The Civil Engineering Podcast

In this episode, we are sharing a panel discussion hosted by the ASCE, where I joined Reuben Zylstra, P.E., P.Eng, from Foothills Bridge, and Carla C. Norris, P.E., from AECOM, to discuss transitioning into a civil engineering manager role.

***The video version of this episode can be viewed here.***
Engineering Quotes:





Here Are Some of the Questions Asked in This Discussion:

How did you prepare yourself for transitioning from design to leadership, and what were some resources, mentors, or training programs that assisted you during this journey?
How have the transferable skills you learned from your previous roles in ASCE benefited you in your current job or work?
How do you communicate your projected career timeline to upper management clearly and positively?
If you transition from design to management, what are some key actions you would prioritize in your first three months as a manager?
What was one of the biggest challenges you faced when transitioning from a technical engineering role to a managerial position?
Is moving into the role of project coordinator the recommended first step for transitioning into a project management position?
Are there any books on management skills that you would recommend?
Is there a lack of emotional intelligence training for engineers in general, and particularly for managers in the industry?
Can you provide a summary of our discussion today?

Here Are Some Key Points Discussed in This Episode About How to Become a Successful Civil Engineering Manager:


Moving into civil engineering leadership from design work involves mastering technical skills, project management capabilities (like scoping and budgeting), and effective people leadership. Enhancing public speaking and engaging with diverse groups through committees or mentorship are key steps toward becoming a successful leader in this field.
The transferable skills gained from previous roles in ASCE, such as project management, organizational abilities, and effective communication, can greatly benefit individuals in their current jobs or work. These skills enable professionals to effectively manage projects, coordinate with diverse stakeholders, and navigate complex interactions, which are essential for success in civil engineering beyond technical expertise.
To communicate your projected career timeline to upper management clearly and positively, begin by initiating open discussions about your career aspirations and goals. Express interest in specific roles or paths within the organization and seek feedback on the skills and expectations needed to advance. This proactive approach demonstrates your readiness and enthusiasm for career growth, facilitating constructive dialogue and alignment with the company's objectives.
Transitioning from design to management requires key actions in the first three months. Start by establishing clear communication with your team to promote collaboration. Develop leadership skills like delegation and decision-making. Set strategic goals aligned with organizational objectives for measurable outcomes. These steps will build a strong foundation for successful management in this transition.
One of the biggest challenges you'll face when transitioning from a technical engineering role to a managerial position is shifting your focus from technical expertise to leadership and decision-making. It requires letting go of hands-on work and developing new skills like delegation and effective communication.
Moving into the role of project coordinator can be a valuable first step for transitioning into a project management position, especially if you're seeking opportunities to assist and learn from experienced project managers. However,

In this episode, I talk with Terry Dussault, president of Yellowknife Consulting Services, about improving workplace safety through training and implementing hazard communication and safe work standards to boost productivity and morale. Terry emphasizes the importance of comprehensive safety practices, covering accident prevention with equipment, vehicle safety, and protection from airborne contaminants.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Ask Terry:

What steps should supervisors take to enhance workplace safety?
How can practical aspects of safety be effectively incorporated into training sessions?
In what ways does implementing a hazard communication and safe work standards system impact employee productivity and morale?
What factors are driving the increase in hazardous communication, workplace safety issues, and strikes, and how can businesses effectively manage these risks?
Given the rising risks, how should businesses address and manage them effectively?
How do you recommend employers ensure compliance and safety in the workplace?
To ensure compliance and safety regarding powered industrial trucks like forklifts, what recommendations do you have given their prevalent use and inherent risks?
What are the essential elements for ensuring compliance and safety in the workplace?
How can workplace incidents involving workers being struck by vehicles, trucks, and equipment be prevented, and how can the consequences be minimized?
Are workplaces utilizing technology to address the issue of people being struck by vehicles?
What measures can employers take to protect workers from airborne contaminants, and how can these actions mitigate financial and legal consequences for the company?
What specific biological hazards are present in manufacturing and aerospace workplaces?
What advice would you offer to engineers and safety professionals who are starting their careers to ensure workplace safety and environmental compliance?

Here Are Some Key Points Discussed in This Episode About the Best Practices for Implementing Training in Workplace Safety:


Supervisors should undergo thorough training on safety protocols and communication skills to enhance workplace safety. Employers should provide ongoing support and follow-up to ensure that safety standards are consistently implemented and maintained.
To incorporate practical safety aspects into training sessions, use interactive exercises in the classroom to engage participants and reinforce learning. Follow this with hands-on practice in real job settings, including performance evaluations, to enhance safety skills beyond theory, especially in high-risk industries like construction.
Implementing hazard communication and safe work standards positively impacts employee productivity and morale by providing clear safety guidelines and a safer work environment. Workers feel valued and secure in environments with strong safety programs, leading to higher morale and improved productivity.
The increase in hazardous communication, workplace safety issues, and strikes is fueled by incidents leading to financial losses, regulatory fines, injuries, property damage, or security breaches. To manage these risks, businesses should prioritize safety improvements, implement robust hazard communication programs, conduct regular safety training, and foster a safety-conscious culture where employees actively participate in safety initiatives.
Implementing a robust safety program with incident and near-miss reporting helps companies identify and address risks early, preventing serious incidents like lead exposure. Regular site inspections and proactive safety measures not only ensure w...

In this episode, I talk with Steven M. Rienks, P.E., PMP, director of engineering at American Surveying & Engineering, about the intricate world of the ASCE Code of Ethics, exploring its historical roots, pivotal importance, and its significant influence on the realm of civil engineering.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Ask Steven:

What led to your interest in the American Society of Civil Engineers Code of Ethics?
Can you give a summary of how the ASCE Code of Ethics has developed and changed over the years?
How do you view the importance of the preamble of the ASCE Code of Ethics in guiding your ethical practices throughout your career?
How has the preamble of the ASCE Code of Ethics influenced your career?
When you reflect on the ASCE Code of Ethics and its impact on your career, do you prioritize the well-being of the five key stakeholders affected by your work?
How do you manage the diverse interests of various stakeholders to ensure the best possible outcomes as a civil engineer?
Do you think any of these areas are sometimes overlooked in engineering when prioritizing public health, safety, and welfare while considering clients, employers, peers, and the environment?
What are typical ethical challenges or dilemmas that civil engineers encounter?
How important do you believe the ASCE complaint form is for maintaining professional integrity in addressing ethical concerns that may arise in the field?
If a genuine ethical issue arises after submitting a complaint, would you report it to the appropriate local board for further action?
When encountering ethical dilemmas, where do you suggest professionals seek assistance or guidance, particularly in complex situations?
When you encounter an ethical complaint, should you understand how the company handles it from a human resources perspective?
How does the ASCE Code of Ethics support engineers in their professional growth and development?
What advice would you give to new aspiring civil engineers starting their careers?

Here Are Some Key Points Discussed in This Episode About Implementing the ASCE Code of Ethics in Professional Practices:


Steven's interest in the American Society of Civil Engineers Code of Ethics was sparked when he obtained and displayed version two of the code, received in 1980, in his offices for several years. Upon discovering a more recent version on the ASCE website presented in a simpler format, Steven reached out to ASCE to inquire about updating the code.
The ASCE Code of Ethics has evolved over the years, with the first version dating back to 1914, followed by a version from 1980, and the most recent one in 2020; however, he cannot provide specific details on the changes and development of the code since he was not involved in that committee.
Steven values the preamble of the ASCE Code of Ethics as it emphasizes essential principles such as creating safe infrastructure, treating everyone with respect and fairness, addressing societal needs, and improving quality of life, which have significantly guided his ethical practices throughout his career.
The preamble of the ASCE Code of Ethics has greatly influenced Steven's career by emphasizing principles like creating safe infrastructure, respecting individuals, addressing societal needs, and enhancing quality of life, and guiding his ethical decisions and conduct.
When reflecting on the ASCE Code of Ethics and its impact on his career, Steven prioritizes the well-being of the five key stakeholders affected by engineering work: society, the natural and built environment, the engineering profession, clients and employers, and peers.

In this episode, I talk with Dena Prastos, AIA, founder and CEO of Indigo River, about her journey in the AEC field and her specialization in waterfront architecture. She discusses the challenges she faced as a woman in a male-dominated industry and the impact of growing up in Alaska on her career choices. Dena also talks about the opportunities and challenges in the Middle East and the future of waterfront architecture in the face of climate change.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Ask Dena:

How did growing up in Alaska shape your decisions regarding waterfront development, given its environmental influence?
What challenges have you faced as a woman in founding and growing your business, and what advice would you offer to other women aiming to advance in their careers?
Can you discuss the opportunities you've encountered in waterfront projects in the Middle East, and how you became involved in them?
Can you enhance your communication skills by working in challenging or unfamiliar environments, such as different locations and atmospheres?
What advice do you have for architects and engineers looking to start or grow their businesses, based on your experience as a founder?
What upcoming trends or technologies should individuals interested in waterfront architecture consider for the industry's future?
What communication tips have proven effective for managing waterfront projects involving multiple parties like agencies, clients, and consultants?
How does diversity within your team contribute to the success and innovation of dynamic waterfront projects?
How does encountering individuals with diverse backgrounds and perspectives enhance excitement, interest, and open-mindedness for all involved?

Here Are Some Key Points Discussed in This Episode About How Emerging Tech Is Revolutionizing Waterfront Architecture:


Growing up in Alaska, especially in Dena's environment, shaped her approach to waterfront development. Experiencing the rugged landscape firsthand taught her to prioritize sustainability and resilience while integrating advanced engineering and indigenous knowledge.
In navigating business as a woman, you will inevitably encounter biases and limited opportunities. To overcome these challenges and thrive, it's crucial to maintain confidence, actively seek out mentors for guidance, and assert yourself in various professional settings. Do not hesitate to challenge existing norms, stay true to your authentic self, and embrace diverse perspectives as valuable assets on your path to success.
Exploring Middle East waterfront projects provides valuable insights into engineering and culture. It starts with a desire to work abroad, leading to overseas assignments. Being involved with the Army Corps of Engineers offers regulatory insights beneficial for stateside waterfront projects, highlighting the value of diverse growth opportunities.
Working in diverse environments enhances communication skills. In architecture, clarity is vital, and such experiences emphasize the importance of being concise. Dealing with cultural differences encourages empathy and adaptability in communication. Using tools like sketches or body language becomes crucial for effective communication. Exposure to different environments sharpens communication skills for conveying ideas effectively.
For architects and engineers looking to start or grow their businesses, valuing relationships is crucial. Cultivating meaningful partnerships and mentorships provides valuable support and opportunities. Prioritize nurturing existing connections, ensuring alignment with the company's mission and values. Investing in team members is essential,

In this episode, I talk with Tyler Grau, P.E., traffic engineering department manager at Stanley Consultants, about the importance of creating pedestrian and bicycle-friendly urban zones, and the key factors and recommendations for making urban zones more pedestrian and bicycle-friendly, including street design, public safety, accessibility, and network compatibility.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Ask Tyler:

What does it take to make a city pedestrian and bicycle-friendly, and are there any obstacles to achieving this?
Could you provide additional information about your involvement in the Park Avenue Road diet implementation project in Waterloo, Iowa?
Can you explain what steps were taken to make Park Avenue in Waterloo, Iowa, more pedestrian and bicycle-friendly?
What additional recommendations does the engineering team have regarding bike lanes and signals for the project?
How much does it cost to transform a corridor similar to the changes made to Park Avenue?
What lessons were learned from the implementation of bike lanes and signals on Park Avenue?
Could you discuss the findings of the post-assessment study conducted by the city and the MPO regarding the implementation of bike lanes and signals on Park Avenue?
Are the bike lanes less safe near the curb, and how do engineers balance safety and functionality when planning the next steps?
How can we effectively educate the public about the safer design and its functionality?
What are the upcoming plans of the city and the MPO to expand and attract more bicyclists to dedicated systems in downtown Waterloo following the assessment?
What are the main advantages of establishing dedicated pedestrian and bike corridors in smaller cities like Waterloo?
What opportunities or programs exist for cities seeking assistance to implement similar improvements in their urban infrastructure?
Do you have any final advice about making cities better for biking and walking?

Here Are Some Key Points Discussed in This Episode About How to Make Urban Zones More Pedestrian and Bicycle-Friendly:


Creating pedestrian and bike-friendly urban areas involves prioritizing infrastructure for walkers and cyclists over cars. This means designing safe, accessible, and connected streets, but it's expensive and faces resistance from the public and officials. Advocates are crucial for overcoming these challenges and making cities more inclusive and sustainable.
The Metropolitan Planning Organization and the city of Waterloo collaborated to make Park Avenue more pedestrian and bike-friendly. They reduced it from four lanes to three, added buffered bike lanes, and lowered the speed limit to 20 mph. By optimizing parking and creating left turn lanes, they improved safety and accessibility for cyclists and pedestrians, promoting sustainable transportation options and enhancing the urban environment.
Waterloo, Iowa, straddling the Cedar River, lacked connected trails despite its recreational network. Park Avenue was chosen for its potential to bridge these trails and parks, offering a cost-effective solution due to lower traffic volumes and ample pavement width.
Stanley Consultants played a pivotal role in enhancing cyclist safety by finalizing pavement markings, installing bicycle signals, and introducing leading intervals at intersections. They ensured dedicated bike lanes, added signs, and restricted vehicle turns to prevent conflicts, significantly improving safety along the corridor.
It's best to add bike lanes during road resurfacing projects when pavement markings are already being updated. This minimizes costs since you're already working on the road.

In this episode, I talk with Danielle Schroeder, P.E., ENV SP, transportation staff engineer at Gannett Fleming and student outreach director for WTS Philadelphia, about her passion for STEM outreach. She emphasizes the importance of inspiring the next generation of engineers and highlights the various formats of STEM outreach events, including classroom visits and tabling activities. Danielle also provides hands-on activities and resources and shares her experiences in STEM outreach.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Ask Danielle:

What motivated you to take your first step into STEM outreach, and what inspired your involvement in this field?
What achievements and progress have you made in the field of STEM?
Can you discuss the significance of being proficient in STEM and sharing knowledge about it, especially for younger individuals who might have an interest in these fields?
Do engineers often overlook promoting the importance of their work, and is STEM outreach a way to showcase the value of engineering?
Can you share examples of diverse STEM outreach events you've come across and explain how they cater to various audiences?
How many STEM or outreach events do you typically participate in each year?
What characteristics do you believe contribute to making a STEM outreach event notably successful and memorable?
Can you provide innovative ideas, tools, or resources that have proven to be effective in hands-on STEM outreach activities?
How do you typically reach out to schools and events to establish connections?
Is there a specific moment or event in your STEM outreach journey that holds special significance for you?
What is the role of the student outreach director at WTS Philadelphia?
Could you provide additional details about your experience with the Princess with Power Tools calendar?
What advice do you have for those seeking to make a meaningful impact in STEM outreach?

Here Are Some Key Points Discussed in This Episode About How to Lead a Successful STEM Outreach Program:


Danielle joined the Society of Women Engineers (SWE) to lead volunteering programs, including classroom visits and community service. Motivated by her realization of the importance of early engineering exposure, Danielle aims to inspire others and bridge the awareness gap in engineering careers.
Danielle leads STEM outreach for WTS Philadelphia and previously managed K-12 programs for ASCE Philadelphia. Since March 2020, she's been giving virtual talks worldwide, sharing the excitement of STEM and her experiences as a civil engineer.
By encouraging STEM majors to connect with students, the goal is to break the "you can't be what you can't see" barrier by showcasing civil engineering as a viable career during classroom visits and tabling events. This is crucial due to the shortage of civil engineers needed for infrastructure projects.
Engaging in STEM outreach events goes beyond inspiring future civil engineers. The aim is to impart the importance of civil engineering, making students aware of the role it plays in everyday comforts like bridges and clean water. Even if they choose different careers, the goal is for them to appreciate the crucial work in maintaining and improving infrastructure.
In-person STEM outreach has two main formats: classroom visits with a brief presentation and hands-on activities, like the slender tower challenge, and tabling activities at science museums, featuring quick challenges such as the foil boat test. Both inspire students and educate adults about the significance of civil engineering.
Danielle has been part of 20 to 30 outreach events,

In this episode, I talk with Dr. Bellandra Foster, P.E., about finding one's passion and purpose in engineering and making career decisions based on those factors. She also shares insights on coaching, the overlooked costs of being a boss, and the importance of family and self-time.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Ask Bellandra:

Can you share insights about the secret place of importance and its role in your life?
Has mastering the art of active listening, including the challenges of silence, played a significant role in guiding your path in both professional and personal aspects?
How would you advise someone to discover their passion and purpose, particularly in the field of engineering?
How has recognizing your passion and purpose influenced your career decisions and achievements?
Can you briefly discuss the importance of coaching from both the perspective of being a coach and having a coach?
How does playing for the home team apply to you professionally and personally, considering the secret place aspect you mentioned?
What are some frequently overlooked costs associated with being in a leadership position?
Why are family time and personal time important?
What last piece of advice would you offer to those striving for success in both their professional and personal lives?

Here Are Some Key Points Discussed in This Episode About Unlocking Potential by Finding Passion in Engineering:


Growing up in a religious setting, Bellandra stresses the importance of finding a quiet, spiritual space for guidance. Initially discussed in her success book, it has evolved into listening to God for direction. This space became crucial during her parents' passing and early business success, helping her make decisions in home, marriage, and business. Bellandra highlights the value of silent reflection in navigating life's challenges with spiritual guidance.
In business, discernment and prayer guide decision-making. Recognizing not every client or opportunity aligns, setbacks are seen as potential blessings for others, leading to active referrals to better-suited companies. The core principle is doing for others what one would want in return, encapsulating a thoughtful approach to business.
Bellandra's journey in engineering reflects a commitment to passion and purpose, navigating challenges and embracing joy in program management. Retirement isn't a priority as long as the work remains enjoyable. Recent recognition, including being named the Michigan State University distinguished Alumni in 2022, validates Bellandra's chosen path, affirming she is on the right track.
Knowing your passion and purpose is crucial for fulfilling your unique destiny. Trust that your path is guided by a higher purpose, enabling you to mentor and coach others by setting an example. Leading with honesty and integrity, acknowledging imperfections while striving to be a positive influence. If you're exploring coaching, remember that commitment is vital. Coaching involves personal action steps and a shared plan.
In your professional journey, mentors can play a vital role, even if you don't realize it. While coaching is an option, especially in areas like small business and life transitions, success depends on your commitment and effort. Coaching works best when you value your goals more than anyone else does.
To strike a balance between work and family life, consider delving into entrepreneurship, drawing inspiration from your professional network's insights into diverse industries. Optimize efficiency and family time by maintaining a home office. Juggling business growth and family priorities means playing for your home team,

In this episode, I talk with Dr. Paul Chinowsky about the critical significance of climate change resiliency in the industry and the intriguing transition from research to consulting. We also delve into the differences between tackling climate change resiliency in academia versus the industry, and shed light on the essential skills required to effectively address this pressing issue.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Ask Paul:

When did you realize that your passion for addressing climate change would become your long-term career path?
Having moved from academia to industry, can you share the main differences you've noticed in how each sector deals with climate change?
How does your background in engineering and architecture prepare you for the specific challenges of climate change analysis?
What essential skills do upcoming engineers need to address climate change resiliency issues effectively?
How do civil engineers contribute to the environment compared to their counterparts in environmental science?
How do you stay current and adjust your skills as new scientific developments emerge, and what methods do you use to stay informed?
How do you handle controversies in climate change discussions, considering diverse perspectives and using your expertise to form arguments?
What are your predictions for the future intersection of civil engineering and climate change in the next decade?
What's your final advice for aspiring individuals looking to build a career in the ever-evolving and challenging field of climate change?

Here Are Some Key Points Discussed in This Episode About Building a Sustainable Future with Climate Change Resiliency in Civil Engineering:


Working on Alaska's coast, the impact of climate change hit home as entire villages faced erosion. This raised a key question about the vulnerability of coastal infrastructure. The excitement came from the convergence of diverse backgrounds to tackle climate change's multifaceted challenges. The crux of the profession lies in addressing new problems and making a real impact.
In academia, it's about theoretical questions like water supply. Consulting is hands-on, solving real-world problems like preventing floods and prioritizing investments. The shift includes addressing practical issues like energy needs for vulnerable populations. The key is the difference between theory and hands-on problem-solving, depending on personal interests.
Paul's background is a unique blend of architecture, engineering, and computing, providing a holistic understanding of how science affects the built environment. This rare combination, not as prevalent two decades ago, has empowered Paul to effectively address diverse global challenges.
In this generational shift, new industry entrants need more than just engineering skills. They should understand climate science, particularly data analysis, and collaborate effectively with diverse groups. Engineers now play a frontline role in driving change, requiring proficiency in communication and environmental science, and reshaping expectations for the next generation.
Addressing water runoff and climate change, the focus has shifted to fundamental design considerations. Understanding and explaining the environmental impact is crucial for prompt and credible client responses, even without being an expert.
As the team lead, your role is to be the central communicator, translating complex science into practical impacts on road design and budgets. Embrace the challenge and find satisfaction in being the intermediary between different aspects of the project.
Staying informed is vital in this field, with a daily commitment to reading new policies,

In this episode, I talk with Matt Aston, GPRS' founder, about the company's various services, including video pipe inspection, leak detection, laser scanning, and ground-penetrating radar. He shares the origin story of GPRS and its growth strategy, and also introduces the SiteMap initiative, which aims to create a comprehensive view of underground infrastructure for facilities.
Engineering Quotes:



Here Are Some of the Questions I Ask Matt:

How does video pipe inspection work, and in which scenarios is it most useful?
What is the technology behind infrastructure leak detection, and how does GPRS enhance traditional methods in this crucial aspect?
How does the use of laser scanning services benefit your clients?
What do ground-penetrating radar services entail, and how do they play a crucial role in construction and utility management?
Could you share a bit about the origin story of GPRS, from its beginnings as a one-person venture to evolving into a company with 800 employees?
How has the company's growth strategy evolved as it has expanded?
Could you provide some information about your new initiative, SiteMap, including its goals and what distinguishes it from other services in the market?
What advice would you offer to someone interested in pursuing a career in GPR services, and how can they best prepare for such a profession?

