CHIEF ENGINEER PLAYBOOK
Chief Engineer Success Playbook
Full-Service & Limited-Service Hotels Chapter 1 — Your First Day: Setting Up for Success
Chapter 2 — Daily Operations & Morning Stand-Up
Chapter 3 — Mastering Work Orders & Follow-Up
Chapter 4 — Preventive Maintenance Playbook
Chapter 5 — Team Leadership & Coaching
Chapter 6 — Safety, Compliance & Documentation
Chapter 7 — Vendor Management & Capital Planning
Chapter 8 — Communication with Leadership
Chapter 9 — Long-Term Success & Legacy
Chapter 1: Your First Day, Setting Up for Success
Purpose of This Chapter Your first day as Chief Engineer sets the tone for your leadership, expectations, and operational standards. This chapter establishes a structured approach to entering a new property with clarity, confidence, and strategy. The goal is not to "fix everything" immediately, but to assess, build relationships, understand systems, and create a clear action plan. This guide provides a standard path that leads to long-term success as a Chief Engineer. Key Responsibilities & Expectations on Day One
• Establish credibility through professionalism and structure • Understand the current operational status of the property • Review safety, compliance, and life safety systems • Assess team strengths, gaps, and morale • Review open work orders and PM compliance • Meet key leaders and set communication expectations • Begin building a 30-60-90-day action plan Detailed Guidance on Each Responsibility 1. Establish Leadership Presence Immediately Your first impression matters. Be visible, professional, and organized. Actions: • Arrive early • Walk the property (interior, exterior, roof if safe) • Introduce yourself to department heads • Hold a short team huddle with engineering staS Focus on listening more than speaking. 2. Conduct a Full Property Walk
This is not just a tour, but an operational assessment. Inspect: • Mechanical rooms • BAS • Fire riser room
• Generator and electrical rooms • Laundry and kitchen equipment • Roof conditions and RTUs • Guest corridors and high-visibility areas Take notes and take photos. Identify immediate safety concerns.
3. Transcendent Review & Work Order Status Log into Transcendent and Work Order system. Review: • PM compliance percentage • Overdue PMs • Open Work Instructions (WIs) • Aging guest work orders • Safety inspection records This provides a snapshot of operational discipline. 4. Evaluate Safety & Compliance Status Safety is non-negotiable. Verify: • Fire alarm and sprinkler inspection status • Emergency generator testing records
• Eyewash station logs • First aid kit readiness
• Documentation upload compliance Ensure binders are ready for inspection. 5. Meet with the General Manager Schedule a formal introduction meeting. Discuss: • Expectations • Current property challenges • Financial performance of engineering • Upcoming inspections or audits • Pending capital projects • Associate concerns Establish a weekly one-on-one meeting rhythm immediately. 6. Assess Your Team Understand who you have before making changes. Evaluation: • Skill sets
• Certifications • Strength areas • Development opportunities • Work ethics and morale
Ask each engineer:
• What works well here? • What needs improvement? • What support do you need?
7. Begin a 30-60-90 Day Plan Your first day should end with a structured outline.
30 Days:
• Stabilize PM compliance • Address urgent safety issues • Build relationships
60 Days:
• Improve work order flow • Identify training needs • Review vendor contracts
90 Days:
• Present capital outlook • Improve department KPIs • Develop team succession plan
Supporting Resources • Transcendent Dashboard & Reports • Atrium SOP Library • Safety & Compliance Manuals
• Vendor Inspection Reports • Previous CapEx Submissions • Property Master Plan • P&L Reports Training Your Team (Step-by-Step During Transition) 1. Hold introductory meeting 2. Set clear expectations for PM completion (3–5 EPMs & RPMs daily as applicable) 3. Review safety priorities 4. Assign roles clearly 5. Walk systems together
6. Reinforce communication expectations 7. Schedule follow-up check-ins Best Practices & Lessons Learned
• Do not make major changes in the first 48 hours • Observe patterns before adjusting processes • Prioritize safety and guest-impact items first • Build trust before enforcing strict accountability • Document everything from Day One • Stay in Transcendent daily • Communicate early with leadership Visual Framework: First Day Priority Order Safety → Operations → People → Planning → Improvement Closing Thought Your first day is not about proving you know everything, it is about demonstrating leadership, structure, and intentional direction. A successful Chief Engineer builds a strong foundation before driving change. By following this structured approach, you create stability, credibility, and a clear path forward. This playbook is designed to guide you step- by-step so that your first day becomes the beginning of long-term success, not reactive survival.
Chapter 2: Daily Operations & Shift Stand-Ups Introduction
Daily Operations and Daily Shift Stand-Ups work together to create structure and clarity within the engineering department. Daily operations identify system status, priorities, and risks, while shift stand-ups communicate that information to the team and turn it into action. When aligned, these practices ensure consistency, accountability, and proactive maintenance across all shifts, forming the foundation of an eSicient and reliable operation. This chapter outlines how disciplined daily routines combined with intentional shift communication form the backbone of proactive maintenance, eSicient labor management, and a strong service culture within the engineering department.
