Facilities management rarely appears in the spotlight. Yet behind every thriving organization is a leader ensuring that buildings, systems, and environments operate safely and efficiently every day.
For Nico Viola, Director of Facilities at Holden Forests and Gardens in Northeast Ohio, that responsibility extends far beyond maintaining buildings. His work combines leadership, strategic planning, sustainability, and emergency preparedness to support one of the largest public garden systems in the United States.
Viola’s career offers a powerful example of resilient leadership in facilities management. Through preparation, teamwork, and continuous improvement, he demonstrates how organizations can turn unexpected challenges into opportunities for growth.
From Hands On Experience to Strategic Leadership
Nico Viola’s path into facilities management started long before he entered the professional world.
As a child, he worked with his grandfather maintaining rental properties. Repair work, maintenance tasks, and tenant responsibilities became early lessons in accountability and problem solving. Those experiences sparked an interest in buildings, systems, and the complex operations that keep them running.
Over time, Viola built a career that combines practical technical knowledge with leadership and strategic thinking. He studied business administration and earned professional certifications in building systems and facilities management. His early career included project management and construction leadership roles where he oversaw commercial building projects and restoration work.
These experiences provided a broad understanding of how facilities operate from construction through long term maintenance. Today that perspective shapes how he leads large and complex operations.
Managing One of the Nation’s Largest Public Garden Systems
As Director of Facilities at Holden Forests and Gardens, Viola oversees a unique and expansive environment that includes the Holden Arboretum and the Cleveland Botanical Garden.
Together these campuses include thousands of acres of protected land, scientific research facilities, climate controlled greenhouses, educational centers, and visitor spaces that welcome hundreds of thousands of guests each year.
Managing these facilities is very different from operating a typical office building. Each structure supports living collections of plants and animals, sensitive ecosystems, and scientific research. Environmental conditions must be maintained carefully to protect biodiversity while ensuring visitors experience the beauty of the gardens.
Viola views facilities management as an essential part of the organization’s mission.
"The buildings and grounds are not just the backdrop. They are part of the experience people come here to see."
Every operational decision supports the organization’s broader goals of conservation, education, and environmental stewardship.
Strategic Planning and Lean Thinking in Facilities Management
A central theme of Viola’s leadership is planning ahead.
Facilities leaders must think about immediate operational needs while also planning for long term sustainability, infrastructure investments, and environmental risks. Viola regularly reviews capital improvement plans, maintenance schedules, and energy systems to ensure the organization is prepared for future challenges.
This approach closely aligns with Lean principles that emphasize efficiency, foresight, and continuous improvement. Instead of reacting to problems after they occur, his team focuses on identifying potential issues early and improving systems before failures happen.
That philosophy extends to sustainability initiatives as well. Evaluating equipment upgrades, optimizing energy usage, and introducing more efficient vehicles and systems are all part of reducing environmental impact while improving operational performance.
When Preparation Meets Reality
Even the best plans are eventually tested.
In August 2024 a powerful tornado struck parts of Northeast Ohio and severely impacted the Holden campus. The storm brought down trees, damaged infrastructure, and disrupted communication networks across the region. Suddenly the organization faced a situation that no amount of planning could completely predict.
Internet service was unavailable. Cell phone communication was unreliable. Many roads on the campus were blocked.
Viola and his team quickly shifted into emergency response mode. Instead of relying on technology, teams returned to simple and effective communication methods. Staff members were deployed in pairs across the property with maps and notebooks to assess damage and report conditions.
The structured approach helped maintain safety while allowing leaders to coordinate recovery efforts.
"People knew their roles and responsibilities. Training made the difference when the unexpected happened."
The response demonstrated the value of preparation and teamwork. Staff members understood their responsibilities and trusted one another to carry out the plan.
Turning Crisis Into Continuous Improvement
While the tornado response was effective, the experience also revealed important lessons.
Operating for days without power, internet access, or cellular service exposed gaps that had not been fully considered during emergency planning. Instead of viewing those discoveries as failures, Viola treated them as opportunities for improvement.
Emergency procedures were updated. Backup communication options were expanded. Insurance coverage and disaster recovery strategies were reevaluated.
"You learn something every time you go through a real event. Those lessons make the organization stronger."
This mindset reflects one of the most important ideas in Lean leadership. Every challenge is an opportunity to improve the system.
The Power of Teamwork in Facilities Leadership
One of Viola’s most defining leadership qualities is his focus on collaboration.
Facilities management requires coordination among many specialists. Arborists assess damaged trees. Security teams manage safety and access control. Maintenance crews restore building systems and infrastructure. During the tornado recovery effort, each group played a critical role.
By trusting experts within their fields, Viola created a coordinated response that allowed teams to work efficiently and safely.
The experience reinforced an important leadership principle. Strong organizations are built on teamwork, communication, and trust.
A Vision for the Future of Facilities Management
Facilities management continues to evolve as organizations face new environmental challenges, rising operational complexity, and growing sustainability expectations.
Leaders like Nico Viola are redefining what the profession means. Facilities management is not simply about maintaining buildings. It is about protecting people, preserving mission driven institutions, and ensuring that communities can gather, learn, and connect in safe environments.
Through strategic planning, resilience, and continuous improvement, Viola’s leadership demonstrates how facilities professionals can guide organizations through uncertainty while building stronger systems for the future.
"Preparation, communication, and teamwork are what allow organizations to recover and move forward."
Storms will always come, both literal and metaphorical. But when organizations invest in preparation and empower strong teams, those storms can become catalysts for growth, innovation, and lasting resilience.