Here Are Some Key Points Discussed in This Episode About Ground Penetrating Radar: 


GPRS has introduced video pipe inspection, a method used to examine the interiors of sewers. This technology proves especially valuable in scenarios involving directional boring, as it detects issues like unnoticed pipe damage or cross bores, preventing potential collapses or sinkholes.
GPRS uses an acoustic method that "listens" for water leaks. They specialize in solving water loss issues in aging infrastructure, particularly in critical places like hospitals and manufacturing plants.
TruePoint Laser Scanning, now part of GPRS, uses LiDAR technology for precise laser scanning of spaces like mechanical rooms and refineries. By combining this with GPRS' ground penetrating radar (GPR), they enhance underground mapping, creating a more complete picture for Building Information Modeling (BIM) programs, revealing both visible and hidden aspects of a space.
In concrete, GPR services locate electrical services and precisely map reinforcing steel placement, enabling accurate drilling. Ground-penetrating radar is also used for finding voids below the surface. Underground, the primary focus is on utilities, detecting them before excavation, but GPR is versatile, also identifying voids and underground storage tanks.
GPRS started small in Toledo, Ohio, and quickly grew to nearly 800 employees. They expanded strategically into Detroit and Ann Arbor, gaining national attention through early online marketing. Shifting focus from fieldwork to business growth, GPRS is now in 54 markets across the U.S., with about 450 field employees and close to 800 staff overall.
GPRS started by expanding widely into various cities, focusing more on coverage than depth. Beginning national expansion in 2006,2007, they initially had few representatives per city until around 2013. Now, markets like Southern California, Philadelphia, Northern California, and Seattle have over 30 project managers daily. This strategy aligns with population and construction spending, prioritizing broad coverage first and then increasing presence based on demand.
GPRS launched SiteMap to tackle unreliable underground records. It acts like a Google Maps for facilities, consolidating accurate infrastructure plans for campuses and hospitals. The initiative transparently records GPRS findings, including utility depth and markings.

In this episode, I introduce you to the new co-host for this podcast, K. James Taylor, Jr., P.E., a licensed professional engineer and an associate vice president at Verdantas, and provide some great civil engineering leadership tips that can help you conquer even the most challenging projects.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are 5 Tips for Becoming a Great Civil Engineering Leader:


The first tip is to establish a robust technical foundation in engineering, recognizing that while technical expertise is fundamental, effective communication is equally critical for success in leadership roles and collaboration.
The second tip concerns using mentorship and knowledge sharing in civil engineering leadership. When experienced engineers mentor junior members, it creates a culture of learning and growth, boosting the team's abilities and sparking innovation. It is especially important given the ongoing need for more engineers in infrastructure projects and various industries.
The third tip concerns being open to new ideas and trying new things in engineering leadership. Whether adapting to modern technologies like moving from blueprints to computer-aided drafting or taking calculated risks, success comes from figuring out what works best for the leader and the company. This approach helps create an environment that supports growth and innovation.
The fourth tip advocates for diversity and inclusion in engineering teams. Successful leaders value diverse perspectives, recognizing that they drive innovation and contribute to the effectiveness of high-performing teams. Embracing different backgrounds enhances problem-solving and creativity, acknowledging that varied viewpoints lead to more effective approaches in engineering.
The final tip is the importance of mastering delegation for successful engineering leadership. Effective delegation significantly influences workload, team efficiency, and client satisfaction by addressing challenges tied to being a people pleaser. Rejecting the idea of handling everything alone, the focus is on proper delegation—training others for success. Navigating various delegation levels is crucial, and understanding when to handle tasks personally versus delegating is key in this dynamic field.

More Details in This Episode…

About K. James Taylor, Jr., P.E.
K. James Taylor, Jr., P.E., is a licensed professional engineer and an associate vice president at Verdantas, an emerging environmental, engineering, and technical consulting company with a green, sustainable, and people-first approach in the foreground. James has over 17 years of experience in civil engineering in the land development and municipal fields. Land development services include the design of subdivisions and site plans for compliance with local codes and ordinances, civil/site engineering, stormwater management, road design, and utility design. James has served as a project manager since 2018. In 2021, James was recognized with the Outstanding Project Manager Award at Duffield Associates (now Verdantas) for outstanding performance as a project manager and his consistent display of leadership traits valued by the company, including scheduling, management, proactive communication, collaboration, responsiveness, and client-focused service.

James was selected as the 2021 Young Engineer of the Year by the American Society of Civil Engineers (ASCE) Delaware Section. James serves as the President of the Delaware Engineering Society and served as the New Professionals Director on the NSPE Board of Directors from 2021-2023.
Books Mentioned in This Episode:
What Got You Here Won't Get You There


Sources/References:
Verdantas
Connect with K. James Taylor, Jr., P.E., on LinkedIn

In this episode, I talk about three engineer-approved steps for effective goal-setting that will turbocharge your career every 90 days. Whether it's professional or personal, these steps are your secret sauce.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some Key Points Discussed in This Episode About How to Engineer Your Career: 3 Steps to Effective Goal Setting in 2024:


Setting goals is like having a career roadmap. They help engineers make focused decisions, whether it's choosing a job or planning further education. Goals, like the book "Where Will You Be Five Years From Today?" suggests, make sure you're planning for success today. They not only maintain focus but also drive continuous improvement, a must for any engineer. Plus, goals keep you accountable when shared with a mentor or friend. So, embrace goals — they keep you on track, drive action, and ensure your career journey is purposeful.
Performance goals are like your personal standards — whether it's maintaining a GPA or hitting billable hours at work, you set the bar. It's all within your control. Then there are outcome goals, the big wins like landing a job or getting a PE license. But these depend on external factors, like job availability. When setting goals, find what works best for you — mix and match process, performance, and outcome goals to stay motivated.
Let's break down the goal-setting game:

Step one: Set the foundation by defining your values and pillars, ensuring they align with what truly matters to you.
Step two: Ask yourself key questions about your career goals, motivations, necessary steps, and potential helpers. Ensure your goals align with your established pillars.
Step three: Make your goals SMART. Specific (clearly defined), Measurable (quantifiable progress), Attainable (reachable milestones), Relevant (aligned with your career vision), and Time-Bound (set deadlines for that extra push). Remember, SMART goals are the secret sauce for turning aspirations into achievements. Get specific, measure up, stay attainable, stay relevant, and set those deadlines!


In summary, embrace a robust goal-setting process: Start by defining values and creating foundational pillars. Pose four key questions about career goals — where, why, steps, and who. Lastly, ensure goals are SMART: specific, measurable, attainable, relevant, and time-bound. This streamlined approach empowers individuals to translate aspirations into tangible career success.

More Details in This Episode…

Books Mentioned in This Episode:
Where Will You Be Five Years From Today?


Sources/References:
BIM
AutoCAD
Pass the FE Exam YouTube Channel
Pass the PE Exam YouTube Channel
Engineering Leadership Accelerator Course
This Episode Is Brought to You by PPI:
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We would love to hear any questions you might have or stories you can share on the effective goal setting techniques you use.

Please leave your comments, feedback, or questions in the section below.


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To your success,

In this episode, I talk with Alexandra Lee, P.E., staff civil engineer at Burns & McDonnell, about her unique approach to engineering design, particularly in balancing traditional methods with innovative solutions in transmission and utility projects.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Ask Alexandra:

When did your initial exposure to transmission engineering occur, and what specifically ignited your interest in this field?
What has been the most surprising or unexpected aspect of transmission engineering that you've encountered?
Can you share details about the clients you work with within the transmission field, including their needs and expectations, especially for those who may not be familiar with transmission?
Can you share which projects you've found particularly fulfilling or enjoyable among the ones you've worked on so far, and elaborate on the different types of projects that stand out to you?
Do you consider the primary distinction between traditional transmission utility projects and renewables to be the schedule or timeline?
How would you characterize the companies that provide our home gas and electric services, considering they're private entities but with a unique characterization?
How do you maintain a fresh and innovative design approach in a field often perceived as rigid and traditional?
Considering your background in natural resources and environmental sciences, how do you incorporate environmental considerations into your current projects?
What advice would you offer young engineers aspiring to maintain a creative approach in their careers, especially in the highly technical and often rigid field of engineering?

Here Are Some Key Points Discussed in This Episode About Navigating the Dynamic Landscape of Transmission Engineering:


Alex discovered transmission engineering, initially thinking it might relate to cars. College courses felt disconnected until entering the transmission line industry, revealing the vital role of powering homes with renewable energy. The industry is evolving rapidly and grapples with challenges in adapting to renewables. Alex finds the problem-solving aspect of engineering fascinating amid the dynamic landscape.
In transmission engineering, it's surprising how much we don't know. Even with years in the field, there's always more to learn. The ongoing discovery and problem-solving make the job consistently fascinating.
In the transmission field, the main clients are traditional utility companies ensuring reliable power and renewable energy firms building projects nationwide. Traditional utilities have a deeper understanding of their regions, while renewable companies, newer to the field, seek quick, cost-effective solutions. Working with both offers diverse challenges and opportunities, educating traditional clients and providing value to the evolving renewable sector.
Alex's favorite transmission line projects are the competitive transmission jobs influenced by FERC Order 1000. These projects stand out because they require starting from scratch and deciding on routing, structures, and power distribution. The process encourages a collaborative team dynamic despite time constraints. For Alex, it's a chance to craft innovative solutions that benefit end-users, emphasizing the goal of cost-effective utility bills for everyone.
The difference between traditional utilities and renewables is how they fund projects. Traditional utilities, guaranteed an 8% return, recover costs through utility bills. In contrast, renewables that are funded differently see every dollar spent on getting the asset online directly impact their profit. This financial distinction shapes their decision-making mindset from ...

In this episode, I talk with William Spencer, P.E., president and professional engineer at MHS Planning & Design, about the profound impact of civil engineering on promoting child wellness in parks and playgrounds. We tackle topics like funding challenges, the significance of outdoor play in child wellness, pioneering solutions, and the crucial role of collaboration.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Ask William:

Could you describe your civil engineering work on parks and playgrounds and its impact on promoting child wellness?
How can we find funding and plans to create and care for public spaces like parks?
How does outdoor play contribute to children's overall well-being, and what role does civil engineering play in supporting this?
How does the necessity for maintenance impact the initial design and planning of a play space?
How can we find creative and effective solutions to address the issue of insufficient green space for children?
How do civil engineers team up with local communities, governments, and other organizations to make things happen?
What do you think are the most promising developments and opportunities in civil engineering for parks and playgrounds?

Here Are Some Key Points Discussed in This Episode About the Role of Civil Engineering in Promoting Child Wellness:


While engineering is often linked to big projects, there's a crucial need for engineers in designing parks and playgrounds. These spaces are vital for children's development, teaching them about risk, hazards, and social interaction. Beyond physical well-being, parks contribute to emotional and social growth. Engineers in this field leave a lasting impact, shaping the experiences of generations.
When it comes to parks and playgrounds, proper planning is crucial. Rushed decisions lead to spaces that don't meet community needs. A thoughtful plan, driven by community input, and presented to decision-makers like City Council members, ensures parks align with what citizens want. This proactive approach not only secures community buy-in but also opens funding opportunities such as grants and partnerships with vendors. Prioritizing alignment with the plan makes parks valuable assets to the community.
In the era of screens and post-COVID, kids often seek refuge indoors, missing out on the unique benefits of outdoor play. The acronym "SPEC" encompasses the social, physical, emotional, and cognitive aspects influenced by parks and playgrounds. In social interactions, kids learn patience and cooperation. Physically, the playground encourages activity and helps them assess risks. Emotionally, it serves as a space for both energy release and sensory experiences. Lastly, cognitively, kids develop an understanding of risks and mental resilience. Parks aren't just recreation — they play a crucial role in shaping well-rounded, socially adept, and physically active children.
When upgrading playgrounds, it's crucial to understand the significance of maintenance. Opting for durable materials in the surfacing helps cut down on yearly maintenance, ensuring a long-lasting and enjoyable experience for kids. Smart design, with a focus on maintenance, is essential for keeping play areas lively and preventing a return to inactive screen time.
Parks and playgrounds must be inclusive, not just accessible. It's about creating spaces where everyone, regardless of age or lifestyle, feels welcome. By expanding the focus beyond specific age groups and considering the needs of all demographics, we must make these spaces inviting for everyone and increase community engagement.
Civil engineers play a crucial role as educators, helping communities understand the importance of parks and open spaces.

In this episode, I talk with James Chambers, director of global industry development at Nemetschek, about digital transformation in construction. He delves into the adoption of digital technology and software tools, explore the reasons behind increasing technology investments, and also share some great tips for introducing and utilizing digital tools at your firm.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Ask James:

How has the construction industry used digital technology in the past, and how do you think this is changing now?
What are some reasons you think have led to the noticeable rise in technology investments in the architecture, engineering, and construction (AEC) sectors over the past few years?
What are some common misconceptions or fears that industry veterans have about embracing digital tools, and what can be done to ease these concerns?
What are the benefits of the digital transformation in construction methods in terms of documentation, regardless of the scale of the business?
What key strategies or factors should companies consider when transitioning to new software or digital programs?
What happens when you invest in software without planning and later discover it doesn't fully meet your needs when there might have been a better alternative?
What tools would you recommend for companies that want to improve their digital strategy?
How can companies make sure they implement technology effectively, whether it's for communication or documentation, by having a solid plan in place for maximum benefits?
Can you give examples of companies or organizations that successfully transitioned to new processes, considering the challenges they encountered along the way?
How do you think the construction software industry is changing with the integration of AI and ML tools?

Here Are Some Key Points Discussed in This Episode About How Digital Transformation in Construction Is Changing the Industry:


In the past, the construction industry wasn't quick to adopt digital technology because of its traditional ways and old contracts. However, the pandemic forced a change, pushing companies to use digital tools for better communication and work. Some places, like the UK, have set digital standards that other countries are now following, showing that the industry is slowly getting more comfortable with digital methods.
The rise in technology investments in the AEC sectors can be attributed to various factors. These include the effective deployment of technology during the pandemic, the emphasis on managing data, the creation of new tools, an increased focus on sustainability, and the industry's efforts to address labor and supply chain issues stemming from complex projects and shifting work trends.
Industry veterans may believe that digital tools are only for large projects due to cost, and there's a misconception that older professionals resist technology; however, decreasing costs and widespread tech familiarity suggest these ideas are not entirely accurate. They might also think learning new tech is hard, but everyday technology use contradicts this, implying an easier integration of digital tools in the industry.
Using standardized digital formats like PDF or IFC throughout a civil project's life cycle helps different-sized firms work together more easily, streamlining operations and ensuring everyone contributes to the same project goals.
Understanding why the transition is needed, gaining employee buy-in, regularly evaluating progress, and encouraging active participation is essential when introducing new software or digital programs in a company. These steps ensure that the tools remain effective and aligned with the company's goals ov...

In this episode, I talk with Tucker Perkins, MBA, the president and CEO of the Propane Education & Research Council (PERC), about the pivotal role of engineering in the ever-evolving energy landscape, highlighting the importance of propane technology and sustainability in the journey towards a greener world.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Ask Tucker:

What are some key propane technology innovations that align with the evolving energy landscape?
How do differing viewpoints significantly influence your role as an engineer, and how can you effectively educate others on viable engineering practices, emphasizing both successful strategies and ineffective approaches?
How has your engineering expertise shaped your perspective on achieving a net-zero society, given the challenges of overhauling existing infrastructure?
How will engineering roles change during the energy transition, and what skills will be increasingly important in this evolving field?
What have you learned from talking to energy experts about how we can reach net zero in carbon emissions?
How soon do you think nuclear fusion will be viable, and do you consider it the safest way to achieve our energy efficiency targets?
What are some new ways propane technology is helping sustainability, and how can engineers get involved in this field?
What are the key differences between diesel and propane in terms of cost efficiency, environmental impact, and the harm caused by diesel to the environment?
How are collaborative efforts or initiatives influencing the future of the propane industry, and what opportunities exist for engineers to engage in these developments?
What challenges do engineers face when entering these industries and exploring new technologies?
What resources do you recommend for energy enthusiasts to explore and deepen their knowledge in the field?
What career advice would you give to aspiring engineers who want to work in the dynamic energy sector?

Here Are Some Key Points Discussed in This Episode About Propane Technology, Sustainability, and the Road to Net Zero:


The evolving energy landscape demands innovative engineering solutions, particularly in alternative fuels such as wind, solar, and hydrogen. This requires sophisticated engineering techniques to navigate the complex underground and aerial infrastructure, as well as a comprehensive understanding of the multifaceted technical challenges of the modern energy system.
Engineers manage both ambitious ideas and practical solutions, addressing emotional biases and promoting comprehension of the complexities in transitioning to cleaner energy sources for tangible progress now.
Engineers play a critical role in addressing the systemic challenges of achieving net-zero emissions, particularly in light of the complexities of the first law of thermodynamics. This requires recognizing the comprehensive nature of the issue and developing viable solutions within the energy landscape.
In the changing world of energy, engineers play a crucial role in considering new possibilities like improved batteries and potential advances in nuclear power, while also emphasizing the continued need for engineering talent to meet the challenges and opportunities of the evolving energy sector, highlighting the vital contributions that engineers can make in shaping the future of energy.
Experts on the "Path to Zero" podcast talk about many different energy topics, like nuclear power, carbon capture, and climate science. They also talk about the importance of making sure that everyone has access to energy, even if they don't have a lot of money. The experts have different opinions on some things,

In this episode, I talk with Dylan Medeiros, a learning and development specialist at HFA, about the intriguing origin story of the NICER method. Dylan breaks down the method's steps and explains how it can benefit both civil engineering individuals and organizations. We also talk about the future of learning and development in the engineering field.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Ask Dylan:

What are the foremost challenges faced by civil engineers and AEC professionals in terms of ongoing learning and development within the industry today?
How can you effectively communicate the value of a company's learning and development program, which not only enhances your professional skills but also benefits your personal life, including skills like communication, listening, productivity, and time management?
How do companies attract, retain, and develop employees by offering robust learning and development programs that foster loyalty among their workforces?
Could you explain how the NICER method for talent development can benefit civil engineers or AEC professionals?
How can managers ask employees about their needs and succession planning while making sure the learning and development program is valuable enough to motivate them to invest billable hours?
How does offering freely accessible content help establish credibility and build trust with potential clients, leading them to reach out for assistance with their learning and development needs?
Having explored the aspects of needs, incentive, and credibility in the NICER method, what component should we turn our attention to next?
Could you explain the meaning of the "R" in the NICER method?
Can you provide an example or discuss how an individual professional can apply the NICER method to develop their skills and advance in their career?

Here Are Some Key Points Discussed in This Episode About the NICER Method:

One of the key challenges in the AEC industry is resistance to adapting to new work styles. This resistance is particularly pronounced due to the presence of four different generations in the workforce. It also stems from a lack of clear direction in aligning learning and development efforts with the evolving work environment. Furthermore, remote work has blurred the lines between personal and professional life, making it challenging to define clear boundaries. Lastly, professionals are increasingly seeking autonomy and control over their work hours, making traditional office setups less appealing.
The main principle of learning and development is to prioritize holistic growth in individuals. This means focusing on both their professional and personal development. Success in the industry goes beyond technical skills — it involves nurturing well-rounded individuals who are appreciated for their contributions and positive interpersonal qualities.
One crucial aspect to consider is that people often resist training not because they inherently dislike learning or development, but primarily because they dislike unengaging, checkbox-style training that lacks real-world application and support from leadership and peers, which has contributed to the negative connotation associated with the term "training."
The NICER method begins by understanding employees' needs beyond job descriptions. It involves developing skills that enable them to replace their leaders, fostering buy-in by considering the whole person, and addressing incentives to ensure active engagement in the development process.
Effective learning and development programs must connect with individuals on a deeper level, moving beyond event-based discussions. Building credibility and rapport by actively engaging in their world and showin...

In this episode, I talk with Michele Heyward, EIT, the founder and CEO of PositiveHire, about the current state of civil engineering diversity, the challenges faced by underrepresented groups in the industry, and retention strategies for keeping diverse talent in engineering construction.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Ask Michele:

Given the benefits of having a P.E. license, even though it's not always required in construction, do you also plan to pursue it?
How did your journey from coding enthusiast to tech startup CEO begin?
How would you assess the current state of diversity in the construction industry?
What challenges do underrepresented groups face in the engineering construction industry?
How can we retain talent, especially underrepresented groups and women, in the engineering construction industry?
What other specific actions can construction management firms take to increase diversity, equity, and inclusion in the construction industry?
What is your outlook for increased civil engineering diversity in the coming years, and what trends or initiatives do you see that could lead to a more inclusive future?
What advice would you give to young women interested in a career in engineering construction?

Here Are Some Key Points Discussed in This Episode About Why Civil Engineering Diversity is Essential for a Better Future:


For construction engineers with transient lifestyles, it can be difficult to find the time to study for the P.E. exam. However, strong communication skills are essential for success in this field, and the experience gained from managing and communicating with people can be more valuable than the P.E. license itself.
Michele is a civil engineer who became the founder and CEO of a tech startup. She believes that her engineering background has helped her in her new role, particularly her ability to understand and communicate with software developers. She also emphasizes the importance of being able to think about the user experience and design solutions that are both effective and efficient.
The construction industry still has a lot of work to do to improve diversity and inclusion. Some organizations are doing better than others, but overall, there is a lack of focus on this important issue. This is a problem because civil engineering diversity and inclusion are essential for building infrastructure that serves the public. Civil engineers have a responsibility to lead the way in promoting diversity and inclusion in their industry.
The engineering construction industry faces several challenges in promoting diversity and inclusion. One major challenge is the educational gap, which prevents many underrepresented groups from even entering the field. Another challenge is the lack of focus on retaining women and other underrepresented groups in the workplace. Organizations need to understand and address the policies and practices that hinder diversity and inclusion, such as unfair promotion and training practices.
To retain talent, especially underrepresented groups and women, in the engineering construction industry, organizations need to create a more inclusive workplace where all employees feel valued and respected. This can be achieved by helping individuals understand their own biases and blind spots, reviewing and revising policies, practices, and procedures to reduce bias, and looking beyond HR to see how diversity and inclusion impact products, customers, and the overall organization.
Construction management firms can increase diversity, equity, and inclusion in the construction industry by taking steps to address the unique needs of women on the job site. This includes providing gear that is designed for w...

