Blueprint Magazine

A university campus in Alaska operates at the intersection of extremes, where weather, geography, and infrastructure demands converge into a uniquely complex operational environment.

For Chris Borst, director of facilities, maintenance and operations at UAA: University of Alaska Anchorage that reality defines both the challenge and the opportunity.

Overseeing nearly three million square feet of buildings with a relatively lean team, Borst has built a leadership approach rooted in resilience, accountability, and an unwavering commitment to people.

Chris Borst – University of Alaska Anchorage - Blueprint Chris Borst is building a resilient, team-first facilities operation at the University of Alaska Anchorage, proving that strong people and culture are the foundation for keeping a campus running even in the toughest conditions.

Jeff Leamy’s career in maintenance is defined not just by longevity, but by evolution. Over more than three decades in the field and 26 years with Fiduciary Real Estate Development, Inc., he has transformed from a hands-on technician into a strategic leader overseeing operations across dozens of properties.

A major focus for Leamy has been workforce development. With fewer trade programs in schools and a shrinking labor pool, he has taken a proactive approach to building talent internally.

“Schools took away the trades, so you have to find people who are mechanically inclined and train them yourself,” he says.

Jeff Leamy – Fiduciary Real Estate Development, Inc. - Blueprint After several decades with Fiduciary Real Estate Development, Jeff Leamy is proving that great maintenance leadership is built by developing people, scaling smart operations, and never losing the hands-on passion that started it all.

Kortne Gosha, Senior Associate Athletic Director for Capital Planning at University of Nebraska-Lincoln, sits at the center of one of college sports’ most consequential questions: how do you modernize iconic venues, protect a self-sustaining financial model, and compete in an NIL-driven era defined by volatility?

As collegiate athletics absorbs constant turnover among student-athletes and coaches, capital planning has become less about concrete and steel and more about adaptability. At Nebraska, where football and volleyball are woven into the state’s identity, the stakes are amplified. The program has sold out football games since 1963, and volleyball has packed its arena for three decades. That loyalty is powerful, but it also raises expectations.

“We’re all dealing with these challenges,” Gosha says. “The landscape is changing quickly, and if you don’t evolve, you get left behind.”

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Joe McMurphy, Project Director at EC Electric, worked in multiple industries and roles, including as a touring musician, and is a third-generation International Brotherhood of Electrical Workers electrician.

Stepping into a general foreman role at a major paper mill rebuild in Eastern Washington, he learned to be responsible for a team and to be a problem solver. Since joining EC Electric in 2019, McMurphy has progressed from general foreman to project manager to senior project manager, and is now in a project director role with a broader portfolio scope.

McMurphy now oversees layered management and field leadership teams, along with many subcontractors and engineering firms, delivering multiple data centers in parallel.

Joe McMurphy – EC Electric - Blueprint From touring the Pacific Northwest in a punk band to leading hyperscale data center projects, Joe McMurphy’s journey shows how unconventional paths can produce disciplined, people-first leadership in the trades.

As director of facilities at Wind Creek Hospitality (Wind Creek Casino Chicago Southland), Pat Munley oversees a 255-room hotel, a 70,000-square-foot casino floor, and multiple food and beverage outlets operating around the clock.

Yet his leadership philosophy remains grounded in the same principles that shaped him as a stationary engineer and hands-on maintenance technician.

“My early experience in the trades taught me to respect the work before managing the people doing it,” Munley says.

Pat Munley – Wind Creek Hospitality - Blueprint From the mechanical room to the executive level, Pat Munley is driving 24/7 operational performance at Wind Creek Casino Chicago Southland through disciplined systems, strong culture, and practical leadership.

Morey Mossovitz Ed.D, Associate Athletic Director at Syracuse University emphasize adaptability. Syracuse’s recently completed football operations center was designed with movable signage and flexible design elements so spaces can evolve with current players and recruiting needs while still honoring program history.

Facilities are no longer simply brick-and-mortar structures. They are recruiting tools, storytelling platforms, and digital environments that help connect athletes and fans to a program’s identity.

“We’ve tried to be very digital heavy with our current athletes,” Mossovitz says.

Morey Mossovitz – Syracuse University - Blueprint Morey Mossovitz of Syracuse University explains how NIL, constant roster movement, and evolving fan expectations are forcing athletics leaders to rethink facilities, technology, and the overall student-athlete experience.

As director of administrative services and facilities for Stout, Norma Maldonado oversees workplace environments across the firm’s 26 offices, shaping how thousands of employees experience their day-to-day work.

Over the past year, Maldonado’s most prominent initiative has been the relocation of Stout’s corporate headquarters in Chicago. The move represented a broader shift in how the firm wanted its headquarters to function in a more flexible work environment.

“The design and development phase was especially enjoyable because it gave us the freedom to take creative risks that really paid off,” Maldonado says. “Seeing colleagues genuinely excited about the space made all the effort worth it.”

Norma Maldonado – Stout - Blueprint Norma Maldonado is helping redefine how Stout’s people work and connect by leading a company-wide transformation of office spaces built for flexibility, collaboration, and long-term growth.

Chris Mattila, Director of Construction Project Management at ATC, brings more than two decades of experience across utilities, portfolio oversight, and organizational transformation.

For Mattila, long-term success depends on building leadership capacity. He currently oversees a management team of experienced leaders with the potential to advance into executive roles. His focus is on preparing them for those opportunities while creating a pipeline of future leaders among staff project managers.

“The balancing act between leadership and development is hard, but it’s necessary,” Mattila says. “My charge is to develop those leaders to be more capable of taking on more roles in the company.”

Chris Mattila – American Transmission Co. - Blueprint Chris Mattila is helping transform American Transmission Co.'s project management organization by modernizing processes, developing future leaders, and positioning ATC to meet the demands of a rapidly evolving energy landscape.

Algonquin College's evolving campus tells a story of reinvention, and Mohamed Zeid, P.Eng, PMP has quickly become one of the professionals helping shape that narrative. As senior project manager, he operates at the intersection of infrastructure, experience, and long-term strategy, guiding complex capital projects that modernize facilities while keeping an active campus running.

Algonquin College is one of the largest publicly funded colleges in Ontario, Canada, serving learners across the Ottawa Valley and surrounding. It offers a broad portfolio of programs and maintains strong ties to its surrounding communities, including meaningful partnerships with First Nations and Indigenous groups.

“Every project has surprises. The key is staying calm and focused on solutions,” Zeid says.

Mohamed Zeid – Algonquin College - Blueprint Building trust into every project, Mohamed Zeid is helping transform Algonquin College's campus through people-first leadership, technical precision, and a clear focus on student experience.

Midwest Glass has been serving Brookings, South Dakota, and the surrounding area since 1974. That kind of longevity doesn’t happen by accident. It happens when a company takes care of people, does honest work, and shows up day after day, even when no one’s watching.

Midwest Glass does roughly $4.5 million in annual revenue and handles everything from residential windows and doors to commercial storefronts, aluminum doors, curtain walls, auto glass, fabrication, and custom showers. If it involves glass, the team can most likely source, install, and repair it.

When Seth Sayler stepped into ownership, the goal wasn’t to flip the company, modernize it for the sake of modernizing, or reinvent what already worked. The goal was simple: protect the people, enhance the culture, and create a clear path to team success.

Seth Sayler – Midwest Glass - Blueprint Seth Sayler is reshaping Midwest Glass by putting people, trust, and sustainability at the center of the business, proving that long-term success starts from the inside out.