1. Key Responsibilities & Expectations Daily Operations • Establish consistent AM/PM routines with daily critical checks specific to your property • Review BAS/HVAC systems to ensure building comfort and proper equipment operation • Review of all previous-day work orders (Transcendent, GXP, BOT) • Monitor daily engineering platforms (Workday, Hotel ESectiveness, ProfitSword, Coupa, Teams productivity sheet, Brand Systems) • Pull and review key daily reports (OOO rooms, Work Inquiry reports, Productivity logs) • Assign daily work orders and responsibilities to engineering staS • Conduct daily property walks and check in with department leaders for engineering concerns • Maintain clear communication with Front OSice, Kitchen, Housekeeping, Food & Beverage, and Banquets Daily Shift Stand-Ups • Review all pass-on reports and understand the day’s events, groups, and site pressures • Promote transparency—coach on mistakes, review wins, and share operational priorities • Recognize associates (birthdays, anniversaries, Spirit station, Associate of the Month) • Review current OOO rooms and plan recovery strategy • Ensure all associates understand their assigned tasks, special projects, and time- sensitive items • Ensure proper shift pass-down documentation for properties without overnight coverage
• End every stand-up with the safety/eSiciency check-in question: “Is there anything you need to complete your tasks more eaiciently, safely, or anything you want to bring up for the department?”
2. Detailed Information for Each Point
Daily Operations A. Consistent AM/PM Routine & Daily Critical Checks Consistence ensures nothing is missed. Critical checks may include: • Chiller/boiler readings • Water temperatures (domestic hot water, pool)
• Fire panel inspection • Elevator status checks • BAS comfort review • Kitchen equipment temps • Mechanical room walkthrough Benefits: Prevents reactive emergencies and ensures systems are functioning before guests are impacted. B. Review BAS/HVAC System Review for:
• Alarms or oS-line equipment • Irregular temperature zones • Override conditions
• High/low humidity alerts • Unusual energy usage This ensures building comfort and prevents complaints before they occur. C. Review of All Work Orders from Prior Day
Check:
• Incomplete work orders • Repeated issues • Guest satisfaction impacting tasks • High-priority PM misses • Safety-related items This maintains workload accuracy and prevents things from falling through the cracks. D. Review of All Platforms Used in Engineering You may interact with: • Workday – Payroll, timekeeping, onboarding • Hotel Eaectiveness – Labor tracking • ProfitSword – Financial and labor forecasting • Coupa – Purchasing and PO control • Teams Sheet – Engineering productivity and tracking • Burton Energy – Energy performance tracking • Brand Systems – Depending on Hilton, Marriott, Hyatt, or IHG Benefit: Daily monitoring ensures financial control, accountability, and compliance with Atrium processes. E. Pull Essential Daily Reports Typical daily reports: • Out of Order (OOO) Room Report • Work Order Inquiry List (pending, aging, repeated issues) • Productivity Report from Teams • Vendor follow-ups • Major equipment down-time log These reports help prioritize the day and plan resources eSectively.
F. Assign Daily Work Orders Assignments should be: • Skill-level appropriate
• Balanced (fair distribution) • Clear and time-bound • With follow-up expectation
Use:
• Transcendent, BOT, GXP • Whiteboard or ledger G. Chief Engineer Daily Walk Walk areas such as: • Lobby
• Restaurant & bar • Back of house areas • Kitchen and dish room • Mechanical spaces
• Guest corridors • Public restrooms • Pool & fitness center
During walk:
• Look for guest-impact issues • Ensure cleanliness and safety • Engage with guests and staS • Identify opportunities for coaching or work orders H. Daily Interdepartmental Check-Ins Check with: • Housekeeping: OOO rooms, maintenance issues • Front OSice: VIP arrivals, complaints, room readiness
• Kitchen: Equipment issues • Banquets: Event setup needs
• F&B: Equipment reliability • Sales: Group/meeting expectations This maintains alignment with the hotel operation.
Daily Shift Stand-Ups
A. Review Pass-On Reports & Site Events Shift stand-up should begin with: • AM/PM/Overnight notes • Security logs • Housekeeping pass-on notes • Brand system updates
• Group arrivals and departures • VIP arrivals • Scheduled maintenance and vendor visits
B. Promote Transparency Culture of learning: • Address errors constructively (teach, don’t punish) • Explain the impact of mistakes (guest experience, cost, safety) • Celebrating successes and improvements This ensures everyone understands expectations and feels accountable. C. Recognize Associates Examples: • “Associate of the Month” • Birthdays • Work anniversaries
• Spirit points / Above & Beyond moments • Special acknowledgments for PM completions or big saves
Recognition boosts morale and team engagement. D. Review Out of Order Rooms Discuss: • Reason for OOO • Required parts or vendors
• Estimated return-to-inventory time • Assigned engineer • Risks (group arrivals, occupancy spikes) Goal: Minimize revenue loss by prioritizing recoveries. E. Conduct the Daily Shift Stand-Up Meeting Discuss: • Assignments and expectations • Safety focus (daily safety message) • Critical system alerts • Vendor visits for the day • Deadlines (PM cycles, inspections) • Team concerns or needs Keep it under 10 minutes but ensure clarity.