In this episode, I talk with Eric Thompson, P.E., water resources engineering team leader at MSA Professional Services. Eric provides some great advice for engineers who are aspiring to transition from technical professional to leader, especially within the field of water resources engineering.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Ask Eric:

Can you share your journey to becoming the water resources engineering team leader at MSA, and how you made the transition from a technical professional to a leader?
What are the essential skills for a water resource engineer to transition into a leadership role?
What is your role in project management and how do you approach managing projects within your team?
Can you share your experience in team management and how you have cultivated a positive and productive working environment?

Here Are Some Key Points Discussed in This Episode About How to Successfully Navigate the Transition from Technical Professional to Leader:


Transitioning from a technical to a leadership role can be challenging, but it can also be rewarding. You may need to develop new skills and knowledge, build relationships with a wider range of people, and take on more responsibility. You will also make a positive impact on the lives of others and use your skills and knowledge to solve problems and achieve goals.
Effective communication is essential for water resources engineers, especially when working with clients and other professionals from different disciplines. Engineers need to be able to clearly explain their technical concepts in a way that is easy to understand. They also need to be able to listen carefully to the needs of their clients and partners and to build relationships based on trust and respect.
A good project manager does not need to do the work themselves. Instead, they should focus on the big picture, such as communicating with the client, staying on budget and schedule, and ensuring that all the different parts of the project are coming together. By trusting their team to do their work, project managers can free themselves up to manage the project effectively.
A positive and productive work environment is one where team members feel trusted and supported. They are allowed to learn and grow, and they are encouraged to take on new challenges. This can be achieved by team leaders who are willing to let go of control and allow their team members to make mistakes. By creating a safe space for failure, team leaders can help their team members grow and develop into confident and capable professionals.

More Details in This Episode…

About Eric Thompson, P.E.
Eric Thompson has over 25 years of experience, specializing in stormwater management including watershed management activities ranging from wetland restoration, aquatic habitat assessments, lake water quality improvement, flood reduction, and development regulation. Eric has been involved in projects throughout the United States, including major project work in Illinois, Iowa, Minnesota, Missouri, and Wisconsin.

He is a registered Professional Engineer in the states of Minnesota, Wisconsin, Iowa, and Illinois. Eric served on the board of the Iowa Floodplain and Stormwater Management Association (IFSMA) from 2014 to 2020. His last position with the board was as IFSMA's Vice Chairperson. Currently, Eric leads the MSA Professional Services Water Resources Specialty team of nine professionals out of their Madison, WI, office. They serve clients in Wisconsin, Iowa, Illinois, and Minnesota.

MSA Professional Services is a multidisciplinary consulting firm serving public and private clients throughout Wisconsin, Minnesota, Iowa, Illinois,

In this episode, I talk with Jim Rowings, vice president at Kiewit, about developing top leadership skills for engineers in the design and construction field, and the vital role that leadership qualities play in the journey of all engineers.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Ask Jim:

Did gaining experience before choosing a master's degree help you decide the direction you wanted to pursue?
Can you describe your early field experiences, the difficulties you faced as a new engineer, and the strategies you employed to enhance your self-assurance?
Could you describe your mentoring experiences and offer insights into how we can enhance accessibility to mentoring for younger professionals?
Could you share your personal experience in navigating the balance between your technical expertise, including research and education, and your development of leadership skills?
How have your leadership skills influenced your career advancement and your effectiveness in leading teams within your various roles?

Here Are Some Key Points Discussed in This Episode About How to Develop Top Leadership Skills for Engineering Excellence:


Gaining practical experience before choosing a master's degree not only provides valuable insights and confidence but also clarifies specific areas of interest. This real-world experience helps tailor academic pursuits, combining hands-on challenges with targeted learning for a well-rounded education.
For young engineers facing early challenges, it's crucial to ask for advice, make ethical decisions, and learn from tricky situations. Prioritizing caution and integrity will lead to a safer and more successful career path.
Mentoring begins with the initiative of young engineers to recognize learning opportunities from those around them. Informal connections and shared experiences, even simple breakfast discussions, can offer valuable insights. Trusting superiors who prioritize growth and provide constructive feedback shapes professional development. Sharing challenges and seeking input from multiple sources allows for well-rounded decision-making.
Balancing technical expertise and leadership involves learning from experiences and staying curious. Observations from mentors provide insights for leadership growth while maintaining curiosity and consistently learning in the technical realm ensures ongoing expertise. Asking insightful "why" questions deepens technical understanding, creating a successful equilibrium between the two aspects.
Central to career success is building strong relationships that offer ongoing access to new opportunities and diverse perspectives. Curiosity acts as a driving force, while expressing gratitude, especially through handwritten thank-you notes, reinforces connections, and paves the way for navigating challenges. This practice of acknowledging others yields enduring professional relationships and connections.

More Details in This Episode…

About Jim Rowings
Throughout his career, Jim has held leadership positions in academia and industry. Jim holds B.S., M.S., and Ph.D. degrees in Civil Engineering from Purdue University. He has taught every fundamental construction engineering course and many graduate-level courses related to construction engineering and management at leading universities, including the University of Kansas, Iowa State University, and Purdue University. Jim began his career working for ARAMCO in Saudi Arabia as a construction engineer on projects ranging in scope from $60 million to $2.3 billion.

He led the top Construction Engineering program in the U.S. for 15 years. As a teacher and academic researcher, he authored or co-authored more than 25 published research pap...

In this episode, I talk with Kimberly Bauer Burke, vice president at Skanska and a leader in the AEC industry, about her experiences as a business development and sales professional, which include discussing strategies for market penetration, customer relationship management, and more. We also dive into her perspective as a woman in the construction industry and share her thoughts on attracting and retaining women in leadership positions. Whether you're starting your career or looking to take your business development and sales skills to the next level, this episode is full of valuable insights and advice.
Engineering Quotes:



Here Are Some of the Questions I Ask Kimberly:

Is finding a skilled mentor to guide you in your business development journey after identifying your interests a great career approach?
What skills and strategies do you use to enter new markets, secure business, and excel in your job?
How do you actively integrate current knowledge into your sales and business development strategies to ensure their effectiveness?
Could you elaborate on the obstacles you've encountered as a woman in the construction field and share your strategies for overcoming them?
How do you tackle the industry issue of translating big ideas into practical implementation, ensuring they become tangible realities rather than remaining abstract concepts?
What measures do you believe the AEC industry can take to enhance the recruitment and retention of women in leadership roles, specifically within sales and business development?
What advice do you have for people moving from technical roles to business development who want to improve their relationship-building skills?

Here Are Some Key Points Discussed in This Episode About The Rise of Diversity and Inclusion in the AEC Industry: 


Having advocates or sponsors in your career journey who provide guidance and recognition is crucial. Such support not only helps in defining a clear career path, but also ensures that valuable contributions are acknowledged. While positive feedback is valuable, constructive input is essential for growth. Recognizing the role of mentors in opening doors and offering direction emphasizes their significance in one's career progression.
Establishing authentic relationships with project owners is pivotal in business development, nurturing trust, and yielding multiple projects. Team involvement in building these connections is crucial, while comprehensive administration and employee development initiatives ensure sustained growth and career advancement within the organization.
Crafting a robust business development strategy involves multiple components. Cultivating a diverse network, proactively engaging, and embracing continuous learning is key. By immersing oneself in various aspects of the business and showing genuine interest in the team's work, a more effective and impactful approach to sales emerges, contributing to personal and organizational success.
Success for women in engineering relies on a focus on results and unwavering commitment. By consistently delivering on promises and valuing completion, women in various fields can overcome challenges and nurture productive teamwork, leading to concrete achievements.
Women bring a distinct perspective to tasks, excelling in multitasking and attention to detail. Their versatile approach, reminiscent of hunting and gathering, proves beneficial in various business aspects. Participation in executive development programs imparts valuable skills applicable to client relationships and career growth.
The current era places a stronger emphasis on diversity and inclusion in the AEC industry, acknowledging women's valuable contributions. Companies embracing this trend are likely to offer more leadership roles to women.

In this episode, I talk to you about Antoni Gaudí's remarkable stormwater management techniques showcased in the breathtaking Park Güell, which I recently visited on my trip to Spain, and how it continues to inspire and relate to modern civil engineering practices.
***The video version of this episode can be viewed here.***
Engineering Quote:

Here Are Some Key Points Discussed in This Episode About Gaudí's Stormwater Management Techniques: 


Antoni Gaudí's brilliance as an architect and professional is worth exploring, and the experience of seeing his work as a civil engineer brings a unique perspective. Beyond aesthetics, civil engineers observe and ponder the functionality of structures, considering design choices and water management processes. Looking through this "lens" offers an intriguing way to view different locations and gain valuable insights while traveling, cultivating a deeper understanding of construction and design practices worldwide.

Park Güell

Antoni Gaudí, a visionary architect, and engineer, displayed brilliance in Park Güell's design, showcasing an innovative irrigation system and seamless blending of aesthetics with practicality. His works in Barcelona and beyond showcase remarkable examples of his ability to integrate nature and patterns harmoniously.


One of Antoni's most famous works includes the ongoing construction of the Sagrada Familia, a captivating church with large towers, and the intriguing houses he designed for wealthy families in Barcelona.

Sagrada Familia Park Güell Walkway

His visionary transformation turned Park Güell into a captivating park with covered walkways, intricate mosaics, and a fascinating irrigation system, showcasing his ahead-of-his-time thinking in green designs and sustainability during the late 1800s.


In Park Güell, Gaudí's brilliant design includes 86 stocky columns resembling a forest, forming a covered courtyard with a gravel base. These columns also serve as the heart of an awe-inspiring irrigation system, efficiently supplying water throughout the park.

Park Güell Columns

When it rains, water gathers in the gravel courtyard of Park Güell. It seeps through the courtyard and flows into pipes within the 86 columns, leading to a subsurface cistern. Engineers use this tank system for park-wide irrigation and fountains, showcasing Gaudí's ingenious water management strategy.

The gravel courtyard of Park Güell Entrance to Park Güell's subsurface cistern

While wandering through Park Güell, the captivating mosaics, views, and pathways might overshadow the irrigation system, even for a stormwater-experienced civil engineer. The hidden engineering marvels are easily overlooked without a knowledgeable tour guide's explanation.
Design professionals must collaborate for sustainable designs that harmoniously blend functionality and aesthetics, creating enduring and remarkable creations.
Embrace innovation and sustainability in your projects, drawing inspiration from practical projects worldwide. Adopt a holistic approach, collaborating with other professionals to create functional and aesthetically pleasing designs, contributing to sustainable communities globally.

Park Güell's captivating mosaics
More Details in This Episode…
Sources/References:
More About Antoni GaudíPark GüellSagrada FamíliaThe World Through the Eyes of a Civil Engineer
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Tensar, a division of CMC, is a world-leading manufacturer and provider of ground stabilization and soil reinforcement solutions. Our innovative geogrid technology has benefited thousands of civil construction and engineering projects around the world for over 50 years. With our Tensar+ design software,

In this episode, I talk with Matthew Alboum, P.E., a regional human resource manager at Dewberry, who made a successful career transition from civil engineer to HR manager, about how he leveraged his engineering background to excel in HR. He also discuss the importance of acknowledging individuality and leveraging strengths for a fulfilling career, and he provides some great advice for engineers considering a career transition to HR.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Ask Matthew:

Did you pursue the management degree to enter a management role, but were uncertain at that time if it would ultimately lead you to a career in HR?
How have you found the skills and experience gained from your engineering background to be useful in your HR work?
Could you discuss the challenges you encountered during this transition and how you managed to overcome them?
Based on your experience transitioning from a technical field to HR, what advice would you offer to individuals who are considering a similar career change?
How have professional societies impacted your career, particularly during your transition into HR, and have you made any changes in the societies you're involved with as a result?
Do you ever miss the engineering or technical field, and in what ways do you still engage with it?
What final advice can you offer regarding the transition from being a civil engineer to an HR manager?

Here Are Some Key Points Discussed in This Episode About Going from Civil Engineer to HR Manager: 


Each engineer's individuality is crucial to acknowledge, as their motivations and interests vary, presenting distinctive avenues for success. By understanding oneself and leveraging personal strengths, one can chart a career path aligned with their passions, leading to a fulfilling and rewarding journey of self-discovery and professional growth.
Leveraging prior engineering experience, HR professionals gain valuable insights into employee challenges and aspirations, facilitating meaningful conversations with managers and younger professionals, while support from engineering-oriented leaders encourages the effective utilization of this unique skill set in the HR domain.
Transitioning to HR from an engineering background presents challenges such as overcoming reservations, leveraging expertise, balancing responsibilities within the company, and communicating the change to colleagues. Embracing these challenges is essential for personal and professional growth during career transitions.
Exploring HR-related opportunities aligned with personal interests, such as mentorship programs and knowledge management, and gradually wading into the field allows for a better understanding of compatibility and prevents feeling overwhelmed. Taking this gradual approach aids in making a confident career decision and finding fulfillment in the chosen direction.
Active involvement in professional societies enhances career development through networking, meaningful relationships, and seizing opportunities, highlighting the importance of finding societies aligned with personal interests rather than conforming to industry expectations.
The question of missing the engineering or technical field after transitioning to HR arises, and the response varies. While still in an engineering company, staying connected to technical aspects becomes challenging, but involvement can be maintained by supporting and mentoring colleagues. As careers progress, there naturally comes a point where technical involvement diminishes. Satisfaction with past technical accomplishments remains, and future directions may include continued HR involvement or more engagement in the operational side of engineering.

In this episode, I talk to Douglas Teiger, FAIA, a highly experienced AEC professional with over 40 years in the field, about how civil engineers can achieve a healthier work-life balance and maintain their well-being while navigating the demands of the engineering industry.

***The video version of this episode can be viewed here.***


Here Are Some of the Questions I Ask Douglas:

Could you provide an overview of spiritual psychology for our listeners who may be curious about the subject?
In the demanding context of the AE industry, how would you define work-life balance?
Can you share your approach to achieving a healthy balance between your professional commitments and personal well-being?
How can the establishment of habits, rules, and guidelines for work-life balance, implemented at both individual and organizational levels, contribute to a more balanced and sustainable approach to work?
What strategies or approaches would you recommend to working professionals in the AE industry, who face demanding project deadlines and client demands, to maintain a healthy work-life balance?
As a mentor in the industry, what strategies, tips, or practices do you emphasize to professionals to cultivate a healthy work-life balance and integrate it into their career development?
Can work-life balance and professional success coexist in the engineering industry, despite the misconception that prioritizing personal well-being hinders career advancement?
What tools, technologies, and time management techniques would you recommend to engineering professionals to optimize their work processes and create a better work-life balance?
What practical steps and mindset shifts can engineers implement to achieve a more fulfilling and sustainable long-term career while striving for a better work-life balance?

Here Are Some Key Points Discussed in This Episode About Real Tips on Achieving Work-Life Balance in Civil Engineering:


In spiritual psychology, we recognize ourselves as divine beings experiencing life as humans, embracing our inherent perfection and connection to a higher power. It involves removing barriers, promoting creativity and personal growth, and making conscious choices and deliberate responses. It encourages living a healthy life, establishing boundaries, and finding work-life balance.
Achieving work-life balance in demanding professions like the AE industry involves setting healthy boundaries, managing projects efficiently, and prioritizing joy and fulfillment both in and outside of work to prevent burnout and maintain a balanced life.
Achieving a healthy work-life balance involves prioritizing personal well-being and family over the relentless pursuit of results, making conscious choices in time management and creating a schedule that allows for quality family time and personal pursuits.
Establishing disciplined routines, implementing efficient systems and processes, and clarifying core values and vision are key elements that contribute to a harmonious balance between structure and creativity, allowing individuals and organizations to thrive.
To maintain a healthy work-life balance, it's crucial to manage workflow effectively by breaking down tasks into manageable portions, setting realistic goals, and fostering open communication within the team. Additionally, finding balance is a personal journey that requires aligning your choices with your core values and desired lifestyle. Define what you want for your life, focusing on the positive aspects, and create a clear vision that reflects your true self. By establishing healthy boundaries and managing expectations both at work and in your personal life, you can strive for balance and fulfillment in all areas.
Self-care is key to maintaining a work-life balance and effectively car...

In this episode, I talk to Steve Dell’Orto, the founder and CEO of ConCntric, a preconstruction platform that is transforming the fractured preconstruction environment by unifying data, people, and processes. We talk about evolving industry challenges and why it is so important to make preconstruction planning a top priority.

***The video version of this episode can be viewed here.***
Engineering Quotes:



Here Are Some of the Questions I Ask Steve:

Could you please provide an overview of preconstruction planning and its importance in the rapidly changing construction industry of today?
What are the significant challenges currently faced by the construction industry, and how can effective forecasting and preconstruction planning aid in mitigating or overcoming these obstacles?
How can unifying processes, data, and workflows, and promoting collaboration among stakeholders in the construction and real estate industry contribute to achieving greater certainty in project outcomes?
Could you provide more details on how ConCntric addresses gaps in the preconstruction environment and what makes it a dynamic preconstruction ecosystem?
How would you describe ConCntric, a software that consolidates and organizes preconstruction data, into a single umbrella or database?
What industries or project types can gain the greatest benefits by emphasizing preconstruction planning?
How do you see preconstruction planning evolving in civil engineering, and what emerging trends and advancements do you anticipate to enhance its significance in the construction industry?

Here Are Some Key Points Discussed in This Episode About How Preconstruction Planning Can Improve Efficiency and Reduce Costs in Civil Engineering:


Preconstruction planning is the crucial stage that precedes construction, encompassing design refinement, budgeting, scheduling, logistics, and permitting, where collaborative efforts among stakeholders shape the foundation for a successful project.
The construction industry faces various challenges, and achieving a certainty of outcome is a shared objective. By leveraging prior experiences, data-driven decision-making, and effective preconstruction planning, accurate forecasting can mitigate risks, control costs, adhere to schedules, and deliver successful projects for all stakeholders.
In the construction and real estate industry, promoting collaboration, capturing and utilizing data, and implementing unified workflows can help identify and mitigate risks, eliminating uncertainty and driving better project outcomes.
The preconstruction environment has been filled with gaps and ad hoc solutions, lacking a unified ecosystem. ConCntric addresses these gaps by providing structured workflows and leveraging data, allowing for better collaboration and informed decision-making. By uniting various workflows and presenting data in a clear and visual manner, ConCntric enables a higher degree of metrics, analytics, and risk mitigation that leads to improved project outcomes and the ability to leverage historical data for future projects.
ConCntric provides a centralized platform for all preconstruction activities, enabling stakeholders to collaborate, access updated project data, and make informed decisions effortlessly. By automating data retrieval and streamlining workflows, the software reduces manual effort and promotes successful project outcomes.
Comprehensive preconstruction planning benefits projects of all types, reducing costs, eliminating contingencies, and ensuring greater project viability, thereby positively impacting the construction industry and the broader economy.
The industry is shifting toward collaborative delivery, involving contractors, owners, and design teams early in the planning stage,

In this episode, we delve into a crucial topic that impacts communities and infrastructure: municipal water and sewer authorities. Joining us is William (Bill) N. Malin, P.E., an expert in the field, who sheds light on the role of these authorities in managing water and sewer infrastructure, the challenges they face, and the vital role grants play in funding infrastructure projects.

***You can view the video version of this episode here.***
Engineering Quotes:



Here Are Some of the Questions I Ask Bill:

Can you explain the role of municipal authority in managing water and sewer systems?
What services does your firm offer to municipal authorities and what does the relationship between your firm and the authorities entail?
When the authority wants to hire a consulting firm for these services, do they use an RFP or have a specific contract, and how do they initiate the process with your company?
Could you provide insights on the current grant landscape offered by municipal authorities?
As a consultant and civil engineer, to maximize value for your clients, have you explored and informed them about potentially unknown grants that could benefit their projects?
Can you provide insights on the types of projects typically supported by the Department of Economic Development and Commonwealth Financing Authority grants, and explain how municipal authorities can benefit from them?
What are the key considerations, challenges, specific requirements, and best practices that municipal authorities should keep in mind when applying for and managing grants?
How do grants support the long-term sustainability and improvement of water and sewer systems managed by municipal authorities, and what future trends and opportunities do you foresee in this area?

Here Are Some Key Points Discussed in This Episode About the Importance of Grants in Funding Municipal Water and Sewer Infrastructure Projects:


A municipal authority is a separate government entity responsible for managing specific tasks like water and sewer systems, operating independently from the local municipality.
Carroll Engineering Corporation provides a full range of engineering services, including capital planning, design, bidding, construction administration, and financial assistance, through bond issues and borrowings. Their expertise ensures that the authority's debt is separate from the Township debt, minimizing the impact on the tax base. They also conduct rate studies and offer budgeting support.
Authorities often appoint consultants through a two-step process, where firms are initially screened based on their qualifications, followed by interviews to select the most suitable candidate. These appointments can occur through personal relationships or direct requests, with authorities considering both expertise and anticipated costs when making their final decision.
In Pennsylvania, there has been a significant increase in grant funding over the past few years, including state-funded programs, casino-related grants, and federal funding through ARPA in response to COVID-19.
Carroll Engineering Corporation's Grant Solutions team was created to research and target diverse grant programs, assisting clients, especially small municipalities with limited tax bases, in addressing their capital needs.
The DCD and CFA in Pennsylvania guide municipalities and authorities in accessing grant money for various projects, including water and wastewater infrastructure, stormwater management, flood protection, stream improvements, and parks and recreation. They allocate funds ranging from small scale to multimillion-dollar projects based on expertise and program availability.
A major challenge for municipal authorities is being unprepared when grant opportunities arise,

In this episode, I talk to John M. Keller, P.E., PMP, executive director of the New Jersey Turnpike Authority about the crucial topic of resiliency in the transportation systems. We discuss the challenges the industry faces, its impacts on budgets, the importance of coordination at all levels, the need to be proactive, and the steps transportation agencies need to take now to ease climate change impacts in the future.

