Brian Heath – Salt River Project

Many people have been told they could move up in their careers with a combination of hard work, passion and good fortune, but those words are often hollow. Not to Brian Heath.

“I am the poster person for working hard, doing good work and rising through the ranks with an enterprise focus,” says Heath, the Senior Director of Facilities & MCM Services for Salt River Project (SRP).

Since joining the company, which provides electric power and water to over two million customers in Central Arizona, Heath’s career has been a testament to dedication, innovation and servant leadership. Starting in the mailroom in July 1998, Heath spent time in many developmental roles in different departments before assuming his current position in December 2017. His journey, marked by continuous growth and an unwavering commitment to SRP’s mission, has seen him spearhead numerous transformative projects.

“We started updating our five-year Master Plan,” Heath tells Blueprint during an interview in June. “Since the most recent plan was implemented in 2019, we’ve done a good deal of work. One of the projects was the upgrades to the Southside Water Service Center, where pictures were captured for the last Blueprint feature.”

Throughout his time, Heath says there have been planned projects that went smoothly while others faced significant challenges. Others were unplanned and required fast decision-making and teamwork.

Improvements and upgrades

A major mission critical project underway is the construction of a new hangar to support the company’s aviation infrastructure. Currently, the SRP Flight Services Department is housed at Phoenix Sky Harbor International Airport. The airport is undergoing a major transformation as part of its own master plan, so SRP is building its own facility at Falcon Field, about 20 miles away in Mesa. Construction began in July, and Heath expects the work to be completed by December 2025.

“It’s about an 18-month project that gives us more flexibility and the ability to control our destiny,” Heath explains.

The five-acre site will house a 43,000-square-foot hangar that will provide storage, office space and maintenance facilities for SRP’s three helicopters and one fixed-wing aircraft used for corporate support. The company’s helicopter operations for inspecting power lines and moving crews is a crucial component of the SRP mission to provide reliable energy to millions of Arizonans.

Another significant project under Heath’s leadership is upgrading the company’s transmission operations facility. The project took over three years to complete and faced challenges with the supply chain because of the COVID-19 pandemic. Procuring software to run the systems even took more time than necessary.

“It has been remodeled to a state-of-the-art operations center,” Heath says. “Everything has been digitized, which replaced the analog technology in place since the 1980s. There used to be a little blinking light that showed how power moved around Arizona.”

Additionally, in response to the pandemic, SRP operates in a hybrid work environment—people are in the office on certain days and can work remotely on others. Heath and his team have been looking at the existing master plan, taking inventory of the company’s real estate holdings and consolidating into more efficient modern spaces. This approach not only enhances operational efficiency but also saves the organization money.

Heath’s role extends beyond managing facilities to support SRP’s broader mission of sustainability. His department has responsibility over SRP 2035 Sustainability goals aimed at carbon and water reduction in its facilities. His team is focused on reducing water and carbon usage in SRP buildings by 45 percent over the next decade.

“We’re doing that in unique ways, including using xeriscaping, which is running water to get plants established but then turning it off,” Heath explains.

Another innovative approach is the implementation of a new building automation system that tracks and identifies leaks early. Secondary metering of water valves on buildings helps prevent costly water damage.

Leading his team

Reflecting on his team, Heath expresses immense pride in the 70-person facilities group. He speaks highly of his senior facilities managers, who oversee four departments: Operations & Maintenance, Design & Construction, Business Operations, and Workplace Strategy.

“I knew what I was looking for when I went out and built this team. They are all very good at what they do and bring a lot of value to the organization. They are a great team,” Heath says.

With a leadership style grounded in servant leadership and mentorship, Heath says developing people is one of his favorite parts of the job. People shouldn’t be in management if they aren’t interested in building the skills and supporting the aspirations of the people they supervise, he says. Heath participates in formal and informal mentoring programs and is always eager to support and develop new leaders within SRP.

“I am constantly asking questions because I never want to be the smartest person in the room. I hire people who know the things I don’t,” Heath says.

Heath’s journey at SRP began in the organization’s mailroom. His dedication and pursuit of education—he earned a degree in business and an MBA from Western International University—propelled him into various roles within corporate services. He credits the many opportunities he’s had to try new things and do different jobs with shaping him into the corporate services provider he is today.

In every aspect of his work, it is easy to see evidence of his philosophy of continuous improvement and collaboration. Facilities management is a challenge every day because something is always wrong, broken or in need of attention. Heath sees each challenge as an opportunity to make things better.

“We’re always trying to support the newest members of our team and supporting the up-and-coming leaders in our organization,” Heath says.

Reflecting on his career, Heath emphasizes the importance of trust and collaboration within his team. Letting them know they’ll make mistakes and that the team is there to pick each other up is key to having a cohesive unit. Heath also says team members are encouraged to step outside their comfort zone and try new things in the organization.

“This approach not only creates redundancies but also fosters innovation and resilience. We’re always interested in doing everything to recruit—and retain—the best people and providing them with opportunities to succeed goes a long way,” he notes.

The company’s impact on Central Arizona and its millions of customers is profound, and Heath and his team are dedicated to ensuring that the organization meets its current needs while also being well-prepared for the future.

“We’re not just building buildings. We’re building communities,” he says.