F. Required Pass-Down Notes for Sites with No Overnight Shift A standardized pass-down is critical. Below is a simple template: Daily Engineering Pass-Down Note Template (key points, add to what fits for your site) Date: MM/DD/YYYY Prepared by: Shift Coverage: • Engineers worked: • Engineers scheduled for the next shift: Outstanding Issues: • OOO Rooms: • Equipment failures: • Safety concerns: • Vendor follow-ups: • Escalations or emergencies handled: Unfinished Work Orders: (List WO#, description, status, next steps) Point of Contact: • On-call Engineer: • Manager on Duty: Additional Notes:
(Any guest-impacting or operational- impacting items G. End Every Stand-Up with This Required Question “Is there anything you need to complete your tasks more eaiciently or safely? Any concerns in the department?” Purpose: • Encourages communication • Identifies issues early • Reinforces safety leadership Supporting Resources Atrium Hospitality Resources:
• Atrium SOPs for Daily Operations • Atrium PM Guides & Checklists • Atrium Work Order Flow SOP • Workday Training Modules • Brand-specific Engineering Manuals External Resources: • Manufacturer manuals for HVAC, boilers, kitchen equipment • YouTube manufacturer instruction channels • Fire alarm and life safety vendor guides • Fellow Chief Engineer
3. Training Your Team (Step-by-Step) A. Explain the purpose of daily operations & stand-ups B. Demonstrate the workflow C. Practice together (shadow walk, BAS review, report pulling) D. Assign roles (rotating daily critical checks, report pulls, stand-up leadership) E. Coach and correct gently and consistently F. Evaluate progress weekly G. Reinforce best practices during stand-ups 4. Shortcuts, Best Practices & Tips • Use a priority board • Create “quick reset guides” for common equipment • Screenshot BAS alerts and teach them how to correct issues • Use a 5-minute safety share each morning • Don’t skip stand-up consistency builds discipline
• Keep meetings short; engineers retain more when concise • Cross-train engineers to lead stand-ups occasionally • Use Teams or Group Chat for real-time communication Closing Statement
Daily operations and shift stand-ups are the heartbeat of an eSective engineering department. By following the daily routines and stand-up principles outlined in this chapter, you create a disciplined operating rhythm that supports guest satisfaction, asset reliability, and team engagement. More importantly, you reinforce a culture where engineers are informed, prepared, and confident in their responsibilities. Use this guide daily, refine it to fit your property’s needs, and lead by example. Strong daily operations paired with eSective shift stand-ups will elevate your department’s performance and set the standard for operational Chapter 3 — Mastering Work Orders & Follow-Up Purpose of This Chapter
Work order management is the backbone of an eSective engineering department. It directly impacts guest satisfaction, operational eSiciency, and team accountability. Mastering work orders means more than completing tasks requires tracking, prioritizing, communicating, and following up until full resolution. This chapter outlines how to eSectively manage systems such as GXP, BOT, Transcendent and other work order systems to ensure no issue is missed and all work is completed to standard. Key Responsibilities & Expectations • Review all open work orders daily (GXP, BOT, Transcendent) • Prioritize guest-impact and safety-related issues first • Ensure no work order remains open without clear status or plan
• Follow up on all work orders exceeding 24 hours • Maintain accurate and detailed documentation
• Communicate status updates with leadership and departments • Hold team members accountable for completion and quality
Detailed Responsibilities 1. Daily Work Order Review
Every day begins with reviewing all systems: • GXP – Guest-related service requests • BOT/Work order app (if applicable) – Real-time operational tasks • Transcendent – Internal engineering work orders and PMs Review for: • Open work orders – read the notes from the engineer • Aging tickets – For example: Must be closed within 7days max. • Repeat issues – For example: clogged drain from the same room, HVAC issue from the same room etc.… • Guest-impact items – HVAC, TV, Phone and water issues This ensures full visibility of department workload. 2. Prioritization of Work Orders
Not all work orders carry equal importance. Priority order: 1. Safety issues 2. Guest-impact issues (occupied rooms, public areas) 3. Out of Order (OOO) rooms 4. Operational support (kitchen, laundry, back of house) 5. Preventative maintenance tasks Clear prioritization improves eSiciency and guest satisfaction. 3. 24-Hour Follow-Up Rule Any work order open longer than 24 hours must have: • A documented reason • A clear action plan • Communication to leadership or aSected departments Common reasons: • Awaiting parts
• Vendor scheduled • Access limitations Never allow a work order to sit without updates.
4. Documentation Standards All work orders must include: • Clear problem description • Actions taken • Parts used • Next steps (if not complete) • Completion notes Good documentation:
• Protects the department • Supports capital requests • Tracks repeat issues 5. Communication & Transparency Work orders are not just internal—they impact the entire hotel. Communicate with: - set weekly follow-up meetings - • Front Desk (guest issues, room status) • Housekeeping (OOO rooms, maintenance concerns) • Leadership (major issues or delays) Use: • In person verbal communication • Email for documentation (best form to use) • System updates (GXP/Transcendent notes) – mostly used for engineer team 6. Accountability & Follow-Through Set expectations with your team: • Work orders must be completed on the same day • Updates required if cannot be completed on the same day • Quality of work matters as much as speed Daily review of assignments ensures accountability. Supporting Resources
• Transcendent Work Order System • GXP Guest Response Platform • BOT/Work order Systems • Atrium SOPs for Work Order Management • Department communication logs Training Your Team (Step-by-Step)
1. Explain importance of work orders and guest impact 2. Train on system usage (GXP, BOT, Transcendent)
3. Demonstrate proper documentation 4. Assign sample work orders for practice 5. Review completed work orders together
6. Coach on prioritization and time management 7. Reinforce expectations during daily stand-ups Best Practices, Shortcuts & Tips • Start every shift by reviewing open work orders • Use filters in systems to identify aging tickets • Group work orders by location to save time • Follow up mid-shift, not just end of day
• Take photos for major repairs • Communicate delays early • Keep notes simple but clear Visual Framework: Work Order Flow Request Created → Assigned → In Progress → Follow-Up → Completed → Documented → Closed Closing Statement Mastering work orders is essential to running a disciplined and successful engineering department. When work orders are managed with consistency, urgency, and clear communication, they drive accountability, improve guest satisfaction, and strengthen operational performance. By using systems like GXP, BOT, and Transcendent eSectively, and enforcing strong follow-up practices, you ensure that no issue is overlooked and every task is completed to the highest standard.