***You can view the video version of this episode here.***
Engineering Quotes:



Here Are Some of the Questions I Ask John:

What are the major challenges the transportation industry is currently encountering in terms of building resilience?
Concerning our projects, does resilience relate to their capacity to effectively confront and overcome adversity?
How can we effectively address the financial challenges and budgeting aspects associated with resilience planning and implementation?
Why is it important to act on resiliency and prioritize it today?
What steps can design engineers take to explore new market opportunities for themselves in the realm of resiliency efforts?
What steps need to be taken for effective long-term coordination between local, state, and federal governments to ensure the implementation of resilient initiatives?
How can we plan for the future more effectively instead of just reacting to situations as they arise?
What advice do you have for transportation industry professionals seeking to enhance their resiliency efforts?

Here Are Some Key Points Discussed in This Episode About Exploring the Resilience of Transportation Systems in the Face of Challenges:


One key challenge for the transportation systems is embracing and understanding the concept of resiliency, which was not widely discussed until recently. Waiting to address it for several decades is not feasible, as implementing small changes now can result in significant future cost savings. Achieving 100% resilience is unrealistic, so the industry must accept it as an ongoing process.
Resiliency involves three components: pre-storm preparation, withstanding the event, and post-event response. It encompasses asset management, risk management, and adapting to climate change impacts. Different regions face unique challenges, but the overall approach remains similar. Resiliency requires proactive risk assessment and preparation. It is essential for reliable infrastructure in the face of climate events like heavy rain and heat waves.
Financial challenges and budgeting are key considerations in resilience planning. Integrating cost-effective measures into design, such as accounting for rising sea levels when constructing bridges, can save significant expenses in the long run. By investing a bit more upfront, costly retrofits and repairs can be avoided in the future.
Resiliency is vital for the well-being of the public. By acting today, we ensure functioning infrastructure and essential services for the future. Building resilience into designs early on is a more manageable and cost-effective approach. Babcock Ranch in Florida exemplifies how investing slightly more in resilient construction yields significant protection during natural disasters. The added cost of resilient infrastructure, like bridges and raised roadways, can be relatively modest.
Design engineers can tap into new market opportunities by collaborating with township-level projects, assessing vulnerabilities, and prioritizing investments based on risk assessment. Coordination among stakeholders is key, along with regular maintenance of infrastructure elements. By focusing on vulnerability assessments and proactive measures, design engineers can contribute to quicker recovery and enhanced resilience.
Effective coordination between government agencies is crucial for long...

In this episode, we delve deep into the realm of business management and leadership for your architecture and engineering A&E firm's success. Our guest is June Jewell, CPA, a distinguished business management authority and CEO of AEC Business Solutions. June is renowned for her best-selling book, "Find the Lost Dollars," and her latest publication, "RAISE Your Value," which outlines a 5-step approach to discovering untapped value, creating a winning competitive advantage, and raising fees. In this episode, June elaborates on these principles and enlightens us on their application in practice.

***You can view the video version of this episode here.***
Engineering Quotes:



Here Are Some of the Questions I Ask June:

Can you explain how your new book, "Raise Your Value," relates to the commoditization of A&E services and why it's happening in the industry?
Can you explain the concept of commoditization and why it is occurring in the A&E industry, as discussed in your new book "Raise Your Value"?
Why is strategic client selection important for firms, and what are some effective strategies for selecting the right clients?
What are some tips for uncovering hidden value within a firm, as discussed in your book, that can help listeners improve their approach to business?
Can you walk us through the 5 steps "Raise Your Value" formula outlined in your new book and explain how it can help firms increase their value and fees?
What are some strategies that firms can employ to avoid the trap of competing solely on price?
What trends do you see shaping the future of the A&E industry and how can firms adapt to stay ahead of them?
What final advice or key takeaways would you offer to up-and-coming leaders in the industry who are seeking to enhance their firm's value and profitability?

Here Are Some Key Points Discussed in This Episode About Unlocking Hidden Value and Elevating Your A&E Firm’s Success:


Commoditization in the A&E industry occurs when clients cannot differentiate between firms offering the same services, leading them to prioritize price as the deciding factor, which many firms fall into the trap of accepting, ultimately neglecting to have the value conversation with the client and becoming the lowest-priced option in the market.
Commoditization occurs when clients are unable to differentiate a firm's value from that of their competitors, leading them to base their decision solely on price, which can lead to a race to the bottom, and the failure to have a value conversation with clients about what they are getting from working with the firm.
A common mistake that firms make is assuming that their best client is the one who gives them the most work, but the most profitable client may be different, and understanding who your best client truly is, can be crucial to achieving success.
What firms need to do to uncover hidden value is to focus on the results they deliver and connect the dots between why clients hire them and how they help achieve business goals, as well as identify ways they are saving clients' money and communicating it effectively.
The RAISE formula is a process for companies to increase their value and success. It involves rating clients based on ideal client criteria, assessing business operations and portfolio, investigating the firm's true value proposition, developing a winning advantage, strategizing a plan based on value, and executing that plan to attract better clients and differentiate themselves in the market. By focusing on value and differentiation, firms can achieve greater success and growth.
To stop competing on price, firms must shift their mindset to focus on working with clients who view their services as an investment in achieving their business goals and learn to communicate the rea...

In this episode, I talk to Andrew Dorman, P.E., a senior civil engineer at Burns & McDonnell about how he effectively manages competing demands, such as client expectations, community interests, and environmental concerns, in his engineering projects. He also provides some great strategies that you can use right away for ensuring project efficiency and staying within budgetary limits.

***You can view the video version of this episode here.***
Engineering Quotes:



Here Are Some of the Questions I Ask Andrew:

What are some of the biggest challenges you face when designing and planning for airfields, facilities, and infrastructure for the Department of Defense and Department of Energy?
How do you ensure that your designs meet the needs of your clients while also balancing the concerns of the local community and environmental impact?
Can you walk us through your design process, from initial concept to final plans and implementation?
How has technology impacted the field of civil engineering, and what new tools or techniques are you using to improve your work?
What is your approach to project management, and how do you ensure that projects are completed on time and within budget?
Can you share some examples of projects you have worked on that you are particularly proud of, and why?
What do you think are the most important skills for success in civil engineering, and how do you continue to develop these skills throughout your career?
What advice would you give to aspiring civil engineers who are interested in working in land and infrastructure development?

Here Are Some Key Points Discussed in This Episode About How to Balance Client Needs and Community Concerns in Your Civil Engineering Projects:


Designing and planning airfields, facilities, and infrastructure for the Department of Defense and Department of Energy poses a significant challenge that starts with carefully reading the documentation provided prior to kickoff meetings with the client. It is imperative to fully comprehend the scope and requirements of the project, create a checklist of essential elements for the design process, and understand the mission objectives and constraints. Proper research and due diligence must be conducted to ensure that the project meets the relevant standards. Maintaining open communication with the client throughout the design process is crucial for a successful outcome.
As designers for the Department of Defense and Department of Energy, it is imperative to avoid any conflicts with the local community. We should aim to foster positive relationships by highlighting the benefits that installations can bring to the area, including employment opportunities for both military personnel and their families, partnerships with local businesses, and economic growth. This growth can lead to improved infrastructure, including schools for children, among other benefits.
A programming Charette report is used to set forth the standards and scope of a project, which helps the government determine funding and cost. The project then progresses through various milestones, starting with a kickoff Charette and continuing with 35%, 65%, 95%, and 100% milestones. At each milestone, the project is reviewed and refined, with a focus on detailed design, cost, and ensuring the project stays within budget. The goal is to deliver a final product that meets the client's requirements and expectations.
Burns & McDonnell has been utilizing cutting-edge technology like Oculus, a 3D modeling tool, to provide clients with immersive experiences of their projects. By creating detailed 3D plans, clients can explore the interior of buildings and even walk through entire installations. This technology has been particularly useful in the design of facilities for the B-21 Raider bomber...

In this episode, I talk with Joey Porrello, P.E., who shares his experience of being forced into retirement from his engineering career at the age of 29 due to physical limitations, and the legacy that he believes civil engineers should leave behind in their profession.

***You can view the video version of this episode here.***
Engineering Quotes:



Here Are Some of the Questions I Ask Joey:

What message do you want to share with civil engineers?
How can engineers pursue a passion for helping and mentoring people through various job opportunities?
Is there anything you would like to share with the civil engineering community?

Here Are Some Key Points Discussed in This Episode About Facing the Unexpected: Lessons from a Young Civil Engineer Forced into Retirement:


Civil engineers should consider the legacy they wish to leave behind in their profession. In a rapidly evolving technical landscape, their technical contributions may not endure. However, the way they treat others and the lasting impression they leave on people will shape their legacy. While your technical skills are essential, a true legacy is built on the impact you have on others and how you are remembered as an individual.
Civil engineering is a unique profession where we are involved in people's lives in ways they may not even realize. True passion extends beyond the work we do and includes how and why we do it. By sharing our knowledge and making meaningful connections with others, we can inspire and motivate our colleagues in any workplace. We must strive to be the reason why others want to come to work.
Your life is not shaped by what is said to you, but by your own actions. It's essential to embrace the work you do and the people you do it with because your current actions will shape your future. By prioritizing what truly matters, your future will unfold naturally.

More Details in This Episode…
About Joey Porrello, P.E.
Joey Porrello, P.E. is a former Civil Engineer who worked at the Las Vegas-based planning and design consulting firm, Kimley-Horn. However, his career came to an unexpected halt in early February when he was forced into retirement at the young age of 29. Porrello was diagnosed with amyotrophic lateral sclerosis (ALS), a rare neurological disease that affects motor neurons and causes progressive muscle deterioration. In a courageous and viral LinkedIn post, Porrello shared the effects of his illness, including difficulty speaking and moving his arms and fingers. With no cure or effective treatment available, Porrello has turned his focus towards raising awareness about ALS, which affects about five people per 100,000 in the US population.
Sources/References:
Joey’s LinkedIn Post
Connect with Joey Porrello, P.E., on LinkedIn
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We would love to hear any questions you might have or stories ...

In this episode, I have the pleasure of speaking with Ziad Y. Mazboudi, P.E., D.WRE, F.ASCE, MBA, a senior civil engineer and project manager at Transtech Engineers, Inc. We discuss how civil engineers can play a vital role in promoting sustainable practices within their industry, and how getting involved in professional associations can enhance their careers.

***You can view the video version of this episode here.***
Engineering Quotes:



Here Are Some of the Questions I Ask Ziad:

What are the key differences between working as a civil engineer in the local government sector and the private sector?
In what ways has your experience in the public sector contributed to the growth of your engineering career?
What steps can civil engineers take to incorporate more environmentally friendly building practices, and how can this contribute to a more sustainable future?
How can engineers promote sustainability within their industry, and what actions can they take to achieve this?
Why is it important for engineers to give back to their community, and what are some specific ways they can contribute to society?
What advice would you offer to civil engineers seeking to advance their careers?

Here Are Some Key Points Discussed in This Episode About Sustainability in Civil Engineering: Driving Industry Impact through Sustainable Practices:


Being environmentally conscious can have financial benefits as well as ecological ones. By practicing recycling, energy conservation, and water conservation, you can save money on bills while also contributing to the preservation of the environment.
Civil engineers can make a positive impact on their community by working in the public sector. This type of work is rewarding because it involves improving the quality of life for residents through a variety of different projects. While the private sector offers its own unique set of challenges and typically involves specializing in a particular area of civil engineering, it is still beneficial to gain experience in both sectors. By doing so, you can broaden your skill set and gain a well-rounded understanding of the industry.
Joining professional associations and committees can enhance your civil engineering career by providing opportunities to lead and influence, attending conferences and meeting experts, and building a valuable network.
Civil engineers can promote sustainability by proposing eco-friendly solutions to clients and agencies, incorporating nature-inspired design elements, and utilizing green technologies and models.
Having a thorough understanding of the city or community where you are working is crucial for civil engineers. By driving or walking around the area, you can become familiar with the surroundings and gain valuable insight into the local infrastructure. This knowledge can help you better understand how to design projects and estimate timelines.
A good manager is someone who provides opportunities for their employees to succeed. When given an opportunity, it is important to show your manager that you can deliver great results. Building trust with your manager is crucial and can help pave the way for future career opportunities.
Continuous learning and involvement are key to success in the civil engineering industry. It is important to constantly sharpen your skills and stay up to date with new techniques and technologies. By being involved in professional associations and organizations, you can expand your knowledge and network, ultimately making you a better person and professional. Avoid becoming stagnant by continuously evolving and embracing new growth opportunities.

More Details in This Episode…

About Ziad Y. Mazboudi, P.E., D.WRE, F.ASCE, MBA

As we celebrate Women's History Month, this episode features an inspiring conversation with Raine Gardner, P.E., Team Leader at MSA Professional Services. The theme for this year's Women's History Month is "Women who tell stories," and Raine shares her own story, along with invaluable insights and experiences on the significance of people skills in engineering leadership, maintaining work-life balance, career pathing, and fostering professional growth. Additionally, she offers excellent tips and strategies for cultivating a growth mindset and enhancing leadership skills.

***You can view the video version of this episode here.***
Engineering Quotes:



Here Are Some of the Questions I Ask Raine:

Could you share your experience managing a team of multidisciplinary professionals? What challenges did you face, and how did you overcome them?
In your opinion, how do people skills play a crucial role in engineering leadership? Can you give some examples from your personal experience?
As a Board Member of your firm, how has your role evolved? How has your experience as a Board Member impacted your leadership skills?
Balancing work and personal responsibilities can be challenging, especially in leadership roles. Can you talk about how you achieve work-life balance, and what that looks like for you?
How do you delegate work and coach your team for success?
Can you discuss the considerations of career pathing in technical versus leadership roles? How did you navigate this transition, and what advice would you give to someone in a similar position?
What has supported your leadership growth, and how have these experiences impacted your leadership abilities?
How do you maintain a growth mindset and continue to improve your leadership skills? Can you share any specific strategies or practices that have been particularly beneficial to you?

Here Are Some Key Points Discussed in This Episode About People Skills for Engineering Leaders: 


Leading remotely during COVID-19 presented unique challenges for team leaders. They had to build trust with staff individually, work effectively with diverse professionals, and foster collaboration through conferences and presentations. Building a cohesive team took time, effort, and identifying strengths and challenges.
As a leader, it's important to resist the urge to solve problems for team members and instead work with them to develop their solutions. This requires asking the right questions and cultivating an environment where team members can grow and achieve their goals. Making the transition from being an engineer to a leader involves a change in values and a focus on the human side of leadership.
The company's board has a clear strategic focus on the direction and approach to be taken to achieve its goals. Comprising of internal and external members, the board leverages their collective experience and insights to guide the company toward success. The company prioritizes future planning to remain resilient and adapt to changes in the economy and industry.
Finding a balance between work and personal life is not always possible, but creating a rhythm that includes time for self-care and setting boundaries is essential. It can be challenging to disconnect from work, but it's important to find time to be present with family and to recharge through activities such as cross-country skiing or other forms of self-care.
Companies should recognize and reward employees who choose to take different career paths, whether it be technical or leadership positions, as they all play important roles in the success of projects and the company.
Leaders need to understand themselves first and what motivates them, as well as continuously work to improve their people skills and round themselves out in areas such a...

In this episode, I speak with Lindsay Diven, CPSM, a marketing and sales manager at Full Sail Partners and the host of the podcast "Marketers Take Flight.", about the significance of developing a robust online presence. We discuss the importance of social media, the steps firms can take to enhance their online visibility, and how to create an effective social media marketing plan.
Engineering Quotes:



Here Are Some of the Questions I Ask Lindsey:

Why is having a social presence important for civil engineering leaders?
What steps can engineering firms take to enhance their online visibility and demonstrate their expertise?
If engineering firms only have 10 minutes per week to establish an online presence, what are some strategies they can implement?
How can a strong online presence help engineering firms gain their clients' trust?
Could you provide some tips for creating an effective social media marketing plan for an engineering business?
What final advice would you offer civil engineers seeking to establish an online presence?

Here Are Some Key Points Discussed in This Episode About Unlocking the Potential of a Strong Online Presence:


The main reasons for the importance of building an online presence are the shift toward digital marketing trends before the pandemic, the acceleration of this trend during the pandemic, and the changing preferences of younger generations who prefer to go online to find information and experts. Social media plays a key role in boosting search results and building visibility online.
Having a LinkedIn page and a website are crucial steps for engineering firms to become more visible online and show their expertise. They argue that younger generations prefer to find information and experts online, and having a company page on LinkedIn can legitimize the company. It is important to have an up-to-date website with clear information about services, example projects, and team members, as clients and potential employees often search for this information online.
Engineering leaders must follow and connect with current and previous clients, teaming partners, and industry peers on LinkedIn. By spending five minutes each week engaging with their content through comments, they can amplify their reach and have two-way conversations while maximizing their time. Ensure to comment intelligently rather than just liking posts.
Sharing job site videos and behind-the-scenes content on social media platforms like LinkedIn will give clients a pulse on what your company is doing and show the process. By doing this, it adds credibility and positions your company as an expert in its field.
Pick one social media platform to start with, and be consistent with posting at a set frequency. It's important to decide who the posts are for, such as clients or potential employees, and to have different types of posts in buckets or pillars, such as behind-the-scenes or client spotlight, to provide variety and engagement.
Do not be afraid to start using social media, because there is no wrong way to do it. Start with one social channel, connecting with people you already know in real life, and interacting with them to make it less intimidating.

More Details in This Episode…

About Lindsay Diven, CPSM
For more than 17 years, Lindsay has worked with architecture and engineering firms to build sales and marketing strategies that resulted in increased revenue growth and profit. This included serving as a marketing director and principal for a 300-person A/E firm. In that role, she was a member of the executive team responsible for leading the firm’s marketing and business development strategy and oversaw six market lines with a team of 16 sales and marketing professionals.

In this episode, I talk to Alexandra Gore, P.E., PMP, a senior project manager and Assistant Vice President at WSP USA, about how she made a career transition within her company, some of the challenges she faced during the transition, and how she overcame them.

***View the video version of this episode here.
Engineering Quotes:



Here Are Some of the Questions I Ask Alexandra:

What made you decide to transition to a different sector within your company?
How did you approach that transition in terms of preparing for your new role?
Did you have a mentor to help you in this transition?
What were some of the challenges you faced during the transition period and how did you overcome those challenges?
With leading so many teams, how do you ensure you remain productive and focused on the right things?
What tips can you share with the listeners to ensure a smooth transition within their firm?

Here Are Some Key Points Discussed in This Episode About Navigating a Successful Career Transition Within Your Civil Engineering Firm:


One of the first steps in transitioning within your company is knowing that you want a change. Speak to your colleagues about what background they have and what they can do to help you to know more about which options you have within your company.
A career transition within your company could sound scary. But it can be a much safer option because if you have a good relationship with your team, you will have a support system, and you could have the opportunity to come back if the experience is not as satisfactory as you expected.
Feel confident to take the risk. Your company respects and supports you and will let you make the change.
Conversely, the transitioning process can be a real patience test of your ego. In this case, Alexandra went from a transportation role to an energy role, where she still had to learn new things.
The Champlain Hudson Power Express project, which will bring clean energy to New Yorkers, was the biggest hurdle to Alexandra in her new role. It was an opportunity to prove herself even though it took a lot of her time to understand the process. You can’t build the process if you don’t understand it.
Be honest and show your vulnerability about what you want to accomplish. Be honest with your mentors and managers because they can guide you in your transition process, and help you to go to the right place.
Another critical point is to listen a lot. Being confident with the skill set you bring from one team to another is essential, but that doesn’t mean that you know everything. It is crucial to meet everybody on the team, understand what they are trying to accomplish, and understand the role they play and what they need help with. Remember to listen carefully before you dive in head-first.
Anybody can learn how to be a multiplier for their team. Your role doesn’t matter — you can be a junior engineer, middle manager, program manager, or anyone in between. If you can develop skill sets to help your teammates positively multiply their impact, it will make you a strong leader.
Make sure you master step one before you go to step two to be reliable to your managers.

More Details in This Episode…

About Alexandra Gore, PE, PMP
Alexandra is a senior project manager based in the Project Delivery team working on cross-disciplinary projects across WSP USA's Energy, Advisory Services, and Transportation & Infrastructure end markets. Alexandra is an accomplished project manager and professional engineer who is passionate about transportation, mobility, energy, and the technology that fuels it all. After a decade of focusing on transportation engineering and planning, Alexandra transitioned to the Energy team within WSP USA in the spring of 2022 wit...

In this episode, I talk to Ryan Walter, CPC, P.E., senior civil engineer at Woolpert, and author of the book called “The YOU Project: Your Personal Guide to Self-Mastery at Work,” about a framework that you can use to help navigate your unique challenges at work and survive the difficult seasons of work.

***You can view the video version of this podcast episode on YouTube here.***
Engineering Quotes:



Here Are Some of the Questions I Ask Ryan:

Why had you decided to write a book?
Can you talk about the first part “Embracing YOU”?
Why is overcoming relationship challenges, which is the second part of your book, important for engineers, and what steps can help engineers function well with any type of manager?
The third part is about reframing your lens. What is that all about?
The fourth part of your book is called: “Conquering Overwhelm.” What tips can you give the listeners to help when they are feeling overwhelmed?
The last part of your book is called “Remaining Hopeful.” How can engineering professionals remain hopeful in their careers?
What final advice can you give civil engineers to grow their careers?

