Building a Career, Building a Campus Through planning, coordination and problem-solving, Sandy Redmon helps bring the university’s most complex construction projects to life.

Sandy Redmon can trace some of the biggest turns in her career to a simple phrase: “I got a call.” Whether it was a new role, a new challenge or a chance to grow, she answered, and each conversation helped shape the career she has today.  

Redmon has been a capital construction project manager on the Facilities Management Planning, Design, and Construction team for more than 27 years, but her time working at UK began more than 41 years ago.  

“I didn’t know what I wanted to be when I grew up,” Redmon said. “I still don’t.”  

In 1985, one of Redmon’s roommates helped her get a temporary job in UK’s Department of Stores, now known as the Supply Center.  

“I like to stay busy, and at this job I worked out front and also would help fill orders in the back,” she said. “UK Stores was where everyone on campus and in healthcare would get office supplies, medical supplies or even furniture. You could request almost anything.”  

Then, in 1989, came the first call that would change Redmon’s career trajectory: an opportunity to serve as facilities assistant at UK’s Warren Wright Medical Plaza, where construction of a new third floor was underway. As she managed facility operations, her supervisor recognized her interest in the larger scope of the project and provided opportunities to learn beyond her day-to-day responsibilities. 

“My supervisor allowed me to participate in project planning meetings for the expansion,” Redmon said. “This early involvement gave me valuable exposure to facility planning, construction coordination and project management, laying the foundation for my future growth in healthcare facilities management.”  

In 1994, Redmon applied for a job in Hospital Facilities Planning and was hired as a facilities planner, managing operational impacts to the hospital during construction projects. 

In late1998, Redmon received another call asking her to interview for a project manager position in Capital Project Management, which oversees large-scale projects as part of the Planning, Design, and Construction team. While she did not get the initial position, she later made a call of her own to learn more about what she could improve upon for future opportunities. It was during that meeting that she was offered a job as a project manager and began her career in Capital Project Management.  

“When I didn’t get the initial job, I called Jack Miller, manager of capital projects at the time, so I could learn about my weaknesses and see how I could improve to move into a role like that in the future,” Redmon said. “Turns out they had another opening and offered it to me that day.”  

That opportunity led Redmon to move over to Capital Project Management in January 1999. 

“As a project manager, no two days are ever the same. I typically have six to 10 projects going at one time,” she said.  

When Redmon speaks of projects, it can be anything from construction of a new building to renovations or the replacement of mechanical equipment. Depending on the stage of a project, she may spend the day facilitating stakeholder meetings, participating in design reviews, conducting site visits to monitor construction progress, leading the selection of design teams and construction managers, performing above-ceiling and in-wall inspections, reviewing and processing change orders or attending progress meetings with contractors and consultants. 

“Every day brings new challenges and opportunities,” she said. “I really love the different things I get to do. It requires strong communication, problem-solving and organizational skills to keep projects moving forward while meeting the university’s goals.” 

During her more than 27 years on the Planning, Design, and Construction team, Redmon has some projects that stand out as favorites. 

“One of the most memorable projects of my career was the Pediatric Oncology renovation in the Kentucky Clinic. While every project is important, this one had a profound impact on me,” she said. “Seeing the young patients literally run into the space with smiles on their faces is an image I will never forget. We were able to create a welcoming, fun and comforting environment where children could receive treatment during one of the most difficult times in their lives. It was a powerful reminder that the spaces we create can truly make a difference in people’s lives.”  

The Capital Project Management team has eight project managers who are currently overseeing 57 active projects. Their primary responsibility is to ensure that every project is completed on schedule, within budget and to the highest quality standards. This involves coordinating with stakeholders, managing project risks, monitoring progress, resolving issues and maintaining clear communication among all members of the project team.  

“One of the things I enjoy most about my role is that I learn something new every day,” Redmon said. “I often think of the university as a small city because in addition to being an educational institution, it includes hospitals, dining facilities, a police department, athletics, research laboratories, housing and many other operations.” 

With each project presenting its own unique challenges and requirements, project managers are constantly exposed to different aspects of the university. 

“That constant opportunity to learn and grow is one of the most rewarding parts of being a project manager,” Redmon said.  

Redmon recently participated in the ribbon cutting of her latest building to reach completion: Scovell Hall. While the primary purpose of the Scovell Hall project was to create the space needed for upcoming construction on the hospital, it also provided an opportunity to consolidate the majority of the Martin-Gatton College of Agriculture, Food and Environment faculty and staff by relocating them from three separate buildings into one modern facility. The project created a state-of-the-art environment that better supports teaching, learning, research and the college’s mission.  

“Knowing our work helped shape the future of the university while improving the daily experience of so many people makes this project one of my proudest professional accomplishments,” Redmon said.  

The project is the latest milestone in a career defined by growth, adaptability and a willingness to embrace new opportunities. Looking at her career over the years, Redmon is proud of the path she has taken.  

“Beginning as a temporary worker and gradually advancing through positions of increasing responsibility has given me a unique perspective on the university and its mission,” she said. “Each role has provided valuable experiences, helping me grow both professionally and personally.” 

Redmon said her career has given her a unique perspective not only on the university, but also on the often unseen work required to keep it moving forward. 

“From the outside, it’s easy to underestimate the complexity of a capital project. Many people may not realize the amount of coordination, communication, planning and problem-solving that is required to successfully manage a multi-million-dollar capital project,” Redmon said. “I’m so glad I took the calls I did over the last four decades — the doors they opened have given me incredibly rewarding experiences.”