Jamie Cardwell

I oversee district facilities maintenance operations for 17 Buc-ee’s locations across the Eastern US, ensuring every site consistently meets the company’s exceptionally high operational and brand standards. Lead vendor sourcing, capital project oversight, preventive maintenance programs, and property issue resolution while supporting Buc-ee’s reputation as a premier travel destination with “Disney-level” expectations for quality, cleanliness, and service. • Selected, screened, onboarded, and managed a network of nearly 100 service vendors across multiple trades, personally adding 75% of vendor base to improve service responsiveness and operational coverage. • Stabilized facilities operations after inheriting a district with severely overdue work orders, limited local vendor support, and universal service agreements that failed to meet individual store needs by implementing improved vendor coverage and maintenance oversight to restore operational standards. • Approved and managed capital repair/maintenance projects up to $100K while ensuring quality execution and rapid service to support Buc-ee’s high-volume retail environment and guest experience expectations. • Implemented vendor-driven preventative maintenance programs across district equipment and building systems, improving service speed/reliability while ensuring assets were maintained to company standards. • Recognized by senior leadership for exceptional performance and operational impact, with the Senior Director noting after an executive meeting with ownership and operations leadership to “not stop what you’re doing,” reflecting strong confidence in district facilities management performance.

I was hired into this senior leadership role to direct and oversee the start-up, ongoing management, and optimization of the Internal Preventative Maintenance (PM) Program for 750+ locations in US & Canada. During this time, I was leading and managing 80+ team members and 7 supervisors, program/project manager, office staff, strategic planning, and multi-million-dollar budget administration. Some of my key accomplishments included: • Hired the preventative maintenance team and developed additional teams including 2 national parking lot striping crews, a remodel team, and a national project manager. • Implemented program improvements that lowered maintenance costs and extended life of equipment/facilities. • Maximized operational efficiency of the Internal PM Program by creating the technician regions/routes, developing, and implementing technician training, and establishing a program asset list to track fleet, tools, laptops, phones, etc. • Managed the $7 million Internal PM Program and consistently came in under budget. • Administered the $17 million parking lot repair budget by overseeing 450 projects annually. • Achieved $5 million yearly cost savings by eliminating third-party repair services and by utilizing in-house technicians. • Saved $4 million annually by overseeing in-house HVAC and refrigeration preventative maintenance. • Reduced parking lot liability claims 40% by implementing a winter parking lot repair program. • Implemented a new safety assessment that reduced potential for workplace injuries. • Maintained 85% staff retention rate (in a high turnover industry) using more effective hiring practices, better communication, employee recognition/awards, and implementing an annual team-building conference. • Managed Employee Housing Program that optimized living facilities for 400 employees in rural West Texas.

After my success running single-location operations at the retail level, I was promoted into this District accounting management position fulfilling Regional Controller responsibilities and managing an accounting team. • Performed accounting and finance responsibilities for 15 stores in six Southeast US states (annual sales of $276 million), overseeing 15 Accounting Managers, monthly P&L audits/reconciliation, and semiannual facility audits. • Optimized department efficiency by delegated tasks and providing leadership for Accounting Managers. • Established accounting standards to ensure consistency in compliance and reporting. • Audited financials and implemented changes to eliminate future accounting issues.

I surpassed expectations during this time by managing a 25-employee store and led the location to #3 district sales ranking and #1 in cost control. Chosen as first store to implement the company’s new automated merchandise reordering system.