Here Are Some Key Points Discussed in This Episode About How to Navigate Difficult Challenges in Your Engineering Career:


The book “The YOU Project: Your Personal Guide to Self-Mastery at Work” provides resources for working professionals to handle the human aspects of their job. In school, we are not trained how to respond to solve conflicts that come up in the real world. Ryan wrote a book based on what he learned in 22 years as an engineer, not related to the technical side. The biggest project we can work on is in ourselves — how we respond to the challenges at work and how we navigate our careers.
The first part of the book, “Embracing YOU,” is about your authentic self and the benefits of showing you are authentic, which will help you be more creative and resourceful in your work. Recognizing and understanding your values and questioning where your values come from can help you to reframe things about yourself.
As engineers, we know there is no perfect project, but if you look for the good in something, you’ll find it even when things don’t seem right. Reframing your lens is related to finding the positive aspect of situations or projects, and how the mindset is critical in your leadership role and influences clients and others.
The work volume many civil engineering firms face can be challenging because everything tends to be urgent. It is important to give yourself the flexibility to get things done. Sometimes, some tasks are more critical than others. However, it is essential to prioritize and ask for help when you are stuck.
Engineering professionals tend to get many things done but do not always consider the effort versus how it impacts relationships.
When you don’t have enough work to do, the experience changes, and it is easy to lose hope. The last part of the book, “Remaining Hopeful,” is about how to get through that season without being forgotten. There are different ways to stay connected, and team calls have advantages over email.
Knowing your destination and where you’re going in your career can help you handle your thoughts about staying connected and present.
Recognize that challenges are there, and they are there to serve you; there is always a gift in every challenge.

More Details in This Episode…

About the Guest: Ryan Walter, CPC, P.E.
As both a certified life coach and seasoned civil engineer with over 20 years of industry experience, Ryan's mission is to help engineers and other professionals navigate through their struggles in both work and life.

Ryan has worked at several engineering firms of varying sizes throughout his...

In this episode, I talk to Matt Kastberg, who is the Regional Division Manager of Community Building for the Puget Sound Offices of Parametrix Inc., about how engineering managers can use their knowledge of past projects to inspire their team.
Engineering Quotes:



Here Are Some of the Questions I Ask Matt:

What is the people side of project management and what are some of the things you have learned about managing people while managing projects?
How do you deal with adversity, for example, when someone decides to leave your firm?
How would you say one can develop consistency in the workplace, especially when it comes to project management?
In addition to managing people, you also had more than 10 projects that you were managing this year. With so much going on, how do you decide what to work on each day?
What are some of the things you do to help motivate the people you manage, to ensure they also achieve success in their careers?
Can you share one project management lesson you have learned that you try to implement on the projects you work on?

Here Are Some Key Points Discussed in This Episode About How Your Knowledge of Past Projects Can Be Your Biggest Driver of Project Success:                                        


Most PMs want to be successful. They work very hard and manage projects successfully. There are, however, specific reasons for things to not turn out well like underestimating the budget, lack of communication, lack of mentorship, and team members not having the right tools, processes, procedures, and guidance that they can follow to succeed.
Succession planning is critical to being prepared for inevitable changes. You must always be ready for changes. Succession planning provides opportunities for people to grow, develop their opportunities, have mentorship-mentee relationships, and gain project experience.
As supervisors or leaders, you can create consistency in your firm by ensuring SOPs are made that can be used firm-wide and by making QA/QC procedures with good practices. You achieve it by continuing to invest in training, mentorship, engagement, and connecting with your team.
Some of the strategies for managing a lot of projects at the same time are not being afraid to ask for help, delegating responsibilities, making sure you have a good team that engages and support you, having a positive interaction, and providing proactive planning. Even if you are busy, overwhelmed, or stressed, do your best to maintain a positive attitude that can keep you and your team motivated.
Some ways to help your team be motivated are to:
Have an understanding of what people are facing,
Providing support, being transparent,
Providing insights,
Making sure that people understand why specific goals are set,
Setting strategies to achieve those goals,
Providing opportunities to grow,
Recognizing and appreciating people,
Having fun,
and allowing socializing, connecting, and relaxing.
Implementing project kickoff meetings correctly and ensuring good communication throughout the project are always good lessons to be learned by any project manager.

More Details in This Episode…

About Matt Kastberg
Matt is the Regional Division Manager of Community Building for the Puget Sound Offices of Parametrix Inc. The PSO Community Building Division consists of approximately 60 team members spanning six offices and three states in the Northwest region. The team makes up four distinct groups (Program Management/Construction Management, Owners Rep, Survey, and Community Development) that work collaboratively to provide various professional services helping our clients and partners create vibrant, sustainable communities.
Sources/References:

In this episode of The Civil Engineering Podcast, I provide you with a three-step framework that you can use to ensure that your teams are more focused in 2023 on impactful and achievable goals.
Engineering Quotes:



Here Are Your 2023 Goal Setting Tips:


1. Ask Your Leaders to Set 90-Day Goals

While you can still ask your division and team leaders to have annual goals for 2023, also ask them to break down their goals into quarterly or 90-day goals.
Quarterly goals to support their annual goals might include quarterly revenue goals, or a number of proposals or sales meetings.

2. Assign a Clear End Result to Each Goal

For each of the goals set, ensure that there is a very clear end point or deliverable that will be obvious once the goal is complete.
Failure to define these milestones will make it difficult to stay focused on the goal and almost impossible to take step #3 below. The more defined the goal, the easier it will be to take steps to achieve it.

3. Monitor Progress Weekly

Once your team has set quarterly or 90-day goals, with clear deliverables, be sure to monitor them regularly, weekly if possible.
This could be as simple as you opening a document with your team members’ goals at the beginning or end of your weekly team meeting and just asking if everyone is on track with their goals.

More Details in this Episode

Sources/References:
Contact the Engineering Management Institute
The Project Management Accelerator™ (PMA) - PM Skills Course
The Engineering Leadership Accelerator™ (ELA I) - People Skills Course
The Seller Doer Accelerator™ (SDA) - Business Development Skills Course
A Challenging Goal for 2023: Give | Guide | Grow

 Please leave your comments or questions in the section below on any 2023 goal setting strategies that you use to set your team up for success.


If you enjoyed this post, please consider downloading our free list of 33 Productivity Routines of Top Engineering Executives. Click the button below to download.

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To your success,

Anthony Fasano, PE, LEED AP
Engineering Management Institute
Author of Engineer Your Own Success

In this episode, I talk to Karen Islas, P.E., a professional civil engineer and STEM advocate, about how her involvement with professional organizations, STEM, and mentorship, has helped to rapidly grow her engineering career.
Engineering Quotes:



Here Are Some of the Questions I Ask Karen:

How has being involved with multiple professional organizations helped grow rapidly in your engineering career?
You recently graduated from the San Diego Leadership Alliance (SDLA) Institute “2022 Cohort.” What did that entail and what did you learn from it?
What are some of the things you have learned from your mentor experience?
How have your mentors helped you in your engineering career?
What are some of the challenges you faced being a woman in the civil engineering industry?
Why do you believe there is a lack of representation of STEM in the civil engineering industry, and how can civil engineers become more involved in STEM?
What advice can you give young women in civil engineering looking to become a leader in their field?

Here Are Some Key Points Discussed in This Episode About How Women in Engineering Can Grow Rapidly in Their Careers:


Being involved with multiple professional organizations will help you gain experience in many things like field engineering and construction, design, sourcing funds, and project management, and will show you how broad the civil engineering industry is.
Working in civil transportation allows you to be more involved with the community and social engagement.
You can start participating in professional organizations while you are still attending college. Being part of student chapters and taking part in their activities will help you see the opportunities that become available to you that can be valuable for your career development. Attending networking events, field trips, and training will help you connect with the civil engineering industry in the real world, and help you find internships and professional opportunities later in your career.
If you get exposed to the public sector soon after university, you will recognize that you could work for the agencies in the jurisdiction of creating the standards for the entire industry.
The San Diego Leadership Alliance (SDLA) wants to create more visibility and resources for women in STEM and civil engineering because there are many opportunities now available for them in the civil engineering industry. Being a part of the San Diego Leadership Alliance (SDLA) is a valuable experience because you can work with people from different industries. It is a great way to create connections, build your leadership skills, and engage with the community.
Being a mentor at San Diego State University allows you to feel like you are helping and contributing to the development of engineers and help them grow rapidly in their careers. Mentorship can guide you on your professional path by revealing what you are good at and where you need further development and grow rapidly.
It is essential to empathize with new generations because everyone started where they are now. Let them understand that they must always be willing to learn new things.
Always be aware of what you say to people because you have the power to shape people in the right or wrong way.
Younger engineers must learn to listen attentively to people. It is critical if they want to achieve a leadership position. You will always run into people who are not willing to support you, but you must never take it personally.

More Details in This Episode…

About Karen Islas, P.E.
Karen Islas is a professional civil engineer and STEM advocate within the San Diego, California – Tijuana, Baja California, MX region. She worked in the public sector,

In this episode, I talk to BJ Kraemer, the President and CEO of MCFA, and host of the podcast Inspiring People & Places Podcast, about how he leverages his leadership abilities of the veteran community to enhance project delivery, build successful project teams, and implement professional development at his firm.
Engineering Quotes:



Here Are Some of the Questions I Ask BJ:

Why do you think it is important to train employees and to ensure they are satisfied in their jobs?
What leadership lessons have you learned in building a company (delegating, elevating, and empowering team members)?
How do you believe core values drive culture and "ideal" hires and clients?
Why would you say veterans would be a good fit for the engineering and construction industry?

Here Are Some Key Points Discussed in This Episode About the Benefits of Professional Development for Civil Engineering Firms:


Professional development for civil engineering firms is an obligation between the employer and employee, and it must be seen as a partnership. As a company, developing your staff must be a strategy to ensure it is the best place for them to build their career. To do this, you must know what their personal needs and professional desires are and build a roadmap or plan around those two things. You must be intentional about it, communicate it with your employees, and build your processes around it. Investing in your people is the thing to do. Training does not work if the managers and leaders are not bought into the topics or do not use them on the job. If you do not take any action with the training that is received, then it just becomes knowledge in your head. If you figure out how to apply it daily, it becomes valuable, and where wisdom comes from.
When you are building a company and all the systems are not in place, delegation is difficult to do. It can confuse the staff because nobody knows what is expected of them and what their responsibilities are. When delegating tasks, always leave room for more clarity, guidance, and the definition of success for the project or task. Allow two-way communication to verify what is being delegated. When you get good at delegating, you can then elevate yourself to better use of your time.
To get the best core values for your company, take the five best employees and ask them what makes them unique to the company. Select the best answers they gave you that can be implemented throughout your company and make them the core values that your team uses in everything they do. Rewarding and recognizing staff members when they excel at applying the core values of your company will motivate other staff members to apply the core values more rigorously.
Veterans bring a unique skill set with them to the engineering industry, but they are not getting jobs, or they are joining big businesses that are very transactional. Veterans now have many opportunities to create missions and meaning and use their leadership skills in the AEC industry. Our teams and the industry need more leadership and people management training. The DOD to AEC initiative is about providing a talent strategy while increasing the leadership and people management acumen of the AEC industry. Veterans are a great employee base who bring a ton of training in the leadership and management side with them.

More Details in This Episode…

About BJ Kraemer
BJ Kraemer is a visionary leader focused on building businesses and inspiring people (clients and employees) through positive and entrepreneurial culture and value creation. He is a former Active-Duty Engineer officer with extensive leadership experience in both combat engineering operations and large-scale Government and Military Construction Programs. BJ brings over 15 years of leadership, program management, business development,

In this episode, I talk to Paul Lee, P.E., ENV SP, Energy Policy Analyst at the City of Los Angeles, Mayor's Office of Sustainability, about a great opportunity that presented itself to him, touch on the different civil engineering career paths and their role in climate change, and discuss some of the challenges they face when working on renewable energy projects.
Engineering Quotes:



Here Are Some of the Questions I Ask Paul:

Can you please tell us about yourself and your career paths to date?
What made you get interested in policy?
What are some of the major challenges civil engineers face when working on renewable energy projects?
What is the role of civil engineers in combatting climate change?
How did you end up transitioning from a civil engineer associate into a policy-making role?
You were chosen for the lead role in the new ASCE film, called “Cities of the Future: Reimagining Our World.” How did you end up being chosen for the movie?
What is the movie about and how do you think it can help educate civil engineers on important industry-related changes?

Here Are Some Key Points Discussed in This Episode About Civil Engineering Career Paths: 


Moving from civil engineering to policy can be a big jump from doing technical calculations to doing things like writing memos, writing speeches, and making policy recommendations. The skills you learn as a civil engineer can be transferred to policy making.
With everyone wanting to move to clean energy, civil engineers will need to move mountains to build clean energy infrastructures such as solar farms, wind farms, energy storage systems, and geothermal. It brings huge opportunities for civil engineers to reshape the landscapes and place renewable energy systems on the ground. Some of the challenges are the sheer volume of land that is needed and getting the renewable energy systems approved, built, and getting the correct people onboard the projects. New forms of energy storage technology are needed to ensure the grid is balanced.
Civil engineers can have an immediate impact on climate change by implementing better materials used in their projects. Concrete, asphalt, and cement are high contributors to greenhouse gasses, but using things like low-carbon concrete can will have an immediate impact on climate change. You can start reducing carbon emissions right away by the way you spec your structural systems and having your projects LEED- or Envision-certified.
Transitioning from civil engineering to a policy role can have a learning curve. Having an interest in policymaking will be a help in your transition. You can expect to have a lot of writing and communication in a policy role. Your civil engineering analytics and reporting must be brought over to the public and politicians in a simplified and condensed way that tells a story to get an emotional response. Your story must be told in a way that convinces people that it is the right thing to do. You will still be doing civil engineering by doing deep analysis to find the correct solutions to problem areas.
Paul was chosen to be the lead role for the ASCE movie called, "Cities of the Future: Reimagining Our World." He was chosen because of his many years of involvement with the ASCE, and because he has an interesting and inspiring story to tell the future generation. He is helping to put the groundwork for a future city to thrive by being carbon-free and running entirely on clean energy.
The movie is still in production and will so far be featuring three cities: Los Angeles, Amsterdam, and Singapore. Engineers and innovators from these cities are trying to make them the cities of the future, and the film shows how they are trying to prepare them to get there. The technical professionals discuss their journey, experiences,

In this episode, I talk to Mary Lamie, P.E., the Executive Vice President of The St. Louis Regional Freightway, Bi-State Development, about how supply chain disruptions are affecting engineers and the projects they work on. We also touch on infrastructure investment and some of the latest developments in the freightway to support workforce development.
Engineering Quotes:



Here Are Some of the Questions I Ask Mary:

What's your role in setting infrastructure priorities and how is it tied to the supply chain?
How do supply chain disruptions affect engineers and the projects they work on?
Which technologies have the biggest impact on supply chain performance?
How does infrastructure influence site selection for the manufacturing and logistics industries?
What is the importance of multimodal connectivity and its importance from an infrastructure perspective?
Can you provide us with an example of infrastructure innovation, as well as states and regions working together to support infrastructure investment?
Can you talk more about workforce development and some of the latest developments in freightway to support workforce development?
What final piece of advice can you give engineers out there to help mitigate the effect that supply chain disruptions have on their projects?

Here Are Some Key Points Discussed in This Episode About How Supply Chain Disruptions Are Affecting Civil Engineers:



Upgrading the Merchants Rail Bridge enables two trains to cross it at the same time, improving efficiency. In turn, the barge industry said their number one project is the Merchant's Rail Bridge because their barge rates are tied to having cost-effective rail rates. This shows that the weakest link in a supply chain is the most critical part. Having a testimony like this allows the elected leaders and D.O.T.s to be more effective when setting the transportation priorities because one project impacts all the modes of transportation.
There were already supply chain issues and congestion building up before the pandemic, and work was being done to mitigate supply chain disruptions. Civil engineers can be part of the solution by finding ways to use all modes of transportation for their projects.
Developing the technology of the predictability of freight movement has been focused on and has made significant advancements in recent years. It can predict if there is or will be a supply chain disruption in real time. It will help freight companies be prepared for disruptions and find alternative freight methods when needed to keep the supply chain moving forward.
Freight and manufacturing companies are looking for locations near infrastructure. They are looking for locations that have the efficiency, mobility, and predictability of all modes of transportation because it has a big impact on the costs involved.
The efficient infrastructure supports multimodal flexibility and connectivity that allows traders to take advantage of the infrastructure efficiently. Traders look for regions that can provide them with multiple transportation choices to avoid supply chain disruptions as far and as much as possible.
The St. Louis region is partnering with other ports along the Mississippi River to establish new options for transporting container cargo. It will result in a large cost saving because the inland water system is already the cheapest mode of transportation, and the vessel will be able to transport around 2,300 containers at a time. The ports are in the process of coordinating the infrastructure and could be ready to provide this new option of transportation by the end of 2025.
Freightway is supporting workforce development by taking part in public-private partnerships, where their transit operators work with tenants in the industrial parks t...

In this episode of The Civil Engineering Podcast, I discuss five points you can use to build a strong company culture in your civil engineering firm.
Engineering Quotes:




Here Are Some Key Points Discussed in This Episode About Building a Strong Company Culture in Your Civil Engineering Firm:



1. Ensure That Personal Relationships Are Built Between Leaders and Their Team Members

The corporate world today is very stressful, and many managers are managing in a very transactional way. However, it is imperative that leaders engage and connect with their team members and also consider the entire relationship of the team.
In the world that we live in today, it’s teams that make things happen, not individuals, so you need to focus on the relationships with your team members.

2. Set Clear Expectations for All Employees

Whenever two parties are involved in some way, shape, or form, typically each party has expectations. And if those expectations are different from yours, it is called an expectation gap. Whenever there's an expectation gap, it leads to fear, anger, or distrust since both parties are likely going to be upset or angry because their expectations weren't met.
To avoid an expectation gap, you need to set expectations and communicate them with the other party. And so when it comes to culture building, your employees need to have clear expectations on what their roles and responsibilities are within the company.
One of the things that we like to do at EMI is to have team meetings every week in each of our different units. And the approach that we take with these team meetings is we ask three questions:

What did you accomplish last week?
What will you accomplish this week?
And what do you need from me to get that done?


By going through this process, you're setting expectations for the week ahead and you're avoiding the expectation gap.

3. Ensure That Your Employees Have a Clear Path to Growth

This one goes well with number one because you're only going to know what their path is in terms of growth if you have good relationships with them and understand their goals.
If you don't have a clear pathway for your employees, team members, or your leadership, then they might slow down. They might even consider joining a different company where that fog goes away. So it is important to show your people the path to growth and support them on that path.

4. Ask Important Questions

“Important” should be what you feel is important to your team and to the growth of your company.
You don't want someone else asking your team these important questions, and you don't want to find out the answer to these questions when it's too late.
If you're building the right relationship with them, ensuring they have a clear career path and supporting them on it, it's going to be easier to go to them and ask the questions:

What could we do better for you here?
What would ensure that you stay here for the long term?


Your people mean everything to your company's growth, and you need to keep them with you for the long term if you want to grow sustainably.

5. Lead by Example

Nothing destroys a culture faster than a leader doing the opposite of what he or she is asking their team to do.
People are watching you as a leader. They're watching everything that you do, whether you like it or not, and whether you realize it or not. So you need to lead by example.

More Details in This Episode…

Sources/References:
The Present and Future of Work in the AEC Industry
Company Culture & How It Can Be Worth $150 Million

In this episode, I talk to Matthew Douglas, Public Works Operations Manager at the City of Sugar Land, about what public works entails and the role it plays in civil engineering, as well as the role it plays in different management types.
Engineering Quotes:



Here Are Some of the Questions I Ask Matthew:

What is the process to follow when moving from the private sector to the public sector?
What are public works, and what are the components of it?
What type of projects do you handle?
What is the career track for this industry?
What role does public works play in civil engineering and what role do civil engineers play in public works?
How does public works play into different management types?
What licenses or tools can be used to learn more about public works?

Here Are Some Key Points Discussed in This Episode About the Role of a Civil Engineer in Public Works:


When moving from the private sector to public sector, you can expect many changes in your role. Decide on where you would like to move and then start looking for job opportunities in that area. Look for opportunities in the roles you would like to work in. Maybe you would prefer a management role to be more active instead of sitting behind a desk in the office or visa-versa. It is the time to make the changes in your career path that you have wanted to make.
Public works is the management and operation of all the city's public infrastructure, within a governed area, for the use of the public.
As a public works operations manager, you can expect to work on long-term goals and improvements to infrastructure to give a better quality of life to the residents of the city. It involves doing studies with the engineering department to find what can be done to make the improvements needed, how much it will cost, and which contractors are needed. Responding to and investigating public service requests are also done through assessments. The level of reconstruction is determined, and the service request and assessment are then assigned to the correct department for processing.
A public works operation manager must be a good communicator at all levels, must know the construction processes, have good field experience, and be able to communicate things to other professionals and the public.
The public sector has a vast spectrum of career paths you can follow, such as rehabilitation, general maintenance, landscaping, project management, engineering management, and many more depending on the needs of the municipality in that area.
In the public sector, you get exposure to many branches of civil engineering, but you do not do what civil engineers do. You do not come up with the designs, calculations, and CAD drawings. You look at the big picture of the problem, how you can solve it, and proceed with implementing the solution.
Working in the private industry can help you to prepare for a role in public works and help you to understand the fundamentals of things. You must have the right mindset because there will be a change in your workflow.
If you are a civil engineer with a lot of background knowledge, you can almost go anywhere in public works.
Project management and asset management are two of the biggest components of public works. In asset management, knowing everything about the assets in the city will help you to make more accurate estimations on how they can break, and what the cost will be to replace them. You will know what kind of contractor is needed and what materials are needed to replace them. Asset management will help to make better data-driven decisions to help the public sector move forward to become more proactive and less reactive.
To learn more about public works, please visit the American Water Works Association (AWWA) and American Publi...

