Military assignments included
Private, Section Leader, Squad Leader, and Platoon Sergeant within the Non Commissioned ranks followed by
Platoon Leader, Executive Officer, Troop Commander, Staff Officer, and Military Instructor as a
Commissioned Officer. These assignments quite often proceeded if not mirrored the progression of
opportunities within my Facility; Grounds Keeper, Director of Maintenance, Director of Facilities
Management, Vice President of Facilities Management, and Vice President of Facilities Development. A career
from the trenches to senior staff mimicked by a career in Healthcare from line employee to the board room.
Early leadership began by observation of leadership styles both good and bad, judging which were most
effective and fit my personality and belief system. Later as a non-commissioned and commissioned officer the
specific principles covered in FM 22-100 were studied both formally and informally. Although not always able
to articulate the specifics of these principles they in fact have become a part of my core beliefs. The Leader to
Leader Institute has distilled these various Leadership Principles into three, BE – KNOW – DO, in their book
of the same name.
BE, begins with the required character of a leader, Honest, Competent, Forward looking, Inspired.
KNOW, speaks to the professional competence of the leader, Interpersonal, Conceptual, Technical, and
Tactical skills.
DO, Leaders must act, Inspiring, Operating, and Improving.

8. Personal Success Factors
 Passion for facilities management in the healthcare and community
services setting
 Self starter
 Ability to build productive relationships
 Able to communicate to all levels
 Developing innovative solutions
 Strategic / big picture thinker, able to home in and analyze the fine
details
 Committed to adding value to everyone encountered

9. 30 Days 60 Days
 Meet with management team members to
solicit expectations / needs. Build rapport
and gain respect of the team.
 Gain understanding of organization, its
culture and operation.
 Gain understanding of department, it’s
operation, and capabilities.
 Meet with program managers and staff.
 Maintain visibility and accessibility in facility
/ community.
 Learn how the game is scored (What is
important) and score.
 Gain deeper understanding of services
offered and facility needs.
 Evaluate department leadership team.
(Review personal development plans)
 Establish strategies to achieve budget
and strategic goals.
 Familiarize myself with quality and
customer service programs.
 Gain rapport with staff.
 (Score some more)
Strategic Action (Onboarding) Plan

10. Thank You for Your Time
I look forward to having an
opportunity to discuss how
I would add value to your
management team and
your organization.
Henry Schuurman
201-819-6235
facman50@gmail.com