Chapter 4: Preventative Maintenance (PM) Playbook
Key Responsibilities & Expectations
• Know your building systems and all major equipment • Know your team’s skill levels, strengths, and development opportunities • Ensure Transcendent is set up correctly and accurately • Maintain daily PM productivity expectations: o 3–5 Equipment PMs (EPMs) per each engineer per day o 3–5 Room PMs (RPMs) per day • Review Transcendent daily to ensure PM compliance • Addresses missed expectations through coaching and teaching—not discipline first • Assign PMs strategically to balance eSiciency and team development • Prioritize WIs from inspections • Maintain consistency, follow-up, and documentation in Transcendent • Ask for help when needed and leverage peer and RDOF support • Use preventative maintenance to extend equipment life and reduce cost Detailed Information on Each Responsibility 1. Know Your Building & Equipment A successful PM program starts with understanding your assets. This includes: (reading site plans) • HVAC systems (chillers, boilers, RTUs, PTACs) • Electrical distribution • Plumbing and domestic water • Fire/life safety systems • Elevators
• Kitchen and laundry equipment • Pools, spas, and water features
Know:
• Equipment age and style
• Warranty status • Manufacturer requirements • Failure history • Inspection and code requirements The better you know your building, the more eSective your PM strategy will be. 2. Know Your Team Every engineer has diSerent strengths. Understand: • Who excels at HVAC vs plumbing vs electrical This knowledge allows you to: • Assign PMs eSectively
• Avoid overloading individuals • Build skills intentionally • Develop stronger, more versatile engineers
• Who works eSiciently on RPMs • Who needs exposure to certain equipment • Who can work independently vs who needs guidance
3. Ensure Transcendent Is Set Up Correctly Transcendent should support your team—not create unnecessary work. Verify: • Correct PM frequencies • Accurate asset lists • No duplicate assets or unnecessary PMs • Work Instructions tied to inspections Incorrect setup leads to: • Missed PMs • Duplicate work • Compliance risk • Frustration and burnout
4. Daily PM Productivity Expectations Set clear expectations:
• Each engineer completes 3–5 EPMs daily • Assigned engineer completes 3–5 RPMs daily These are expectations—not punishments. Productivity may vary due to: • Emergencies
• Guest-impact issues • Vendor coordination • Parts delays Consistency over time matters more than perfection in a single day. 5. Daily Review of Transcendent The Chief Engineer should be in Transcendent every day . Daily checks include: • PM completion rates • Open and overdue PMs
This daily visibility allows you to: • Identify issues early • Adjust assignments • Maintain compliance • Build recovery plans
• WIs follow ups • Aging work orders • Productivity by associate
6. Coaching When Expectations Aren’t Met If PM expectations are not met: • Have a conversation—not a confrontation • Ask what happened • Listen first
• Identify barriers • Teach better methods • Adjust workload if needed
Always remember: Things happen that we cannot control. Use these moments as learning opportunities. 7. Strategic PM Assignments (Eaiciency + Growth)
Assign PMs intentionally: • Give critical or complex PMs to engineers who can handle them • Assign 1–2 unfamiliar PMs to engineers learning new systems • Pair less experienced engineers with stronger technicians when possible This approach: • Keeps PMs on track • Build confidence for development • Strengthens your team knowledge of the assets • Prevents engineers from getting bored doing the same PM 8. Staying in Transcendent = Staying Successful Being in Transcendent daily allows you to:
• Know where you stand • Anticipate problems
• Remain compliant • Support your team proactively
PM success is driven by visibility and follow-up , not guesswork. 9. WIs Are a Priority WIs come from inspections and audits and must be treated as high priority. If a WI cannot be completed immediately: • Leave the work order open and adding notes in comments • Document the plan clearly • Note parts, vendors, or scheduling needs • Complete it as soon as possible Never close a WI without resolution. 10. Consistency & Follow-Up PM success is not about big pushes—it’s about daily discipline. Key habits: • Daily reviews
• Weekly catch-up plans • Monthly trend analysis • Clear documentation • Follow-through on commitments Consistency builds trust, compliance, and reliability. 11. Ask for Help Asking for help is a strength. Use: • Fellow Chief Engineers • RDOFs • Corporate resources There are no bad questions, only missed opportunities to improve. 12. Team Strength = Equipment Longevity The stronger your team: • The better the PM execution • The longer equipment lasts • The fewer emergencies occur • The more money the property saves Preventative maintenance protects both people and assets . Supporting Resources Atrium Resources • Transcendent PM Setup Guides • Atrium PM SOPs • Inspection & WI SOPs • Asset Management Standards • Workday Training
• RDOF Coaching & Support • Historical PM and failure data
External Resources
• Manufacturer manuals • Vendor PM checklists • Online technical training libraries Training Your Team (Step-by-Step) 1. Explain the purpose of PMs 2. Review equipment and PM checklists 3. Demonstrate proper PM execution 4. Allow hands-on practice 5. Coach and correct in real time
6. Document training 7. Rotate PM exposure 8. Review progress weekly 9. Reinforce expectations consistently
Best Practices, Tips & Shortcuts • Build PM days into the schedule intentionally • Use checklists—don’t rely on memory • Take photos during PMs • Teach engineers why tasks matter • Spread PMs evenly across the month • Keep PMs realistic and achievable • Track repeat failures to refine PMs • Celebrate PM wins and compliance milestones • Never sacrifice safety for speed Diagrams & Checklists Daily PM Review Checklist • Reviewed Transcendent PM dashboard