In this episode, I talk to Daniel L. Swain, Ph.D., a climate scientist focused on the dynamics and impacts of extreme events like a megaflood, about climate change, the intersection between extreme weather and climate in applied societal contexts, and how it can affect civil engineers going forward.
Engineering Quotes:



Here Are Some of the Questions I Ask Daniel:

You co-authored an article called “Climate change is increasing the risk of a California megaflood” that contains some in-depth research about the risk of a megaflood in California. Can you briefly explain what the article was about, why engineers should be aware of this, and how it might affect civil engineers going forward?
How do you use a "weather-centric" approach to studying climate change?
Can you explain what you mean by saying many kinds of extreme weather events are increasing in a warming climate and having major impacts on society — but the details are important and blanket statements are inadvisable?
What are some of the implications for infrastructure design and reconstruction that civil engineers need to be aware of?
What can engineering firms and leaders do to prevent critical events and catastrophic failures from happening?
What does a practicing scientist-communicator do, why is this role important, and why does it exist so rarely in academic and scientific contexts?

Here Are Some Key Points Discussed in This Episode About How Climate Change Is Increasing the Risk of a Megaflood:


The article, “Climate change is increasing the risk of a California megaflood,” is an updated version of the ARkStorm 2.0 scenario, which is a disaster management scenario focused on the risk of a large catastrophic California flood. Two extreme storm scenarios were created relating to public policy and engineering plan time horizons. Climate change was also considered to see how likely these storm scenarios could happen soon. It was found that the risk increased considerably with every increase of 1 degree in global warming. All the droughts that are currently in the California area make it a challenge to get people to pay attention to what could happen in the next couple of decades.
Global warming makes the hydroclimate nonstationary, which is underestimated as a hazard when designing critical infrastructure, especially in things like dams and life protection levees. We also already have structures that were designed to an acceptable and reasonable standard at the time but are probably not a reasonable standard anymore.
Dams, bridges, and levees are not rebuilt because they are designed to last a long time, but retrofitting and assessing safety margins on some of these structures must be considered. Critical existing structures that were not designed to withstand the extreme weather events that we are expecting will result in some form of critical failure if nothing is done about it. New infrastructure must be designed to resist the extreme weather events that we are expecting, but it is a non-trivial task because there are no guidelines on how to interpret climate change data. You cannot look at the mean values to infer changes in extremes. Most of the infrastructure we already have will handle the mean change, but the question is if it will handle the extreme changes.
There is a lot of poor model projection data around that causes a multitude of discrepancies when this data is applied to specific problems. Engineers, managers, and firm owners should have conversations with people in the climate world who know how to not misuse the data, and how to make an honest assessment of what the risks are.
There is no uniform clearing house for climate research and data because the many different philosophies that researchers follow cause a vast difference in the outcomes of their data.

In this episode, I talk to Michael Castro, C.DIR., ASC, MBA, the Founder and CEO of RiskAware (Cybersecurity) Inc., about the importance of cybersecurity for engineering firms and how engineers can introduce cybersecurity into their business.
Engineering Quotes:



Here Are Some of the Questions I Ask Michael:

How can engineers introduce cybersecurity into their business?
How is cybersecurity affecting the engineering community specifically?
How often should businesses be reviewing their cybersecurity measures?
What are your cybersecurity metrics and how do you address/achieve them?
What are the top three simple and cost-effective things people can do right now to protect their business' cybersecurity?
Do you have any advice for engineering managers who would like to implement cybersecurity at their firms?

Here Are Some Key Points Discussed in This Episode About Cybersecurity for Engineering Firms: 


There are many changes in trends in the way hackers are working today. Most attacks are now aimed at smaller and medium-sized businesses, and no longer the larger companies. Engineers must think about and prepare themselves for needing to do something in cybersecurity for their organization.
Eighty percent of cyberattacks are the same for all types of companies, including engineering firms. The other 20% of attacks are what must be focused on because they are very specific to different professions. In engineering firms, OT Networks and operational security must be looked at. The OT Networks contain information on critical infrastructure and systems that must continue functioning. Hackers will try to disrupt these systems and infrastructure in their attack. Civil engineering firms have a lot of information about intellectual IP, schematics, drawings, reports, and models that need to function. Hackers want to steal the information or install ransomware to cause it to not be available to the firm. Customer and client information can be stolen and used for identity theft.
Engineering firms must embrace continuous improvement of their cybersecurity and should always be reviewing their cybersecurity measures. As soon as you complete something in cybersecurity, almost immediately hackers try to find ways to disrupt what you have done or find other ways to get access with new and more sophisticated and complex ways of attack.
Cybersecurity is difficult to measure in metrics. People are the weakest links in a company’s security model. Measuring how successful cybersecurity training is in your firm can be used as a metric. System health in the form of upgrades or patching is of vital importance for your cybersecurity. Companies must put in a regimen for these firmware upgrades or software patches to keep the system secure. A good security program must have management involvement and support that stems from senior management understanding what security is and what is going on in the company.
Not everything in cybersecurity costs a lot of money, and some things can be done quickly and at a low cost to improve your cybersecurity. There are both paid and free training pieces available on security awareness that can help your workforce understand the risks. Understanding the risks and how an attack might present itself is the first step to ensuring your company will not take a misstep. Email is the main way that attacks will present themselves from a malware and ransomware perspective. Fake emails from a manager asking employees to do things is also a current threat. Focus on protecting the endpoint by utilizing the capabilities given by Microsoft or Apple. These capabilities are patching or upgrading software and encrypting the data on your systems.

More Details in This Episode…
About Michael Castro, C.DIR., ASC, MBA

In this episode, I provide you with the top 10 takeaways and career tips from our first 10 episodes on The Civil Engineering CEO show. It is a video show that features CEOs from leading civil engineering firms, and because they shared such insightful information, we thought it would be great to recap some of those key pieces of advice and share them with you here.
Engineering Quotes:

Here Are the Top 10 Career Tips from Leading Civil Engineering CEOs:

1. Always Be Thinking About How You Can Increase Your Value to Your Company
In episode number 1, I talked to Kevin L. Haney, P.E., the President and Chief Executive Officer for Colliers Engineering & Design (formerly Maser Consulting). Kevin recommended that all civil engineers should always be thinking about how they can increase their value to their company — your value is essentially all you have in your career. How valuable are you?

Here is something he said that stood out to me:



“You can’t equate your value to the organization to your title in the organization. A title means nothing. Somebody’s value to an organization is based upon the duties you perform, the skill sets you have, and the ability to not only impact the bottom line but grow other people. That’s the value.”

So I ask you, what value do you offer to your firm and how can you increase it?
2. Encourage Diversity and Inclusion in Your Engineering Teams
Our second takeaway, which is from episode 2, is where I spoke with Dave DeLizza, P.E., President and Chief Executive Officer of Pennoni. Dave talked about how important diversity and inclusion are to a company, but more than that, how important they are to engineering teams.

Dave talked about how if your engineering team lacks diversity, its perspective and vision will be limited. Is your team’s vision limited? How can you change that?
3. Civil Engineering Cannot Be Automated
Our third takeaway is from episode 3 where I talked to Aine O'Dwyer, Principal and CEO of Enovate Engineering, about why navigating change in the civil engineering industry is so important. We talked specifically about The Infrastructure Investment and Jobs Act, which is going to bring more complex infrastructure projects to civil engineers in the years to come. Many people feel that software and AI will be critical to executing these projects, and while that is true to some degree, Aine reminded us that civil engineering is a people's profession.

Regardless of the software available, you will need to interact with people, lead people, and influence people. How are you preparing yourself to do that?
4. Servant Leadership Is Powerful in Engineering
Moving on to our fourth takeaway, which is from episode 4, I chatted with Uri Eliahu, President and CEO at ENGEO, about how they utilize servant leadership and what it is like to work in a company that employs it.

He said:

"As leaders, our job is to serve, and we measure our successes by the growth and successes of the people we serve."

I agree with Uri's philosophy of leaders serving the people they lead. You have to care about those you lead, and you have to make sure that they are clear on and achieve their career goals. How are you doing that?
5. Building Trust in the Workplace Is Critical to Company Growth
Takeaway 5 is from episode 5, where I talked to Iris Leia Lorelle, P.E., CEO at Capital Engineering and Consulting, about the importance of building trust in the workplace and how it means everything when building a company.

Iris said:

“I’ve always strongly believed that a company can’t grow without people working in it who have the skills to delegate. Being able to delegate takes the ability to trust.”

If you don’t trust your team members,

In this episode, I talk to Kara M. Boyles, Ph.D., P.E., a registered professional engineer who became the City of South Bend’s first female city engineer in January 2017, about what it means to be a city engineer.
Engineering Quotes:


Here Are Some of the Questions I Ask Kara:

Tell us about your career journey and how it has led to you becoming the first woman to serve as City Engineer for South Bend?
What are your current roles and responsibilities as the City Engineer for South Bend?
Why is this job important to you and what made you stay on the public side?
What do you find fulfilling about being the City Engineer, and about being a public servant?
Can you give us an example of what robust and well-planned infrastructure means?
What is South Bend’s desire to be “smart” and what does it mean?
What key leadership principles and core values help guide you as a leader?
Which course do you teach at ND and how does it relate to what you do as City Engineer?
How can getting an MBA help engineers in their career?
What research have you been doing around women’s career commitment?
How do you avoid burnout and keep a balance in your life?

Here Are Some Key Points Discussed in This Episode About What It Means to Be a City Engineer:



When starting your engineering career, find a good mentor who wants to engage and inspire you. Getting experience in the government and private sector will help you to understand both viewpoints.
A city engineer is responsible for all public works and improvements of city-owned assets. It includes things like roadway infrastructure, demolitions, remodels, rehabilitation, buildings, drinking, wastewater treatment, and water resources. A city engineer must have a skilled team that they can rely on to be successful. It also involves hiring engineering and architectural consultants, reviewing private developments, issuing permits, updating ordinances, drafting resolutions, and creating many policies for public works.
Civil engineers notice early in their careers that they get to make a difference in people’s lives every day. What we do matters and does impact everyone daily. Your company mission serves as your essential guide in making decisions.
When civil engineers know their missions and understand the values, they can translate them into the intention behind what they do and how they spend money. For a robust and well-planned infrastructure to work, you cannot only focus on the areas where the loudest complaints are made. If the silent hub is ignored, the problems will only get worse. There is no correlation between loudness and merit. If funding is the problem, you must find other funding resources and set better benchmarks to meet the expectations of your residents. Be transparent with your residents because the more information everyone has, the more empowered everyone will be.
One of South Bend’s core values is excellence. This can be achieved by leveraging technology to make life better for the residents. Smart sewers use depth and flow sensors and smart values to measure levels and redirect flow from trunk lines nearing capacity to lines that have capacity. In storm weather events, the sensors communicate with each other to help prevent combined sewer overflow. The data and analytics from the smart sewer network helped find significant savings and a large reduction in commitments compared to traditional sewer systems.
Key leadership principles will help guide you as a leader. Being and feeling authentic at work will lead to higher engagement, work satisfaction, better performance, and better overall well-being. If you are a leader or have the power within an organization, it is easier to be authentic, but everyone in the company should feel at ease with being their authent...

In this episode, I talk with Aaron Witt and Dan Briscoe about some of the biggest challenges and mistakes construction business owners make and how you can avoid making those same mistakes.
Engineering Quotes:





Here Are Some of the Questions I Ask Aaron and Dan:

Why the mission "Make the Dirt World a Better Place”? How does having a mission help your business?
How do you work together to lead the company? What about the board and the leadership team?
What are some of the biggest challenges you have experienced in the construction industry and what would you say are the biggest challenges facing the construction industry today?
What's the biggest mistake you see small and large construction business owners making, and do you have any tips you can give the listeners for avoiding these mistakes?
What are some of the biggest mistakes you’ve made and lessons learned in the past four years as a startup?

Here Are Some Key Points Discussed in This Episode About the Biggest Challenges Facing the Construction Industry Today:


It is important to build your business upon a mission statement because all your staff will know what is expected from them. Everything in the built world relies on infrastructure. Companies are not equipped for the future from a human being standpoint. From a digital standpoint, no one is focused on how to grow and inspire people in the dirt world. BuildWitt is focusing on how to solve the industry’s current workforce problem. Solving this problem will ensure the infrastructure will serve many generations to come.
When working together with someone to lead a company, you must work with people you can trust to run the company properly in your absence. One of the values of your company should be to make decisions based on the information that is supplied to them.
Having a strong and trustworthy leadership team is vital to a successful company. Ensure that they have their structure in place so that they can do their tasks efficiently.
The biggest pitfall in civil engineering is continuing to do what you are doing. Many construction companies are too comfortable in their current position, but things must start to be done differently. The next generation will not be knocking on the door looking for jobs because they do not understand that construction exists. Start spreading the awareness of construction on social media because that is where you will reach most of the next generation. Look at how you can better invest in your people, recruit differently, tell your story, and make construction more sustainable. Once these problems are addressed, the problem will start to solve itself.
If you want to start your own company, you must be willing to try new things. If you fail at something, take ownership of it, fix it, and continue progressing forward. Showing up and doing your best every day will start to create something substantial that did not exist when you started. Dream big but have a laser-like focus on what is happening around you. Stay humble and always try to do the right thing.

More Details in This Episode…
About Aaron Witt
Aaron Witt is the self-proclaimed “Chief Dirt Nerd” and CEO of BuildWitt, a services, media, and software business focused on the infrastructure and mining industries. He started the company four years ago after studying engineering and working for companies like Kiewit and Skanska.

On a mission to “Make the Dirt World a Better Place,” BuildWitt is working to inspire the next generation, modernize how blue-collar companies invest in their people, and educate society on what it takes to meet their basic needs.

Aaron's role is split between helping to lead BuildWitt's team of over 80 wonderful humans and traveling across America and as far as the Middle E...

In this episode, I talk to Amanda Payne, Associate Vice President and Business Development Director at Horner & Shifrin, about the role of a seller-doer and how it has changed from before the pandemic to where we are today. She also provides some great tips on how you can improve your seller-doer skills as an engineer.
Engineering Quotes:



Here Are Some of the Questions I Ask Amanda:

How was your journey from a business development manager to Director, to now being an Associate Vice President, accomplished and what motivated you to progress in your career?
How would you describe a seller-doer and the responsibilities of a seller-doer today?
What are some of the skills that an engineering professional should have to become a seller-doer and how would you recommend they develop these seller-doer skills?
How has the role of a seller-doer evolved from pre-pandemic, to during the pandemic, to now where we are hopefully heading out of this pandemic?

Here Are Some Key Points Discussed in This Episode About Improving Your Seller-Doer Skills as an Engineering Professional:


You will meet many people when you join a professional organization that will help you to grow and progress in your career. Continually prove yourself to the company you work for by revamping and developing things to better suit the company's needs. Work on your communication skills so that you can communicate effectively throughout the industry. Let everyone know and feel that they can contact you, no matter what level they are on in the industry.
Many elements make up the term seller-doer. If you want to go in the seller-doer direction in your career, establish with your firm what they need a seller-doer to be, and establish how you can be a part of it. Communicate with your staff and leaders that you want to become a seller-doer. It will help you to get involved with the appropriate organizations that you and your firm are looking for, which leads to more success in your firm.
To become a seller-doer, you must learn how to be a good communicator. Know that business development is building a relationship with someone and gaining their trust. They must trust you enough to know they can speak with you freely about the good and the challenges in a project. Following up with current and potential clients is extremely important. It can be the deciding factor if you are a successful seller-doer or not. Understanding all the services that your firm has to offer will enable you to pivot and cross-sell quickly when the need arises. Do your research before seeing a client and look at any past dealings with them. Research your client and find out some things about them to build familiarity with them and their organization.
Before the pandemic, everything a seller-doer did was in person. During and post-pandemic, virtual calls are heavily relied on. Clients can fit a virtual call into their schedules a lot more easily than an in-person meeting, but an in-person meeting is still better than a virtual call for relationship building. Stay in contact after the meeting to continue developing the relationship.

More Details in This Episode…
About Amanda Payne:
Amanda has performed marketing and business development operations in the AEC industry since 2011. Her experience includes leading and developing a full reorganization of marketing and business development functions, increasing efficiencies and win rates, managing large-scale project proposals, and fostering initial relationships to open doors for long-term clients. She has held key roles in many organizational programs, including chairing a corporate United Way Campaign for a previous firm, volunteering for Mercy's Special Events, and Society for Marketing Professional Services Board for the St. Louis Chapter.

In this episode, I talk to Peter Atherton, P.E., about an in-depth study we did together about the state of the industry and talent market — and how companies can compete in a fast-changing world. We also highlight some of the key findings that are in the Future of Work in Engineering and Architecture 2022 report.
Engineering Quotes:



Here Are Some of the Questions We Answer:

Why do you say that the great resignation isn't over yet?
Why do professionals leave their employers?
What is the driver behind the stress in our organizations and why should company owners be cognizant of the shape of our firms?

Here Are Some Key Points Discussed About the Future of Work in Engineering & Architecture 2022:


The research shows turnover for engineering and architecture talent is still at record highs. Hiring engineers and architects has been challenging for at least a decade, but post-pandemic growth, fueled by strong public and private sector spending and the post-COVID "snapback," is exacerbating talent market pressures. Eighty percent of professionals we surveyed expect growth in 2022 — with nearly 40% predicting strong growth — despite inflationary pressures and ongoing supply chain slowdowns. Nearly two in three (61%) say they would consider leaving their current employer in the next 12 months for the right opportunity. And 26% would strongly consider leaving.
People are in search of career advancement opportunities, a more flexible schedule, and competitive compensation when they leave their employer. One of the biggest challenges for firms is to decide how they will continue working post-pandemic.
More experienced professionals are most likely to cite stress as the key driver, though they also feel overworked and unappreciated. They also said that an ineffective leadership team is one of the main causes for their higher feelings of stress. Stress can eventually lead to burnout, which is a big deal. The research shows that 79% of people at least sometimes suffer from burnout, which leads to a lack of function in an organization.
There is a "gap" in the mid-level leadership in firms because of the great recession, which caused many young engineers to be laid off. This has caused the shape of the industry and firms to change from a more pyramid shape to an hourglass shape, which causes pressure to flow up to senior leadership levels and frustration to set in below the pinch point.

Two of the 7 Directives That People First A/E Companies Do Differently:

Commit to training and development as a strategic asset. The reason that training is such a good investment is that it gives you three different returns on your investment:

You develop your people, which drives up the profitability of your company.
Developing your people in that manner will increase the chances of them staying with your company because training in this manner is rare in the industry.
Training and investment will make your firm more attractive to people because they want career growth and support.


Use a people-centric, data-driven approach to surface “hotspots.” As a people-centric society, we have realized that one size certainly does not fit all. Everyone is different and has different life circumstances that must be considered. A data-driven approach requires different thinking by leadership and management teams. Reflexive thinking will not work, and reflective thinking is what is needed. Looking at things across generations and gender requires more nuance and career development plans. The more nuance we have with people, the clearer we must be with the organization's vision, goals, and objectives as well as its mission and values. We want to be attractive, supportive, and dynamic, but we also need to perform.

In this episode, and in honor of National Women in Engineering Day, I talk to Marsia Geldert-Murphey, P.E., F. ASCE, Regional Director of Lochmueller Group, who was recently elected as the ASCE President Elect for 2023. Marsia is also the author of a book called “Cross, Yield or Burn - Navigating the Bridges of Life,” and in this episode, Marsia shares an inspiring story about her career journey leading up to her role as ASCE President and also talks about how we can promote diversity and gender equality for women in engineering.
Engineering Quotes:



Here Are Some of the Questions I Ask Marsia:

How did your elevator accident change your perspective in life as well as your journey into ASCE leadership?
Did you have to develop new habits after your accident?
What is your vision and goal as leader of ASCE?
Why did you decide to write your book, “Cross, Yield or Burn - Navigating the Bridges of Life”?
What do you hope people will take away from your story and where can listeners find your book?
What can be done to promote diversity and gender equality for women in engineering?

Here Are Some Key Points Discussed in This Episode About Women in Engineering:



My accident caused me to shut down from work and any of my daily responsibilities, and I had to learn to do all my daily tasks all over again. The drive I had inside of me was the reason that I was able to recover as well as I did. This taught me to slow down and realize that your career is not everything, and that there are other things in life that are more important in many ways.
My accident helped me to focus more on my health and well-being, and made me realize that it is a much more pleasant way to live when you can take a step down and slow down.
In my role as ASCE President, I would like to focus on the future of ASCE and make sure that we are reaching out to all the young people out there. I believe that the most reliable source of untapped STEM people out there are from unrepresented populations.
The organization was made very strong by those that came before us, and I want to make sure that the organization continues to adapt and be strong for future generations.
I was the owner of my first company, had young children at home, and just found out that both my parents were very ill. While I was with my dad during his chemotherapy, I started doing vignettes to occupy my time without jeopardizing my state of mind. A lot of people reached out to me asking how I was managing all of this, and that is when I decided to put all the stories together into a book.
I hope that this book will help others to better understand the bridges in their own lives and provide guidance on how to cross, yield, or burn the bridges in their lives.
When we’re looking to expand the diversity in our profession and professional associations, it is important to make people feel safe and welcome. Everybody has some struggle and sometimes it is not evident when you talk to people. Remain mindful and listen attentively when people are talking to you.
We can’t afford to lose the magnificent talent that is out there. If we are going to solve some of the biggest challenges we’ve got in our world right now, we need to have all the best and brightest minds involved in the solution.

More Details in This Episode…

About Marsia Geldert-Murphey, P.E., F.ASCE
Marsia is the Regional Director of Lochmueller Group, responsible for the growth and operations for the region that includes the states of Missouri and Illinois. She is an engineering executive with 30 years of experience related to the design and construction of transportation infrastructure, utility capital improvements, rail, site development, federal installations, and commercial and industrial development.

In this episode of The Civil Engineering Podcast, I talk to Emory Lee, AICP, ENV SP, MCIP-I, WEDG, Climate Adaptation & Resilience Lead for Ramboll Group A/S in New York about climate adaptation and resilience in engineering and some of the potential jobs or roles there are within climate adaptation.
Engineering Quotes:



Here Are Some of the Questions I Ask Emory:

What is climate adaptation and resilience?
How do climate adaptation and resilience connect to civil engineering projects?
Are there specific projects that more commonly require your expertise?
What are some of the key points that civil engineers should know about climate adaptation and resilient infrastructure?
What potential jobs or roles are there within climate adaptation?
What final piece of advice can you provide to engineers looking to transition into a career similar to yours?

