Clinton Brooks Herman, MBA, CEFP, PMP, PURE Instructor, PURE Project Manager
Principal Facilities Project Manager
University of Texas MD Anderson Center
Spring, TX
Professional Bio
I lead people, portfolios, and complex capital programs in healthcare and research environments where infrastructure reliability, patient care, research continuity, safety, cost, and schedule all matter at the same time.
As a Principal Facilities Project Manager, I lead a team of 7–8 project managers supporting an active portfolio of approximately 80–100 projects representing $80M–$100M in capital investment. Our work includes MEP infrastructure, capital renewal, facility improvements, and operationally sensitive projects across complex healthcare and research environments.
My role extends beyond individual project delivery into portfolio management, resource allocation, team development, governance, operational coordination, risk management, stakeholder alignment, and continuous improvement.
My background spans healthcare, higher education, retail, commercial construction, and owner-side project management. It has shaped how I lead: understand the technical details, understand the operational and business impact, develop strong people, and build systems that help teams perform consistently.
I am particularly focused on improving how owners manage capital programs through stronger project controls, portfolio analytics, standardized processes, governance, Power BI, AI, and practical technology that gives leaders better information before decisions need to be made.
My leadership philosophy is simple: people over tasks.
Develop capable people. Set clear expectations. Give them the tools and authority to succeed. Hold everyone accountable for the outcome.
I also challenge the phrase, “That’s how we’ve always done it.” Best practices matter, but improving those practices matters too.
MBA | CEFP | PMP | PURE Instructor
Healthcare Facilities | Capital Programs | MEP Infrastructure | Portfolio Management | Owner’s Representation | Project Controls | Leadership | Process Improvement
As a Principal Facilities Project Manager, I lead a team of 7–8 project managers supporting an active portfolio of approximately 80–100 projects representing $80M–$100M in capital investment. Our work includes MEP infrastructure, capital renewal, facility improvements, and operationally sensitive projects across complex healthcare and research environments.
My role extends beyond individual project delivery into portfolio management, resource allocation, team development, governance, operational coordination, risk management, stakeholder alignment, and continuous improvement.
My background spans healthcare, higher education, retail, commercial construction, and owner-side project management. It has shaped how I lead: understand the technical details, understand the operational and business impact, develop strong people, and build systems that help teams perform consistently.
I am particularly focused on improving how owners manage capital programs through stronger project controls, portfolio analytics, standardized processes, governance, Power BI, AI, and practical technology that gives leaders better information before decisions need to be made.
My leadership philosophy is simple: people over tasks.
Develop capable people. Set clear expectations. Give them the tools and authority to succeed. Hold everyone accountable for the outcome.
I also challenge the phrase, “That’s how we’ve always done it.” Best practices matter, but improving those practices matters too.
MBA | CEFP | PMP | PURE Instructor
Healthcare Facilities | Capital Programs | MEP Infrastructure | Portfolio Management | Owner’s Representation | Project Controls | Leadership | Process Improvement
Organization
Parent: University of Texas MD Anderson Center
CEFP Expiration
7/27/2027