At IMC 2025, Jonathan Guiney and Brendon Russ sit down with Nick Haase, co‑founder of MaintainX, to explore executive inaction—why leaders stall on decisions, how it puts reliability programs at risk, and what it takes to spark action before failure forces change.
How do you get the C-suite to care about reliability? Devin Hugie shares his journey from the shop floor to the boardroom, revealing why translating technical wins into financial value is the key to securing long-term support for your asset management programs.
Central San's reliability program has flourished not just through maintenance strategy, but by fostering a culture of leadership. Discover how their journey, which began in 2014, empowered leaders at every level to turn strategy into actionable tactics—a philosophy that earned them three prestigious Uptime Awards.
Discover how Kerry Ingredients, a company that reaches 1.2 billion people daily, transformed its operations and won an Uptime Award. Roger Ham and Muhammad Yusuf Bin Nazman reveal their secret to success: a people-first strategy that secured executive sponsorship and empowered a global team to move from a reactive culture to a proactive one.
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Listen to this podcast where we have a chat with Kendra Mock and Jon Cameron on their reliability journey to becoming CRL black belts to help you chart your own course towards CRL certification and beyond.
The need for executive sponsorship when launching, maintaining and improving an effective reliability strategy is paramount. See the difference in this Tale from the Shop.
When it breaks we are the heroes who come in to fix it quickly and cheaply then go away until it breaks again. Getting both the executives and the staff to focus on 'Don't Just Fix It; Improve it' approach takes different strategies.
Anyone trying to champion reliability in industry has experienced difficulty with obtaining funding from executive management for reliability improvement, regardless if requested from capital expense (CAPEX) or operating expense (OPEX) accounts.
Caught up in the throes of day-to-day existence, the difficult place to be is in the lap of another after-action root-cause failure analysis, a budget review meeting or shutdown/turnaround when your organization is trying to make step-function gains and improvements in maintenance and reliability performance.
All facilities and infrastructure assets deteriorate with time and use. To maintain the effectiveness and value of an asset, renewal work should be performed periodically, and when the asset has reached the end of its functional useful life, it should be replaced.
Reliability systems and standards rely heavily on executive sponsorship to drive change throughout an organization. However, the reality is that executive leaders have limited bandwidth and will not always be the initial drivers of change. “Bottom up leadership” can effect meaningful change, but what are the most important elements of effective “bottom-up leadership?”
CEO’s always name safety as a top priority. If they truly believed that, they would be active sponsors of the corporations reliability effort. If you believe in safety, you must believe in reliability.