Here Are Some Key Points Discussed in This Episode About Climate Adaptation and Resilience:



Climate adaptation involves assessing the effects of climate change on the safety, health, and welfare of our societies and populations and how they recover from difficulties or challenges posed by the impacts of climate change. Climate resilience is the capability of anticipating, preparing for, and responding to hazardous events and disturbances caused by climate change.
There is a cause and relationship between client adaptation and resilience. Your ability or inability to adapt to resiliency will have a direct impact on the capacity you or an organization have to be more resilient in the face of climate change.
Bridges, roadways, major infrastructure systems and networks are particularly vulnerable to the climate conditions we have today and will have in the future. Engineers play a critical role in ensuring that our society functions properly in how we operate day to day.
Climate adaptative design criteria should be the standard design today as well as in the future. The engineering discipline can lead the way in championing client adaptive design and advocating for resilient infrastructure.
There are more jobs in the climate industry than ever before. These types of roles do require a base of knowledge in an engineering discipline, but through training, education, and on the job exposure, there is a whole different transformation of skill set knowledge that is driven by the climate adaptation and resilience infrastructure work.

More Details in This Episode…

About Emory Lee

Emory Lee is the Climate Adaptation & Resilience Lead for Ramboll Group A/S in New York, NY. In this role, Emory supports Ramboll's Water group as part of the Climate Adaptation and Landscape Architecture (CALA) team. The CALA team assists city leaders, public departments, and urban developers on a global scale by providing insights, ideas, and specific solutions that reduce the risk of flooding and increase livability in cities. Projects in the Ramboll climate adaptation portfolio deliver added value and increase opportunities for recreational activity, improve social cohesion, and protect biodiversity. Ramboll's global team of climate adaptation specialists includes world-class engineering specialists, hydrologists, urban planners, and landscape architects.

Most recently, Emory held the position of Senior Vice President at Insight Civil Engineering, PLLC (WBE/DBE/SBE), a certified women-owned business enterprise (WBE) based in New York City. In her role as Senior Vice President, Emory provided oversight and delivery of project management and consulting services to clients, and was responsible for leading business development, client relationship management, and digital marketing efforts for the firm. Emory provided high-quality products and services to valued clients across a va...

In this episode of The Civil Engineering Podcast, I answer a few questions that I received from a consulting engineer a few years out of school about how to be successful on the job, get up to speed with design practices, learn codes, gain field practice, and organize resources and knowledge. 


Tips to Be Successful on the Job and Learn Quickly in Your First Year:


Get into the field to gain field experience. 
Find a mentor.  
Be a sponge and learn everything you can by asking many questions. 
Volunteer for whatever initiatives you can get involved in.
Read industry journals and magazines.

Tips to Get Up to Speed With Design Practices, Learn Codes, and Gain Field Practice:

The best way to learn design practices is to get project experience as early as possible in your career. 
To learn codes, you need to identify from your teammates which codes are most applicable to the work you are going to do and the region you are in, and then you need to learn them. 
In order to gain field practice, you need to get out in the field. It’s great if you can get an actual field job as your first job as a civil engineer. If you are a student, you can get an internship working in the field.

Tips on How to Organize Resources and Accumulated Knowledge:

Have an actual physical paper notebook that you keep with you at all times to take notes — this can be critical for staying organized as an engineer.  
Have a digital notebook like Evernote or OneNote, where you can create notebooks for each of the different avenues in your career development.

Sources/References:
Project Management Accelerator (PMA) - PM Skills Course
Engineering Leadership Accelerator (ELA I) - People Skills Course
Seller Doer Accelerator (SDA) - Business Development Skills Course
Civil Engineering Magazine | ASCE
This Episode Is Brought to You By:

Colliers Engineering & Design
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PPI
PPI has helped engineers achieve their licensing goals since 1975. Passing the FE and PE exams can open doors to career advancement and new opportunities. Check out PPI’s wide range of prep options, including Live Online courses, OnDemand courses, and digital study tools to help prepare you to pass your licensing exam. Check out PPI today at ppi2pass.com to see all the options available for FE and PE exam prep.

Please leave your comments or questions in the section below about the things you do to be successful on the job as an engineer.

To your success,

Anthony Fasano, P.E., LEED AP
Engineering Management Institute
Author of Engineer Your Own Success

In this episode, I talk to Matthew Low, P.E., Senior Vice President at Hoyle, Tanner & Associates, Inc., about challenges and opportunities in the civil engineering workforce, and how engineers can overcome these challenges to excel in their careers.
Engineering Quotes:



Here Are Some of the Questions I Ask Matthew:


What does career progression in the civil engineering workforce look like?
What impact will the Infrastructure Investment and Jobs Act (IIJA) had on the civil engineering industry?
What are some of the changes you have seen in the industry and the impact they had on civil engineers?
What are some of the challenges engineers are facing in the workforce, and what are some of the things your company did to attract entry-level engineers?

Here Are Some Key Points Discussed in This Episode About The Civil Engineering Workforce: 

Engineers must discuss their interests and passions with their managers and supervisors. It will help in getting the best position for you when it is time for them to progress in their careers.
There are many ways to progress in your career. Don't say you want a certain position when you want to have a different career path. Remember that the technical path is just as valuable as the managerial path in an engineering organization.
People placed in the wrong positions can become frustrated and leave your firm when they could have had a very successful career in another part of your company. Let the people in your company know that there are many other ways to continue progressing in your company. Give your people the opportunity to try other positions to see if they like them or not.
The IIJA bill will cause changes to happen in the civil engineering industry. Civil engineers want to solve problems and it takes money to do that. The higher inflation rate is taking a larger chunk out of the funding so not all the projects will be able to be completed.
To prepare your company for the bill, focus on training your entry-level staff to get them up to speed. Ensure to eliminate your backlog in staffing. Having good intern programs can help your company to get more long-term staff.
Engineering companies should embrace the changes that the pandemic has brought to the way work is now done. Take on the mindset of “success from anywhere” when it comes to remote work. The dedication of your team will make remote work a success. Remote work also expands your company’s hiring ability geographically.
To attract more entry-level engineers, focus on your company’s strong points and what makes your company different from other companies. Let them know how working for your company will benefit them. Motivate your entry-level staff to get more people coming right out of school to work for your company and get your company involved in capstone programs in universities.

More Details in This Episode…
About Matthew Low, P.E.
Matt's 30-year career includes over 23 years at Hoyle Tanner where he has been the Director of Engineering Operations (COO) since 2015. In this position, he has direct responsibility for the firm's engineering and business development activities and oversight of over 80 technical and business development professionals for efficiency, effectiveness, and quality. He is a member of the Board of Directors, coordinates training, and remains a direct link to many of the firm's clients. Since 2015 the firm has significantly increased its net income percentage, nearly doubled its backlog, and steadily improved other Key Performance Indicators (KPIs) related to overall firm effectiveness and project management. Before 2015, Matt's career progressed from engineer to project manager to Bridge Division Manager. His technical experience focused on transportation, bridge, and structural engineering projects.

In this episode, I talk to Trudi Williams, PE, Vice President, and Regional Director of one of the premier civil, structural, and environmental engineering firms in Southwest Florida, CONSOR Engineers, about three key career themes that you can use to grow your civil engineering career or firm.
Here Are Some of the Questions I Ask Trudi:


What made you start your own business?
How did you develop your leadership skills once you started your business?
How did you immerse yourself in the organizations?
Why did you want to be like a sponge in your career?
How does one maintain the desire to run a company for many years?
How do you know where to place your team members to ensure they are happy and producing their best work?

Here Are Some Key Points Discussed in This Episode:

To learn and develop your leadership skills, you must get plugged into the community because you must know the people to get more projects. Placing yourself where the other engineers are will help you to grow your network. Volunteering for organizations will also help to grow your network in many ways. Staying plugged into the community is the best way to get referrals.
When you start a business, you are not busy all the time because you do not have a client base yet. Use this free time to immerse yourself in networking and organizations to build your client base.
Immerse yourself in organizations by being active in them. Getting involved in the extra activities will increase your circle of influence.
Listen intently to people who are more intelligent than you, no matter what department they are in. Make like a sponge and learn as much as you can in as short a period as possible. Talk to the people in the field because they are the people with the knowledge.
Love what you do and the people you work with. The more your company grows, the less engineering you will do, and the more marketing and building people relationships will be done.
Get to know the people in your team and ensure that they are in a place where they are doing the things that are right for them. Look at their weak and strong points and plan your team accordingly.

More Details in This Episode…

About Trudi Williams, PE


Trudi Williams began her career in 1981 with a degree in civil/environmental engineering. In 1989, she started TKW Consulting Engineers as a one-person operation, and she is now Vice President, and Regional Director of one of the premier civil, structural, and environmental engineering firms in Southwest Florida, with a headquarters in Fort Myers and branch offices in Orlando and Tallahassee.

Her involvement in public office and leadership began in the 1990s, and she has served on numerous boards and advisory committees. In 2004, she was elected to the Florida House of Representatives for District 75, and she won a second term in 2006. After running unopposed in 2008, she won a third term, and then her fourth and final term in 2010. Her legislative accomplishments include the introduction of several bills that have been signed into law, including the preservation of 74,000 acres of pristine land on the Babcock Ranch; legislation concerning the permitting of wetlands; and the continuation of a sales tax exemption on solar energy products. She currently serves on the following House committees:

Chair, Committee on Environmental Protection
Environment & Natural Resources Council
Committee on Ethics & Elections
Committee on Healthy Seniors

For five years before her election, she served on the South Florida Water Management District Governing Board, a gubernatorial appointment, and two of those years she spent as Chair. Her numerous other appointments include the Federal Reserve Bank of Atlanta's Small Busin...

In this episode, I talk to Will Schnier, P.E., Chief Marketing Officer at WGI, about marketing strategies for AEC firms, and how you can market your company the right way.
Engineering Quotes:



Here Are Some of the Questions I Ask Will:

Why is marketing important for both small and large engineering firms?
For someone new to marketing in engineering, what advice can you share with them to get them started with marketing?
What about marketing on platforms like LinkedIn and Facebook?
How do marketing strategies help firms?
What would you say is the best overall marketing strategy to market an engineering firm?

Here Are Some Key Points Discussed in This Episode About How AEC Firms Can Market Their Companies: 


Marketing is critical for any size engineering firm. If nobody knows about you or where they can find you, then you will be losing a lot of business. The market must know who you are, where they can contact you, and what services you offer. To do this, you must have some form of marketing to attract your clients to you. Marketing also serves as a medium for hiring new staff externally and retaining the team you have internally.
Every technical person in a firm is responsible for marketing by ensuring the job they do is so good that the client comes back to them for their next project. It is easier and cheaper to retain your current clients than to look for new clients. Networking and content creation must be focused on relationship building and giving something of value to the prospect. Provide something of value and give the prospect a way to contact you for more, and when they contact you for more is when you start charging them for your services.
Focus more on posting on LinkedIn than on Twitter or Facebook because it is a changing landscape. LinkedIn is where the engineering community is and it is also aggressively used to look for hiring potential staff members. When an associate shares your LinkedIn post to their network, its reach grows significantly. Encourage the people in your firm to share the posts that are relevant to their work on their own LinkedIn platforms. LinkedIn paid advertising can be optimized and targeted according to your firm’s needs.
Google ads can be targeted to certain keywords. It will place an ad for the service you offer on Google right where someone is searching for one of your targeted keywords. Not many firms are doing this now so the cost-per-click is low.
Building an email list where you can send targeted information about what the specific subscribers are interested in can be a powerful tool.
If you want to start creating content to post on your blog, start looking at the questions you and your team members answer regularly and turn the answer into a blog post for your website. Chances are you will be placed in the top three search results when someone types in that question in Google, and you will stand a good chance of being contacted. Try to be the one who replies to that person first, and you will more likely be the firm to get the project.
If a recession hits the market, it is the time you double your spending on marketing efforts to ensure the business still comes in. It is critical to have brand awareness in a down market.
You must pursue the clients who need the services you offer and develop a marketing strategy around that. Your marketing strategy must attract more clients than you currently have in your network. Markets can change, so you must listen to the market to form your strategy to ensure you are targeting the correct clients for your services. To start, pick one marketing persona and then start broadening out to others over time. Your marketing strategy must have time-sensitive targets with strategies on how to achieve them.

More Details in This Episode…

In this episode, I talk to Rory San Miguel, co-founder and CEO at Propeller Aero, about how using advanced technology in civil engineering projects can increase the success of a project.
Engineering Quotes:



Here Are Some of the Questions I Ask Rory:


What are some of the civil construction case studies that Propeller Aero has been involved in?
How can underestimating materials and dirt-moving costs derail already expensive civil engineering projects?
What is the uneven tech adoption pathway for civil engineers?
How can engineering managers effectively advocate for the use of advanced technology for upcoming projects?
How can engineering leaders and managers embrace innovation at all levels in their firms?
How can engineers get into get into construction and civil engineering?
How can companies recruit new talent in the civil construction field?

Here Are Some Key Points Discussed in This Episode About How Advanced Technology in Civil Engineering Projects Can Increase the Success of a Project:

It is always good to do research before you open a company. Find something that you enjoy doing and then ask your potential clients how it can benefit them as a service.
Propeller Aero has been involved in more than 7,500 civil construction case studies. They have many clients based in the U.S., Australia, New Zealand, and England. One such case study was on an airport building in Honolulu. The drone surveys helped the civil construction engineers with planning, sequencing, scheduling, and solving conflicts with subcontractors and the utilities.
A limiting factor in achieving the project schedule and budget is the frequency and accuracy with which you can track progress. Getting inaccurate data can set any team on a path to failure and can cause large amounts of money to be lost. Using technology like what Propeller Aero supplies will help to get the surveys done, help everyone use the data collected, and speed up the survey process to finish the project on time and budget.
The construction industry is rated as one of the slowest industries when it comes to technology adoption. Engineers are saying that the products are not good enough, the data is difficult to use, and they do not know what to do with the data. It is because the construction industry has very high standards of what deserves their time and what helps rather than hinders. To increase the industry’s tech adoption, listen to the people in the field and help solve their explicit problems.
To advocate for software that you think will be beneficial to the civil engineering industry, get a good understanding of how it works, know where it is in a competitive landscape, and find referenceable companies that have benefitted from using software like yours.
It is easier for civil engineering firms that have company cultures that welcome everyone to suggest better ways of doing things and to be more innovative. They are more likely to use newer technologies that can benefit the company. They must be prepared for mistakes and have a budget that can cover them. Innovation is a solution and not a problem, but you need to have problems that you can solve with innovation.
Having up-to-date technology can help a firm with recruitment by connecting people and collecting data on what is happening in the field. Having good systems in place will help you by increasing the pool that you can hire from. Upcoming grads and professionals want to work on the latest and greatest technology. People are attracted to your civil engineering firm when you have a landscape of complexity, big machines, society-changing infrastructure projects, and technology connecting everything.

More Details in This Episode…


About Rory San Miguel

In this episode, I talk to Mike Lozanoff. P.E., owner at Lozanoff Consulting Services, LLC about invoicing in engineering firms, write-offs, and how these two actions can affect the project profitability of a consulting engineering firm.
Engineering Quotes:



Here Are Some of the Questions I Ask Mike:


Why do you think invoicing is a necessity of doing business and why is it often loathed by Project Managers?
What tips can you share with the listeners on making monthly invoicing go more smoothly and efficiently?
Would you say that all write-offs (or write-downs) are bad?
Is profitability a better metric for tracking successful project outcomes?
Is project profitability and firm profitability the same thing?

Here Are Some Key Points Discussed in This Episode About Invoicing, Write-Off’s, and Project Profitability:

Engineers come from a technical background, but project managers must remember that they are business managers and not just project managers. Project managers are the people who make money for the firm. Without proper invoices that have been meticulously checked and sent to the client, money does not get paid.
Writing something off means that you have spent more than you had budgeted for, and the company writes that lost revenue off. Sometimes a company wants a project that is new to them and had to take it for a lesser fee. The budget will most likely be difficult to adhere to and will probably be overrun. It is not necessarily a bad write-off because it is a planned write-off. Project managers must manage this kind of project more closely because the company does not want to overrun the budget without any oversight. Remember that any write-off is still a loss for the company.
If you have a first-time project manager, ensure that you are checking up with them every few days to ensure that the project tracking is in place and that the budgets are being adhered to. You will decrease the amount of write-off for that project by doing this, and the new project manager will learn how to do proper project tracking from the beginning.
When looking at project profitability, it is better to look at the percentage of the profit instead of the amount in money. If you only know the amount that was written off in a project, you will have no idea of the profitability. Only focusing on the write-offs in your projects will make all of them seem like a failure. Focusing on both the write-offs and the profit made will be better for the entire team.
Project profitability and firm profitability are two different things. Firm profitability is the amount of profit the firm has once all the expenses have been paid. Project profitability is ensuring that the expenses and losses to do a project do not outweigh the budgeted profit for that project. If they do, then the project would have been done at a loss to the company.

3 Tips to Make Monthly Invoicing Run More Smoothly and Efficiently

Setting Things Up Correctly From the Start – Ensure that you have the phases of your project set out correctly before you have the kickoff meeting. It will ensure that you have your time schedules and budgets in place.
Time Keeping – Running a business always starts with a timesheet that is accurately filled in. In your kickoff meeting, show everyone and write it down where they must post their time, and have them do it every day. It must be done daily because nobody can accurately remember what they have done in previous days. Then check that they are doing it every day. If people are posting time to the wrong places, you will have no idea where your budgets are.
Review Often - Check that your team members are filling in the timesheets every day and review them often. If people are posting time to the wrong places,

In this episode, I talk to Stu Walesh, Ph.D., P.E., Dist.M.ASCE, F.NSPE, about how using basic brain knowledge to be more creative and innovative can help engineers become a better version of themselves.
Engineering Quotes:



Here Are Some of the Questions I Ask Stu:


What is your book, “Introduction to Creativity and Innovation for Engineers,” about, and what is the distinction between creativity and innovation?
Why would you say engineers should strive to be more creative and innovative?
Why do you claim that creativity/innovation will improve if we have a better understanding of how our brain works?
Why are engineers reluctant to learn how their brain works?
Can you provide us with some examples of how basic brain knowledge enhances creativity and innovation?
Do you have any tools that you could recommend to engineers that would help to engage their brains?

Here Are Some Key Points Discussed in This Episode About Becoming a More Creative and Innovative Engineer (By Using Basic Brain Knowledge):

The book, “Introduction to Creativity and Innovation for Engineers,” is designed to be a textbook for undergrads and a reference for practicing engineers. It discusses how we can learn to be more creative and innovative by gaining basic brain knowledge. The difference between creativity and innovation is the degree of originality. Creativity has a lot of originality in it, whereas innovation involves putting things together that already exist in a new way.
Engineers should strive to be more creative and innovative because we have many challenges in the world, and engineers will play a big part in solving those challenges. The words “engineer” and “engineering” have their roots in creativity. To engineer is to create. Engineers must enjoy the satisfaction they get when doing something that has not been done before, and then see it have a positive impact on the people around them or the environment.
If engineers can understand some of the basics of how their brain works, they can be more effective than if they are neutral about their brain. Using a smartphone as an example, you may not know how a smartphone works, but knowing how to use it turns it into a powerful tool for communication and research.
Engineers are reluctant to learn how their brains work because the brain is not nice to look at. People think because they use their brains every day, they cannot learn anything more about it. People feel that they do not have the time to learn about the brain in detail.
Vision is the most powerful sense because it connects with more parts of the brain than any of the other senses. For engineers to communicate efficiently, they must give prime attention to visual impact.
Our conscious thinking means we are aware of what we are thinking about. Our subconscious mind thinks, but we are not aware of what it is thinking, and most of our thinking is done subconsciously. To use your conscious mind to engage your subconscious mind, start working on a task for half an hour, and then stop and go do something that is not relevant to that task for an hour or more. When you return to that task, you will have more ideas and concepts about it because your subconscious mind has been thinking about it during the time you were away from it.
Mind mapping can be a powerful tool for engineers. Write down the main subject that you need to think about in the middle of a piece of paper. Then write down any thought or idea you get for the next 15 minutes around that subject. Then set it aside and only look at it again later that day. You will have more thoughts or ideas you can add to the piece of paper. It is like brainstorming, but brainstorming is usually done in a list format, where everyone looks at the last item on the list for inspiration.

In this episode of The Civil Engineering Podcast, I talk with Matt Reuer, P.E., Manager of Engineering Controls at Kiewit Engineering Group about project controls, what they are, why they are important in civil engineering, and what the benefits are of project controls.
Engineering Quotes:



Here Are Some of the Questions I Ask Matt:


How would you define project controls?
Why is it important to pay attention to project controls?
What got you interested in project controls?
What are some common misconceptions about project controls?
What are some of the benefits of project controls?
What project control reports do you have in place to help everyone on the team align on the best path forward?
What skills does one need to be a good project controller?
What final piece of advice can you provide engineers considering a career in project controls?

Here Are Some Key Points Discussed in This Episode About Project Controls in Civil Engineering:

Project controls includes the management of budgets, schedules, quality, and scope of a project.
Engineers and project managers are constantly being evaluated on how their projects are performing. If they don’t know, at any given time, whether they are performing well against their schedule and budget, it’s hard for them to understand where they are headed.
Part of project controls isn’t only looking backward and evaluating the performance of the project as it stands. It is also about looking forward and implementing mitigation strategies to help the project manager understand where the risks may lie in the future as well.
There are a lot of similarities between engineering and project controls. Helping a project perform well in general, and not just in one aspect, is one of the main reasons that got me interested in project controls.
Project controls usually have a stigma of being very controlling and often get a negative connotation of what is wrong with a project. This might cause a lot of negative feelings and reactions in a project. However, what we strive for is not to only focus on the negatives, but also on how to make a project perform better.
The benefits of project controls are the ability to look forward and to allow our project managers to get a better understanding of what’s coming in the future, and how they can use that information to make better decisions on the priorities of their projects that will ultimately make the project more successful.
A well-integrated project schedule is extremely important in project controls and allows you to identify the progress of a project as well as the work remaining on a project. This helps to move a project forward and identify the resources needed in the near as well as long term to help staff a project accordingly.
We can have the best software and tools available but if the decision-makers don’t know how to access or interpret those reports, then they are meaningless.
A good project controller needs to have good listening skills. The project controls team does not make the decisions on a project and is only there to support the project managers. If project controllers are not willing to listen to the struggles or hurdles that a project manager may have, then it is hard for them to become a trusted resource to that project manager and suggest possible mitigation strategies or solutions to problems.