• Checked overdue PMs • Reviewed WIs
• Verified productivity expectations • Adjusted assignments if needed • Following up with team members PM Assignment Strategy Diagram Critical PMs → Experienced Engineer Learning PMs → Developing Engineer WIs → Priority Assignment RPMs → Balanced Across Team PM Coaching Conversation Guide 1. What prevented completion? 2. What support is needed? 3. What can we adjust? 4. What’s the plan moving forward? 5. Follow up and reinforce success
Chief Engineer Playbook to Success
Closing Statement Preventative maintenance is the foundation of a reliable, safe, and cost-eSective engineering operation. When PMs are executed consistently, tracked accurately, and coached with intention, they protect the property’s assets, reduce emergency repairs, and extend equipment life. More importantly, a strong PM program develops stronger engineers by building knowledge, accountability, and confidence. This playbook is designed to help you stay proactive, compliant, and in control of your operation. By remaining engaged in Transcendent daily, setting clear expectations, and supporting your team through coaching and collaboration, you create a culture where preventative maintenance is not just a task— but a shared responsibility and a key driver of long-term success.
Chapter 5: Team Leadership & Coaching
1. Key Responsibilities & Expectations • Creating a transparent and open communication culture with the team • Develop, mentor, and grow each engineer based on skill level • Hold consistent 1-on-1 meetings and provide individualized coaching • Perform refresher training on common issues, gaps, and repeat deficiencies • Define and model the diSerence between leadership and coaching • Set clear expectations, goals, and accountability standards • Lead through influence, consistency, professionalism, and hospitality values • Build readiness and bench strength through cross-training 2. Detailed Information for Each Point: Creating a Transparent Communication Culture Transparency builds trust and alignment. Engineering teams work best when expectations, feedback, and operational updates are communicated clearly and without surprises. Key practices: • Share daily priorities during stand-ups or shift pass-downs.
Chief Engineer Playbook to Success
• Clearly explain why decisions are made, especially assignments and corrective actions. • Use honesty and objectivity when discussing performance or property needs. • Encourage associates to speak up, ask questions, and oSer solutions. Benefit: Engineers understand the “why,” not just the “what,” leading to better ownership and buy-in. Developing Each Engineer Based on Skill & Career Path Great Chief Engineers identify strengths, weaknesses, and future opportunities for each team member. Development includes: • Creating skill profiles for each engineer (HVAC, electrical, plumbing, kitchen equipment, PM discipline, etc.)
• OSering training resources and hands-on practice • Setting personal development goals each quarter
• clearly identifying what Level 1, Level 2, ACE, or Chief-ready skill sets look like Benefit: You build a pipeline of ready internal candidates and reduce reliance on external hires. Conduct Regular 1-on-1 Coaching Meetings Scheduled one-on-ones help maintain accountability and provide private time for
coaching. Structure: 1. Lead with positive reinforcement
2. Discuss challenges or performance concerns 3. Identify training needs or misunderstandings
4. Set specific action items 5. End with two questions:
o “What do you need from me?” o “What can you take ownership of moving forward?”
Chief Engineer Playbook to Success
Benefit: Engineers feel supported, valued, and held accountable in a fair, consistent manner. Provide Refresher Training on Common Issues Engineering departments face recurring opportunities such as: • Guest rooms are not cooling • PTAC resets • Kitchen equipment resetting • Breaker tripping • Door lock issues • PM failures • Safety procedures Refresher training should: • Be hands-on whenever possible • Include SOPs, equipment manuals, and vendor guidance • Address how to diagnose, not just how to fix • Document on a training log Benefit: Reduces repeat service calls, saves labor hours, and improves guest satisfaction. Explain the Diaerence Between Leadership & Coaching Both matters but they serve diSerent purposes:
Leadership
Coaching
Sets direction, expectations, and accountability Builds skill, confidence, and competency
Focus on operational success
Focus on individual growth
Drives team culture and performance
Provides specific guidance and feedback
Decision-making and delegation
Teaching, mentoring, correcting
Chief Engineer Playbook to Success
Engineers often respond better when they understand which mode you are in during a conversation. Set Clear Expectations & Accountability A team performs best when expectations are consistent, fair, and measurable. Examples: • PM completion rates and deadlines • House calls response time • Uniform and professionalism standards • Shift duties and pass-down notes • Safety protocols and lock-out/tag-out compliance Use written expectations during onboarding and reinforce them regularly. Lead Through Influence, Not Authority Hospitality engineering requires a leadership style built on respect and professionalism. Key behaviors: • Stay calm under pressure • Lead by example—uniform, attitude, urgency • Be approachable and patient • Give credit publicly and coach privately • Build a reputation for fairness and consistency Build Bench Strength Through Cross-Training Every engineer should be able to cover essential functions when needed. Cross training examples: • Preventive maintenance rotation • Plumbing resets and basic troubleshooting • Kitchen equipment basics • Electrical safety and breaker identification
Chief Engineer Playbook to Success
