But one challenge took immediate precedence: Scott needed a facility manager.

The department had lost its veteran facility manager, leaving the hospital — one of the largest pediatric health care centers in the nation — without a replacement who knew the nuts and bolts of managing the hospital system’s mammoth 4 million square feet of space.

“Getting that position filled was a primary focus,” says Scott.

Scott was able to secure buy-in from hospital leadership to invest in a consulting firm that helped in a number of ways, including helping to identify the skills and qualities he most wanted in his new hire — now and years down the line.

The candidate Scott ultimately hired possessed all the qualifications he was seeking: a mechanical engineering degree, an in-depth knowledge of hospital systems and processes, as well as leadership, management and communication skills.