By: Fábio Toniato – Specialist in Facilities Management, Procurement & Operational Strategy
In recent years, the conversation around facilities management has shifted dramatically. What used to be a discipline focused on maintenance schedules, compliance checklists, and cost efficiency is now at the center of an urgent global debate: how to make our built environments resilient in the face of climate change.
From Florida’s coastal cities to industrial parks in Europe and logistics hubs in Latin America, the same truth is becoming clear: resilience is not just about repairing damage after a storm. It’s about designing systems, buildings, and processes that anticipate it.
Having managed several projects I’ve witnessed how facilities management has evolved from a support function into a strategic pillar of business continuity. In Florida, for example, we see how hurricane preparedness demands not only physical fortification but also smart operational planning: backup energy systems, flood-resistant materials, and detailed emergency response protocols.
In Europe, where sustainability directives are stricter, facilities managers are leading carbon reduction programs that rely on data-driven building performance. In Latin America, meanwhile, resource optimization, energy, water, waste, has become both an economic and environmental necessity.
Despite the geographical differences, the underlying goal is the same: to protect people, assets, and operations in an increasingly unpredictable environment.
From Damage Control to Risk Anticipation
Traditional facilities management was reactive by nature. Something broke, and we fixed it. Today, the most advanced facilities programs use predictive analytics, IoT sensors, and integrated systems to prevent failures before they happen.
The shift is not just technological, it’s cultural. Companies that view resilience as a one-time investment miss the point. Resilience is a process of continuous adaptation, combining maintenance intelligence, cross-department collaboration, and ongoing education.
Every region brings unique lessons. In Portugal, the importance of salt-resistant materials and ventilation strategies is the lesson. In Brazil, managing operations under high humidity reinforced the need for preventive electrical maintenance. And in Florida, where hurricanes and heatwaves often coexist, disaster recovery plans must be rehearsed as rigorously as fire drills.
We cannot talk about resilience without addressing sustainability. The more energy-efficient and environmentally conscious a facility is, the more adaptable it becomes under pressure.
For instance, green roofs and smart shading not only reduce cooling costs but also enhance stormwater absorption. Similarly, investing in renewable energy sources and battery storage provides both ecological and operational resilience, a lesson that forward-thinking companies in Orlando and Miami are already applying.
The facilities manager of the future is no longer the person who keeps the lights on. He or she is the guardian of business continuity, the architect of safety, and the bridge between sustainability and strategy.
In an era where global supply chains, extreme weather, and energy crises are reshaping how we live and work, facility professionals must be part of the decision-making table. Their insights are essential not only for cost control but for long-term risk mitigation and brand reputation.
As someone who has dedicated his career to managing and optimizing environments across multiple countries and climates, I see resilience as more than an engineering challenge, it’s a mindset.
It’s about designing for the unexpected, preparing for what we cannot fully predict, and ensuring that every system, human and mechanical, can recover quickly and efficiently.
In the end, resilient facilities aren’t just strong structures. They are living ecosystems that evolve, adapt, and protect. And the world will increasingly depend on the professionals who know how to build them.
- Fábio Toniato holds a Master’s degree in Project Management from St. Francis College in New York, along with MBAs in Strategic Business Management and Innovation. He is also certified in Lean Six Sigma and Design Thinking. He is an experienced specialist in Facilities Management, Procurement, and Operational Strategy, with over 15 years of experience in large-scale service operations. He managed infrastructure maintenance contracts at Itaú Unibanco, covering more than 4,000 branches across the country. Fábio also managed multi-sector portfolios at A7 Serviços, including healthcare, education, and retail. He holds an MBA in Strategic Business Management and Innovation, as well as Lean Six Sigma and Design Thinking certifications. Currently based in Orlando, he has contributed insights on infrastructure efficiency, sustainability, and smart service solutions.