• Fire system awareness • HVAC filter changes and diagnostics Benefit: You reduce single points of failure and strengthen the department’s operational readiness. Supporting Resources You can direct your team to the following: Atrium Hospitality Resources Link : The Atrium - Home • Atrium Engineering Standards & SOPs • Atrium Workday training modules • Atrium Ladder Program training materials • Atrium Safety SOPs and LOTO policies • Atrium PM Guides and checklists • Atrium SharePoint: Engineering & Facility Resources • HR training modules for coaching, conflict resolution, and leadership behaviors External Resources • Manufacturer equipment manuals for PMing (HVAC, PTAC, Kitchen Equipment, Fire Panel, Pool Equipment) • YouTube manufacturer channels for training (Vulcan, Trane, Carrier, Hobart, etc.) • Safety training websites • Vendor-led learning sessions – Reach out to vendor representatives • Technical schools or online engineering fundamentals modules – Atrium does pay for schooling, Reach out to HR for more information. How to Train Your Team (Step-by-Step) 1. Set the Standard • Explain expectations clearly • Walk the team through the “why” behind the standard 2. Demonstrate
Chief Engineer Playbook to Success
Show them the proper technique or behavior. 3. Let Them Try Hands-on practice is the most eSective method. 4. Correct & Coach Provide feedback in real time. 5. Document Training Use a training log or sign-oS sheet. 6. Follow Up Check progress during future shifts or one-on-ones. 7. Reinforce Regularly Refresher training should be part of the monthly routine. Shortcuts, Best Practices & Tips • Document everything — coaching, issues, progress, and training • Use a whiteboard in the shop for priorities and daily tasks • Build a “skill matrix” to quickly identify who can handle what • Never coach in anger — delay if needed • Assign stretch tasks to build confidence • Use positive reinforcement first — it increases buy-in • Reward behaviors, not just results • Have your team teach one another — peer teaching is powerful • Walk the property daily with diaerent team members to build knowledge and coaching moments • Use clear job aids like pictures, diagrams, and step-by-step guides Checklists & Visual Aids Team Leadership Weekly Checklist • Conduct 1-on-1 meetings
Chief Engineer Playbook to Success
• Review engineer performance and workload • Provide at least one coaching moment • Conduct hands-on refresher training • Update skill matrix • Recognize at least one engineer for good work
• Review safety compliance • Communicate weekly goals
Skill Matrix Example
Kitchen Equip
PM Discipline
Leadership Potential
Engineer HVAC Plumbing Electrical
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Lisa
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Alex
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Growing
Closing Statement Team leadership and coaching are the foundations of a successful engineering department. As a Chief Engineer, your legacy is not defined only by the equipment you repair or the projects you complete, but by the people you develop along the way. This chapter provides the framework to help you lead with transparency, consistency, and purpose—ensuring your engineers to feel supported, challenged, and empowered to grow. When you communicate openly, coach with intention, and invest in the individual strengths of each team member, you build a culture of trust and accountability. The result is a department that operates with confidence, pride, and professionalism, one that reflects the high standards of Atrium Hospitality. Use these tools to elevate your team, strengthen your leadership style, and create an environment where every engineer understands their value and their potential. The more you pour into your people, the more capable, resilient, and successful your entire operation becomes.
Chief Engineer Playbook to Success
Chapter 6: Safety, Compliance & Documentation Playbook Purpose of This Chapter
Safety, compliance, and documentation are core responsibilities of the Chief Engineer and directly impact guest safety, associate wellbeing, and legal protection for the property and Atrium Hospitality. This chapter provides a structured, repeatable approach to managing safety programs, inspections, and documentation while remaining compliant with corporate standards, AHJ requirements, and brand expectations. 1. Key Responsibilities & Expectations • Maintain a proactive, documented safety culture • Ensure full compliance with corporate, brand, and AHJ regulations • Keep accurate, audit-ready documentation across all platforms • Lead and document Safety Committee meetings • Verify all life safety systems function as designed • Train and coach associates on safety expectations and procedures 2. Detailed Information and Responsibilities Know Your Building & Equipment • Understand all life safety systems: fire alarm, sprinkler, fire pump, elevators, generators, emergency lighting, eyewash stations, CO detectors, and pressure vessels • Know inspection frequencies (weekly, monthly, quarterly, semi-annual, annual) • Understand how systems interact during emergencies Safety Committee Meetings (Quarterly) • Conduct quarterly Safety Committee meetings (include AM and PM shifts)
• Maintain meeting minutes (AI note taker may be used if needed) • Track resolutions to old topics with estimated completion dates • Discuss new issues and current safety concerns • Highlight seasonal or trending safety topics Safety Communication & Posting
Chief Engineer Playbook to Success
• Maintain a Safety Committee bulletin board accessible to all associates • Post safety calendars and corporate-mandated safety posters • Ensure posters meet current corporate and regulatory requirements Hazardous Materials & PPE • Ensure proper hazmat storage in all departments using chemicals • Maintain updated MSDS/SDS folders • Verify PPE is readily available and appropriate for tasks performed Local AHJ & Regulatory Awareness • Understand local Health Department, Fire Department, and state-specific requirements • Recognize that regulations vary by state, jurisdiction, and climate First Aid & Emergency Preparedness • Maintain stocked first aid kits and replenish as needed • Verify emergency contact information is current Safety Inspections in Transcendent • Complete and document weekly, monthly, and annual safety inspections • Inspections include: o Eye wash stations o Fire riser valves o Emergency lighting o Safety documentation uploads o PLASMA Documentation Platforms & Resources • Transcendent – PMs, inspections, document compliance uploads • MESH – Corporate safety and compliance tracking • State & AHJ Websites – Local regulations and inspection criteria
