FM Spotlight

Linda Foggie - Wells Fargo

Published on: December 19, 2019

Linda Foggie oversees all office construction in the Northeast and Mid-Atlantic for Wells Fargo and leads a capable team of construction managers in providing world-class office environments for Wells Fargo team members and clients to conduct business. She and her team are creating amazing new offices in New York, Boston, Philadelphia and Washington D.C. that include innovative environmental sustainability, well-being, collaboration, community and design elements.

Linda is a champion for supplier diversity and has provided opportunities for women and minority-owned businesses to participate in large projects and to gain invaluable experience. Linda is an expert in juggling many challenging tasks while inspiring her team to achieve exceptional results.

“Linda has done an amazing job to completely transform the office experience for Wells Fargo team members in many major cities in the Eastern U.S. She has a tireless energy and passion, and she is a terrific representative of the vision and values of Wells Fargo. Her drive to provide opportunities for diverse suppliers in the communities where we live and work is admirable.” -- Richard Henderson, Head of Corporate Real Estate globally for all of Wells Fargo Bank

What is one thing that no one knows about you?

“I played the violin for years! I love classical music, the orchestra and the ballet. I see the Nutcracker at Lincoln Center every single year.”

How did you get into the Facilities/Real Estate field?

“I’m a licensed architect by trade. One year, when I worked in a design/build firm, the economy began to take a downturn and work became slow on the architectural side of the business. The construction side of the business was still very busy. The leadership of the company really valued my work and did not want to furlough or sever me, so they asked if I would mind working in construction. From there, I never returned to pure architecture.

I learned that my personality was much more fitting for design/construction, project management and a more dynamic level of problem solving and strategic thinking than had previously been required of me. One of my clients (CBRE) recruited me to join their firm. After nine years there, a client (Wells Fargo) once again recruited me to join the firm. It’s been a wonderful journey!”

Tell us about a favorite project highlight.

“I’m sure that everyone has heard lots about 30 Hudson Yards. Although I’ve worked on some fantastic projects throughout my career, contributing to changing the Manhattan skyline can be topped by no other. I do have a small, favorite project from my days as an architect. I began as a healthcare architect and worked on numerous hospital and surgery center projects, including Wills Eye Hospital in Philadelphia.

After deciding to become a retail architect, I was asked to handle the LBI Yacht Club. LBI stands for Long Beach Island. It’s a beach town at the New Jersey shores. I really enjoyed researching yachts and yachtsmen and what types of wood flooring could stand up to salt water and sand. It’s no comparison to building Hudson Yards, but I have fond memories of many trips to LBI and fun meetings with the longtime club members and seasonal residents in LBI.”

What is your greatest success story?

“When my husband and I were first married, we were told we might not be able to have any children. To our complete surprise, within six months, our first son Elijah was conceived! After that, we were told to begin anew in order to try for a second child…with no guarantees. Amazingly, two years later, our younger son, Tyson, was born! Raising them, together with my super husband, Tim, has been the greatest success of my life…and the most fun too!”

Tell us about a challenge or obstacle that you face in the Real Estate/Facilities world.

“Our business is a lot about identifying and attracting the right talent. Once you do that, it’s about seeking to understand what they need to be their best and most productive selves. To do this, I violate the Golden Rule. Instead of treating people how I want to be treated, I treat them how they need to be treated. It takes time and an investment of energy to “seek first to understand” (as Dale Carnegie says).

In the midst of complex, fast-moving projects, to find a way to be open, observant and in the mindset of a servant leader is of paramount importance. It’s worth the effort because it’s a phenomenal way to inspire good people to greatness, not by authority but by influence and persuasion. While it’s challenging to take this individual approach to inspiring others, it produces the highest possible outcomes for both the individuals and the project/company/team.”

What learning experience would you pass onto future FMs?

“Gain a deep understanding of the value of relationships! There is much to learn from your peers in this industry. No one person gets to know or see it all. Your professional network will be a plentiful source of information, knowledge and connection to the industry, if only you manage it well. Manage your professional brand and your reputation well. Operating with high integrity (doing the right thing even when no one is watching) will go a long way for you.”