A leadership framework for projects that build culture and excellence
By J. Ryan Casserly
Anyone can manage a schedule or oversee a contractor. What separates leaders from managers in this space is the ability to keep people aligned when the pressure is on. A project may succeed technically but still fail if staff feel burned out, stakeholders lose trust, or the community experiences more disruption than benefit.
When approaching upgrades or renovations at Landmark Aquatic, I remind our teams that the equipment is important, but the culture is what lasts. The way one leads through the mess of a shutdown will set the tone for how staff members, vendors, and the community view an organization for years to come.
This is why we created the Mark of Excellence. It is not only a service standard but also a leadership promise. From the very first day of a project, we set the bar for water quality, safety, efficiency, and care. And through our AquatiCare program, we continue to deliver on that standard long after a ribbon-cutting. The Mark of Excellence becomes a visible reminder that leadership is about consistency, accountability, and commitment to excellence every single day.