Chief Engineer Playbook to Success
• Vendor Portals (e.g., JCI XAAP) – Fire and life safety inspection documents • Atrium SharePoint – SOPs, training materials, safety standards Transcendent Documentation Standards • Required Naming Format: (Year – Vendor – Asset/Service Type – Frequency Q / M / SA / A) Transcendent Document Compliance Uploads: • AST Diesel Tank Annual • Backflow Annual • Chiller Inspection Annual • Cooling Tower Cleaning Annual • Elevator Inspection Annual • Emergency Generator & Load Bank Annual • Fire Alarm (Annual & Semi-Annual)
• Fire Drill Records Annual • Fire Extinguisher Annual • Fire Pump Annual
• Fire Sprinkler (Annual & Quarterly) • Hood Suppression Semi-Annual • Pressure Vessels Annual • Water Safety (Legionella) Semi-Annual • Winterization Annual Physical Binder Compliance (Inspector Ready) Maintain 3-ring binders for quick access during inspections: • Admin Audit Binders – (Folder can be combined as long it is in the same subject
and label properly) • Pest control logs
Chief Engineer Playbook to Success
• Grease trap records • Emergency backup keys • Fire drills • Fire alarm & sprinkler records • Fire extinguishers & suppression systems • Emergency lighting • Backflow • Eyewash stations • MSDS/SDS • Elevators • CO detectors • Emergency generator • Fire pump • Property Master Plan
3. Training Your Team (Step-by-Step) 1. Review safety expectations during onboarding 2. Conduct refresher training during shift stand-ups 3. Walk systems in the field and explain purpose and risks 4. Assign associates to assist during inspections 5. Review Transcendent documentation together 6. Use inspection findings as coaching opportunities 4. Best Practices, Shortcuts & Tips • Treat documentation as protection, not paperwork • Always stay inspection-ready—never scramble • Upload documents immediately after receipt
Chief Engineer Playbook to Success
• Keep both digital and physical backups • Use checklists to avoid missed inspections • Ask for help from RDOF, peers, or Corporate Safety—no question is a bad question
Visuals & Checklists (Recommended) • Safety inspection frequency chart • Life safety systems map • Transcendent documentation checklist • Quarterly Safety Committee agenda template Closing Statement
Safety, compliance, and documentation are fundamental responsibilities of the Chief Engineer and are non-negotiable in protecting our guests, associates, and the organization. A strong safety program is built on knowledge of the building, disciplined inspections, accurate documentation, and consistent follow-up. When these elements are managed proactively, they reduce risk, support regulatory compliance, and ensure the property always remains inspection ready. This chapter serves as a guide to help you lead safety with structure, accountability, and confidence. By maintaining life safety systems, documenting correctly in Transcendent, and engaging your team through training and communication, you reinforce a culture where safety is everyone’s responsibility. Use this playbook as a daily reference, remain consistent in execution, and remember that strong safety leadership not only protects the property, and it demonstrates professionalism, credibility, and care for every person who enters the building.
Chapter 7: Vendor Management & Capital Planning
Vendor Management 1. Key Responsibilities & Expectations:
• Vet vendors to ensure they meet Atrium Hospitality standards. • Use Avendra as the primary resource for pre-approved vendors. • Be upfront about expectations and require consistent proposal formatting.
Chief Engineer Playbook to Success
• Compare all proposals and service costs with historical data and prior visits (as needed). • Verify all vendor findings before approving repairs or replacements of equipment. o Use RDOF and other chiefs as resources if unsure. • Ensure vendors follow hotel safety, access, and professionalism standards. • Manage vendor communication, scheduling, compliance, and documentation. • Train engineering staS in vendor oversight and verification skills. • Maintain accurate records of vendor performance, contracts, and PM logs. • Protect operating and CAPEX budgets through proper validation and negotiation. 2. Detailed Information on Each Responsibility: Vetting & Selecting Vendors • Confirm vendor qualifications through Avendra or ensure they meet Avendra- equivalent requirements (insurance, licensing, background, references). • Ensure the vendor understands hospitality-specific expectations: o Non-disruptive work o Cleanliness o Guest-impact awareness o After-hours or early-morning service when needed Standardized Proposal Requirements Require a consistent and complete proposal format containing: • Full scope of work (SOW) • Labor breakdown • Materials list + markup rate • Timeline for completion • Warranty terms • Any additional fees (trip charges, fuel, disposal, environmental fees)
Chief Engineer Playbook to Success
This allows for apples-to-apples comparison across vendors. Using Avendra • Source pre-vetted vendors with competitive pricing. • Avendra will check pricing for preferred vendors. • Review past work history with your property. • Utilize national pricing and contract templates. • Ensure vendors comply with Atrium standards automatically. Comparing Historical Costs • Review previous invoices and PM reports. • Compare labor hours, materials used, and service frequency. • Ask direct questions when numbers don’t align: o “Why is this labor estimate higher than last year?”
