Kilduff, Lawrence (Larry)

Larry Kilduff

Larry Kilduff is an experienced executive with forty-four years in senior management. Following a few early years in manufacturing, from 1968-1977 Larry worked with a boutique consulting group in the Boston area engaged by clients in a variety of sectors—including universities. There he designed and installed planning, scheduling and reporting systems to achieve labor economies. Larry began his University career in facilities at Harvard University in 1977.  Rising from Senior Industrial Engineer to Director of Maintenance over ten years, he led internal and external consulting engagements focused on improving efficiencies in centralized trade shops and later implemented a decentralized, cost-effective, and responsive maintenance organization throughout Harvard’s Cambridge and Boston Campuses.

From 1987 to 1997 as Vice President for Facilities Management at Columbia University in New York City, Larry undertook increased responsibilities for campus planning, operations, maintenance, design, construction, public safety, transportation and parking. There he carried out major utility infrastructure projects, addressed a large backlog of deferred maintenance and capital renewal for the university’s ten million square feet and re-shaped the organization with a focus on managerial skills and customer service. Working with both the central administration and Columbia’s decentralized graduate schools, he integrated Facilities Management into both annual and five-year financial planning horizons.

In 1997, combining nine years in consulting and twenty years in higher-education, Larry took his experience to the private sector. He joined The Trammell Crow Company, then a leading commercial asset management firm, as Senior Vice President. He was appointed Alliance Director and Chief Facilities Officer at the University of Pennsylvania. While a controversial transaction at the time, a positive outcome was the complete redesign of facilities processes and organization filling all management positions with a combination of select former Penn employees and newly recruited personnel. While some staff would later transition back to Penn, the major restructuring has been part ofd enduring change at the University.

In 2000-2011, Larry returned to higher education as Executive Director for Facilities Management at Johns Hopkins University. In this highly decentralized environment, Larry successfully joined many disparate pieces together to achieve process and reporting likeness, and with budget and finance groups, he developed university-wide one and five-year capital plans that forecasted expected sources of funds, which integrated well with debt and philanthropy planning; oversaw the design and construction of nearly six million square feet of new buildings on five campuses—a 45 percent growth—many projects of which were award winning; implemented a broad sustainability program; initiated an aggressive energy management program including the design, construction, and operation of three co-generation units with forty megawatts of output power on two campuses. Finally, working with peers in the Johns Hopkins Health System, significant improvements were found by integrating separately managed transportation programs under a single provider.