o “Have material costs increased or is a diSerent component being used?” Verifying Vendor Findings This is a core responsibility, not optional. A Chief Engineer must verify every vendor’s finding before approving work. This includes: • Reviewing the vendor’s report, photos, readings, and diagnostics. • Comparing findings with your team’s notes and PM history. • Conduct your own basic troubleshooting to confirm the issue. • Requesting evidence (leak logs, error codes, test readings, thermal images). • Asking clarifying questions: o “Show me the failed component.” o “What readings confirm this diagnosis?” o “Is there a repair option before replacement?” • Obtaining a second opinion for major or conflicting findings. (Utilize RDOF and Chiefs)
Chief Engineer Playbook to Success
Why It Matters: To prevent unnecessary costs, avoid misdiagnosis, protect the asset life cycle, maintain credibility with management, and ensure transparency. This verification step is one of the most impactful actions a Chief Engineer can take. Monitoring Vendor Performance Evaluate each vendor: • Timeliness • Communication • Work quality • Accuracy of diagnostics • Clean-up practices • Price fairness • Need for callbacks Tip: Track performance in a simple excel rating log (1–5 stars). Budget Alignment • Validate costs through historical comparisons and evidence-based verification. • Use multi-year agreements for high-cost systems to reduce spending o Reach out to RDOF for these scenarios. • Negotiate trip fee reductions or bundled service visits (Atrium best practice). 3. Supporting Resources Internal Resources • Avendra vendor database • Atrium SOPs: Link: The Atrium - Home is a SharePoint with resource to look up Atrium SOPs. o Procurement o Vendor Relations o PM Programs
Chief Engineer Playbook to Success
o Safety Procedures • Corporate risk management tools • Historical invoices & service logs External Resources • Service manuals
o Contact specific Vendor and reach out for a service manual or on their website. • Manufacturer training portals on their website o Reach out to vendor/manufacturer for access if needed.
• OSHA contractor safety guidance • Licensing verification websites o Through local or state • Vendor-provided guides and spec sheets 4. Training Your Team (Step-by-Step) – Transparency Step 1 – Overview Explain the full vendor management workflow:
• How we choose vendors • Why verification is required • Budget impact • Safety and accountability Step 2 – Proposal Review Training Show team members:
• What a complete proposal looks like • Fee structures and common red flags • How to compare proposals using a side-by-side method Step 3 – Verification Skills Training
Chief Engineer Playbook to Success
Use real examples:
• Review of past vendor report • Compare to PM logs • Identify questionable findings
• Demonstrate how to perform independent checks • Practice asking follow-up questions professionally Step 4 – Shadowing Vendors Assign team members to: • Escort vendors • Observe diagnostic steps • Capture notes and photos • Ask clarifying questions (with your guidance) Step 5 – Hands-On Practical Testing Give team assignments: • Verify a finding from a recent service
• Compare multiple quotes • Identify alternative solutions • Document verification steps
Step 6 – Annual Refreshers Review:
• New vendor requirements • Avendra updates • New negotiation or pricing trends • Changes in hotel systems or equipment • Changes in Capital process 5. Shortcuts, Best Practices, and Tips
Chief Engineer Playbook to Success
• Always verify findings; do not approve on the spot unless life-safety and emergency guest impact. o For emergency events – Contact RDOF by email with a brief justification statement on the scenario. o Start the CAPEX process • Require photos and diagnostic data with every vendor report. • When reviewing proposals, skim for: o Labor rate o Trip fees o Material markup (usually 20–35%—anything above 35% should be challenged). • Build a “Preferred Vendor List” with performance scores. • Use template emails for proposal requests to ensure consistency. • Negotiate multi-year contracts for elevators, fire systems, HVAC PMs. – Contact RDOF • Use second opinions strategically to control major expenses. • Keep a running Excel sheet with historical costs and service for quick comparison. • Train your team to ask “ why ” for every recommendation. • You should understand the technical basics behind all vendor findings. o If you don’t have the full understanding of the equipment, utilize your RDOF and other Chiefs for advice. • Negotiation Trick - Ask vendors directly - “What can you do on the price if we schedule this together with another property or another service?” Often, you’ll get a discount. 6. Checklists Vendor Vetting & Verification Checklist
Chief Engineer Playbook to Success
Item
Complete Notes
Vendor is Avendra approved
☐
COI verifies correct coverage
☐
License/certifications confirmed
☐
Proposal is fully formatted and complete
☐
Diagnostic evidence provided
☐
Findings verified by CE/team
☐
PM logs reviewed
☐
Alternative recommendations evaluated
☐
Pricing compared to history
☐
Work approved or second opinion requested
☐
Vendor Management Section Closing Statement Vendor management is one of the most critical responsibilities of a Chief Engineer, not only because it protects the hotel’s assets and budget but because it reinforces the integrity and reliability of our entire engineering operation. The guidance in this chapter is designed to equip you with the systems, strategies, and standards needed to confidently lead vendor relationships, validate findings, and ensure every service performed on the property is justified, documented, and aligned with Atrium Hospitality expectations. By consistently applying these practices—verifying diagnostics, comparing historical data, maintaining clear communication, and upholding high performance standards, you safeguard both your team and the guest experience. Mastering vendor management is not simply about hiring the right companies. It is about building partnerships rooted in accountability, transparency, and excellence. The more you develop this discipline, the stronger your operation becomes. Use this guide as your foundation, and continue refining your judgment, leadership, and technical insight as you grow in your role as a Chief Engineer. ____________________________________________________________________________________
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