More Details in This Episode…
About Matt Reuer, P.E.
Matt Reuer is the Manager of Engineering Controls for Kiewit Engineering Group, and is focused on the infrastructure market. In this role, Matt is responsible for implementing standard engineering controls processes and tools for all of Kiewit’s infrastructure DB/EPC projects.

Matt has spent the past 10 years with Kiewit,

In this episode, I talk with Dustin Williams, CEO, and co-founder of Remote Optix, and founder of Flywheel AEC, about BIM for civil engineers and how it is used in civil engineering projects. He also tells us about a specific 4-step process his company utilizes on BIM projects to ensure project success.
Engineering Quotes:



Here Are Some of the Questions I Ask Dustin:


What is BIM and how is it useful in Civil Engineering Projects?
How can BIM be utilized effectively by Civil Engineers?
You have a specific 4-step process that you utilize on BIM projects. Can you take us through that process? Let's start with step number 1 - Explore the Problem?
A successful plan relies heavily on addressing issues promptly, which is also the second step called: Develop the Strategy. Talk to us about that, please?
Step number three is to Build the Workflow. How do you do that?
How do you ensure you provide continued support to your customers, and why is this important?
What advice can you provide to engineers out there considering a career in civil engineering?

Here Are Some Key Points Discussed in This Episode About BIM for Civil Engineers:

A large component of BIM is the 3D representation of the design as well as embedding a lot of information into it. BIM for civil engineers has things like all the conveyance calculations in it so that you can convey all the information to your project team at large. BIM for civil engineering projects takes the normal design and remodels it with a higher level of detail containing things like specific materials and site constraints. It helps people in different trades understand the project easier, and in detail. The BIM can be handed over as an "as-built" to the operations phase.
Reality capture is using sensors like a drone to take photos with data points of a site which are then stitched together to create a 3D model of the site.
Penn State has a lot of information regarding BIM for Civil Engineers. It contains execution plans that are explained in a scholarly way in a lot of detail. The Construction Progress Coalition is a great place to stay up to date about BIM.

The 4-Step Process to Utilize BIM in Projects

Explore the Problem – Explore the site, project goals, and find out any underlying issues of the project.
Develop the Strategy – Use the information gathered in step one to make strategy and implementation plans on how to move forward with the project. It helps to fix the problem areas of the project early in the design process. The 3D model must be completed to make it easy to understand the entirety of the project.
Build the Workflow – The plan of how to work with the design team and contractors must be made. Scheduled meetings must be set in place to ensure that the correct information is being used so that the BIM is continuously being created correctly.
Implement and Support – Support is given throughout the different phases of the project on the BIM coordination between all parties involved with the project.

More Details in This Episode…

About Dustin Williams
Dustin is the CEO and co-founder of Remote Optix. Previously he founded Flywheel AEC, a technology solutions provider for architectural, engineering, and construction projects.

He is a creative and innovative leader who specializes in live streaming, BIM for infrastructure as well as reality capture utilizing drones and laser scanning. He has over a decade of engineering, surveying, and BIM experience in California, Colorado, Nevada, Pennsylvania, and Delaware.

Dustin's expertise includes working from conceptual planning through design, construction, and operations on a broad range of commercial, residential, institutional, and mixed-use projects.

In this episode, I talk to Keith Hall, P.E., PTOE, LEED-AP, the Principal Associate and Traffic Engineering Department Manager with Colliers Engineering & Design about how civil engineering firms can encourage and support employee career advancement at their firms.
Engineering Quotes:



Here Are Some of the Questions I Ask Keith:


What are the various credentials/certifications that you achieved throughout your career and how do they benefit your engineering career?
How do you decide on which credentials/certifications to get?
Why is continuing education and development important for engineers?
How do you or Colliers, as a whole, encourage the development of your employees at your firm?
How does a company benefit by enrolling its staff in continuing education and development programs?
What are some of the ways engineering organizations can improve employee development at their firms?
How can mentorship help employees climb the ladder of business success?

Here Are Some Key Points Discussed in This Episode About Supporting Employee Career Advancement:

Getting credentials/certifications can help you to achieve a standard of practice and demonstrate your knowledge to your firm and clients. Getting other non-technical certificates can also help you provide additional resources to the people in your firm. Having well-rounded licenses and a demonstration of practice in those areas holds a lot of weight to your clients. Getting required certifications will allow you to fill certain roles in particular projects or be a department manager.
When deciding which credentials/certifications you should get, look at which ones will most benefit your career and the company you work for at that time. You can further your credentials/certificates later when you see a new need to advance in your career.
Continuing education and development is foundational to how engineers evolve, become quality engineers, and give back to society. It is a great way to stay up to date with new technologies and innovative solutions that are continually evolving. It allows you to broaden your horizons in fields that were not in your college curriculum. The development of soft skills will always benefit you because it is something that is not extensively taught at the college level and is fundamental in becoming a well-rounded engineer.
Having the development of your employees as a core value in your firm will encourage them to further themselves in their careers. Ensure that your employees have access to courses and certifications and encourage your employees to take part in them. Providing opportunities and benefits for your employees to bolster their resume and credentials, will, in turn, further your firm's credentials.
By supporting employee career advancement in your firm, you enable them to provide quality service and products to your clients. Having individuals who have a wide array of diverse skill sets promotes innovation in providing the best way to promote services and solutions to your clients that best meets their needs.
Engineering organizations can improve employee development by establishing a resource and roadmap that serves as a mechanism to encourage the obtaining of professional licenses, certifications, and professional development. Ensure that there are internal resources that help guide your employees along the way. Promoting communication among your employees who are going through the same processes will help them obtain their certification.
Mentoring is important in employee development as it is an informal-formal relationship. It gives your employees a good view of what the future can hold for them. It provides an opportunity to have conversations outside of your regular sphere of influence. A mentor can provide their mentee with support,

In this episode of The Civil Engineering Podcast, I talk to Heidi Klein, MCE, PE, a Project Manager of Forensics at Vertex, about forensic engineering, what it is, the kind of work it includes, and the roles forensic engineers play when working on a case.
Engineering Quotes:


Here Are Some of the Questions I Ask Heidi:

What is forensic engineering and when would someone contact a forensic engineer?
What kind of evidence do forensic engineers collect?
Do forensic engineers need to testify in court?
What does a career in forensic engineering look like?
How can civil engineers in the construction industry help to make investigations easier for forensic engineers?
How do you deal with performance-based design investigations?
What advice can you provide to engineers considering a career in forensic engineering?

Here Are Some Key Points Discussed in This Episode About Forensic Engineering:


The National Academy of Forensic Engineers defines its trade as the “application of the art and science of engineering in matters which are in, or may possibly relate to, the jurisprudence system, inclusive of alternative dispute resolution.”
Whenever there are big construction failures you will contact a forensic engineer to investigate the cause of the failure. Forensic engineers also work on simple things, like investigating the cause of a leak, or a wall that collapsed, and can either get hired by either the plaintiff or the defense party.
Forensic engineers perform destructive testing to determine as an example how a structure was built and what caused the failure. The evidence found through these tests will be placed in a bag for further testing at a lab. The biggest form of evidence forensic engineers collect is photographs.
Only a handful of forensic engineers do testimonies in court. In most cases, there are only one or two main testifiers, and the rest of the engineers would just help with the investigation. You also don’t need credentials after your name to be an expert in a litigation case. You just need to prove that you know something different than the jury might know.
Every single day in forensic engineering is different. You might have to travel a lot as a forensic engineer and there is a lot of research that you must do in order to draft your reports.
Civil engineers should design to the code and try to design and integrate projects upfront as it makes the construction goes a lot smoother. The biggest cause of failure is usually where trades intersect. It is of utmost importance that all engineers, architects, and contractors design and work together well from the start of a project and follow the codes and standards.
Every jurisdiction adopts its own code, so every city has its own code. A contractor may be building in one city and then the next week they build in another where there are different requirements. May times contractors don’t realize this, but because they sign off on the permit saying that they know the standards. It all comes down to the standard of practice versus standard of care and what a contractor should or should not have done.

More details in this episode…
About Heidi Klein, MCE, PE
Heidi Klein is a Project Manager of Forensics in the Denver, CO office. She received her Bachelor of Science in Civil Engineering from the Colorado School of Mines and her Master of Civil Engineering (Structural) from Johns Hopkins University. Heidi is a licensed professional engineer in Colorado, Iowa, Mississippi, Texas, and Wyoming and has provided expert testimony in forensic engineering, building envelopes, and roofing. She has additional certifications as a Haag Certified Inspector for Residential, Commercial, and Wind, a Haag Certified Reviewer, a Certified Residential Thermographer,

In this episode of The Civil Engineering Podcast, I talk with David Skuodas, P.E., CFM, LEED AP, Director of Design, Construction, and Maintenance at the Mile High Flood District and author of the recently published book, The Effective Client: Why Being a Good Client is Smart Business in the Architecture, Engineering, and Construction Industries, about why it matters to be a good engineering client. He also explains how owners are in competition with each other for a very limited pool of capable designers and builders, and what owners can do to improve their standing with designers and builders.
Engineering Quotes:



Here Are Some of the Questions I Ask Dave:


Can you provide our listeners with a brief overview of your book, The Effective Client: Why Being a Good Client is Smart Business in the Architecture, Engineering, and Construction Industries?
Your background is in civil engineering. However, not many engineers become authors. What drove you to write this book?
Are there any stories or anecdotes from the book you'd like to share?
How has the industry responded to your book?
Can you provide us with a little bit of insight into how client behavior affects the price and quality of work?
What are some of the things that owners do that make it difficult for vendors to do their jobs effectively?
What advice would you like to offer to industry leaders on how they can improve their standing with designers and builders so they can become a client of choice?

Here Are Some Key Points Discussed in This Episode About the Effective Engineering Client:

The Effective Client book is about why it matters to be seen as a desirable customer. Great clients attract more talented projected teams and build better projects. The book is mainly geared toward public agencies, but also applies to anyone who hires subconsultants or subcontractors.
If you want to be a good client, you need to build professional trust, pay fairly and punctually, and manage risk equitably.
I originally researched the information contained in the book to do a talk at a conference. The longest talk I did about this topic was about 50 minutes, but I had enough material and stories to talk about for four hours. I wanted these other stories to see the light of day as I was limited by the medium of public speaking, which led me to write the book.
If you want teams to be high-functioning and provide creative input, you have to be careful of how you model the behavior of what you want to be displayed.
In the current economy, there is no shortage of work. When a design team has to pick between two potential clients, the way that the company is interacting with the team and conducting themselves is going to play a huge factor in deciding who the design team is going to choose.
If companies are going to design something with any sort of complexity, there is more to it than just bottom-line dollars that go into making that project successful. Companies should get feedback from consultants and contractors and ask them about the community, individuals in the community, and who would be good to work with. They also need to think about their reputation and how their actions will affect them in the long turn.
Working accurately, efficiently, and independently, especially during your early career, will enable you to have the credibility to move on to bigger and better things.

More Details in This Episode…

About David Skuodas, P.E., CFM, LEED AP
Dave Skuodas works as the Manager of Design, Construction, and Maintenance at the Mile High Flood District (District). This District encompasses 1,600 square miles in and around the greater metro Denver area. Dave oversees an internal group of around two dozen staff who work to deliver over $75 million worth of ...

In this episode, I talk to Walfrido Pevida, P.E., the Founder and Chief Engineer at Pevida Highway Designers, LLC about growing a civil engineering firm, the importance of a company's vision and mission, and the roles people play when building a business.
Engineering Quotes:



Here Are Some of the Questions I Ask Walfrido:


How important is a company mission/vision to growing a civil engineering firm?
What is the importance of the people in your firm, and how do you find, develop, and retain the right people for your firm?
Do you have a process to ensure you are consistently developing your people?
In building a civil engineering firm, like many businesses, you inevitably encounter problems along the way. How do you, or your company, identify and deal with the problems that arise?
What are some typical problems that you see arise in civil engineering firms, specifically when they are trying to grow or scale?

Here Are Some Key Points Discussed in This Episode About Growing a Civil Engineering Firm:

When starting a civil engineering firm, the company culture might be unclear at first, but will become clearer as you begin growing the firm. It takes many people to change the culture of a large company, but small companies can change their culture easily, and this can have a dramatic impact. Once you have established the basis of your civil engineering firm’s culture, you can start to refine it even further to suit the plan you have for your firm. Remember to do all things in your firm with a people-first approach.
Giving tasks to more junior engineers can be difficult to do in the earlier stages of your firm. Delegating work is one of the most important things that you must learn to do. People will see that your firm gives its people the opportunity to do things that other firms will not allow, which can be an attractant to some of the best talents in your area. When people want to work in your company, ask what they enjoy doing and what drives them. If you like what that person has to offer, you can create that position in your company where they can thrive and succeed. Your firm must create space for engineering excellence to thrive.
Training and development are important to the people who work for you and your firm. Exposure to other parts of the firm is a great way for people to get experience in other fields. Have strategic meetings where everyone in your firm takes part. Have open conversations so that everyone can hear what is happening and what needs to be done in all the different parts of the firm. As your firm grows, you will start to need leaders to take over some of the tasks you have been doing. Send them and yourself for leadership training to better your firm's leadership skills.
You will face many problems as you grow your civil engineering firm. You will begin to attract many different people with different backgrounds that you have not worked with before. They could resist doing things in your firm that they never had to do before. You must then find common ground and decide how to best move forward with them. When opening new offices in different areas, it can be challenging to let the people there feel like they are part of the corporate office.
Finding and recruiting the right people for your firm can be challenging. It is difficult to find people who fit your culture and help you grow your firm. It can be difficult to have the resources to deliver on your upcoming work program.

More Details in This Episode…

About Walfrido Pevida, P.E.
Walfrido has nearly 30 years of experience and has served as project director, project manager, and Engineer of Record on various projects. His highway design experience involves projects that range from limited access highways, including multi-level interchanges,

In this episode of The Civil Engineering Podcast, I talk to Marc Sandhu, P.E., President of ARS Engineers, Inc. about the recent passing of his father, the founder of ARS Engineers Inc. (ARS), and how he is continuing his father's legacy of the living the American dream. He also talks about some of the things going on in the world of civil engineering and provides some great advice on taking on leadership roles in companies, whether you are ready to, or not.
Engineering Quotes:



Here Are Some of the Questions I Ask Marc:


Please tell our listeners a bit more about yourself, and how you ended up in your current position at ARS Engineers.
Would you say you had more insight into civil engineering because your father was a civil engineer?
Talk to us more about the history of your firm, which was originally started by your late father, Ayub R Sandhu, P.E., RPLS, and how he built the firm?
What about your father helped him to overcome challenges and build the American dream?
What are some of the things you are doing to continue your father's legacy?
Can you talk to us about small/minority business ownership and the role it plays in state and federal civil engineering work?
How does the process work when companies reach out to you to be part of their project?
What is the MBE/DBE/SBE certification and how does it differ from Texas HUB certification?
What are some of the benefits of an 8a certification for federal work?
How do you deal with problems on a project?
How do you manage work-life balance?
Can you share one piece of final advice with our listeners who might consider starting their own company as your father did?

Here Are Some Key Points Discussed in This Episode About Building The American Dream: 

I've been around the civil engineering industry for a long time as my father was the founder and owner of ARS Engineers. I did my internship at ARS Engineers and after I graduated in 2008, I started working there on a full-time basis and eventually worked myself up to Vice President of ARS Engineers. My father was diagnosed with pneumonia in 2019 and could not work for many months. In July 2021, I was given the keys to the company and became President of the company. My father regretfully passed away on December 31st, 2021.
Many high school students know that civil engineering involves math and science, but don't know about the breadth of different areas within civil engineering and exactly what a civil engineer does.
Because of my extremely unique opportunity to be around civil engineering companies, attend company parties, and my internship at a civil engineering firm, I had a better idea of the different branches within the civil engineering tree and which discipline I wanted to go for.
My dad received a math and physics degree in Pakistan, and then got into the construction industry and started doing some design work. There was a hospital in Lahore in Pakistan that he helped design, and met a U.S.-based engineer through that project. That engineer helped sponsor him and brought him to the U.S., where he became a civil engineering student at Southern Methodist University. He then graduated in 1972 with a Bachelor of Science and Civil Engineering, and started at a firm now called RLG (at the time it was called Raymond L Goodson Engineers). Within 15 years, he became a partner at the firm and then started a couple of companies with two business partners and it worked out very well. It's not every small business that succeeds, but he really lived out the American dream by taking a risk. His story is unique, to say the least, and he left a great example of how to chase the American dream.
My father was able to overcome challenges because he would never give up, was always smiling,

In this episode of The Civil Engineering Podcast, I talk with Joey C Wilson II, PE, RLS, President and CEO at Wilson & Associates about the relationship between civil engineering and surveying and discuss some of the latest surveying trends out there, like enhanced drones, LIDAR, and Visual Design Construction (VDC).
Engineering Quotes:


Here Are Some of the Questions I Ask Joey:

How did you get involved in the company, and ended up where you are today?
What is the relationship between civil engineering and surveying?
Why is surveying so incredibly important when it comes to the inspection of high-risk areas?
How has the drone industry helped civil engineers to complete their work more accurately?
How important are good ground control points?
What is VDC (visual design and construction)?
What is LIDAR in construction?

Here Are Some Key Points Discussed in This Episode About The Latest Surveying Trends:


My father started the company in 1972, and when I joined part-time in 1989, I brought the technology component to the company. In 1996 I joined the company on a full-time basis and was promoted to presidency in 1999.
Surveying is the foundation of everything we do in civil engineering. Without good data and reality captures the designs might not work and can even be problematic. Having good surveying data helps the engineers to design it precisely in the location where it is supposed to go, and the contractor to build it exactly like it is supposed to be.
Anybody that gets into civil engineering should have a good fundamental understanding of how survey data is captured and to import it and use it in new designs.
HDS (High-definition surveying) that is also known as LIDAR (light detection and ranging), or scanning allows us to model existing structures to a greater degree of detail than what we could ever do in the past.
Drones have helped us to fly over large areas and map details that are far greater than we could ever imagine. We can map 350 acres in a day and get 75% of our data virtually. Being able to be within that sub-centimeter accuracy from 440 feet in the air in one day is revolutionary.
Having good accurate control (on the ground) is the basis for a good quality engineering project. It is imperative, especially for young engineers to understand how the control is gathered.
Visual Design and Construction (VDC) is a type of technology that creates digital models of buildings and project sites to try and get as much existing information to visualize and plan the project.
LIDAR is an acronym for “light detection and ranging” or "laser imaging, detection, and ranging" that consists of a laser that measures the time it takes for a beam to travel from the sensor to the ground and back to the sensor at the speed of light.

More Details in This Episode…

About Joey C Wilson II, PE, RLS
Joey Wilson is a professional engineer and registered land surveyor with over 26 years of experience as principal-in-charge of engineering, surveying, and reality capture for W&A. He is a pioneer in technologies ranging from GPS in the early 90’s to LiDAR today.

Joey is an expert in geomatics and has most recently expanded his company’s services into the LIDAR market utilizing UAS and terrestrial scanners. He was one of the early pioneers of VDC (visual design construction) providing in-depth constructability reviews for the Tennessee Department of Transportation, which involved creating complex 3D models for the entire project to check for conflicts concerning utilities, road and drainage, walls, etc.

Joey is a native of Franklin, Tennessee, a graduate of Tennessee Technological University, and is registered as an engineer in 7 states and a land surveyor in his home state of Te...

In this episode of The Civil Engineering Podcast, I talk about what a mentoring relationship should look like by providing you with seven steps that you can take to get the most out of a mentoring relationship.


Here Are Seven Steps to Get the Most Out of a Mentoring Relationship:


1. Hold a Kick-Off Meeting

An initial meeting is critical for getting to know each other and laying the groundwork for the mentoring relationship.  During this meeting, you should discuss several items including how often you will meet, how long the meetings will last, and the structure of the meetings.
Make it clear that you would like everything discussed between the two of you, to remain confidential, as you may want to discuss things like conflicts in the workplace.
The protégé should also make it clear to their mentor that you want to be held accountable for what you say you’re going to do between meetings, otherwise the relationship may not provide the motivation you need to move you closer to your goals.

2. Set Goals

You must take the time to set goals for your mentoring relationship early on, preferably during the kickoff meeting.
You should create two to five goals that you are looking to achieve through the work with your mentor.  Whenever you are moving towards something specific, you tend to have more focus and motivation.  For example, these might include:

Develop a study plan for taking and passing the Principles and Practices of Engineering (PE) exam.
Create an outline with the steps you need to take to reach the project management level in your firm or something similar.
Join and become active in a professional society.



3. Meet Regularly

Consistency wins all of the time, especially when you’re trying to improve something.
Even if you meet only once per month by phone, it will provide the structure necessary to ensure you get the assistance you need to move towards your goals.

4. Be Prepared for Your Mentoring Meetings

This means having questions ready and being prepared to discuss your actions and progress since the last meeting.
You can also have a notebook or file on your computer where you can list all your questions and be prepared for your meeting.

5. Ask Open-Ended Questions

This is hugely important. Open-ended questions are questions that can’t be answered with a simple YES or NO.
When you ask open-ended, you’re going to get more information.

6. Take Good Notes During and In-between Your Meetings

Keep a notepad on your desk at all times, and jot down questions or challenges that you come upon as you’re going through your career or day-to-day life.
This ensures that you are maximizing the relationship.

7. Be Proactive

You don’t have to wait for your mentor to act on something or to ask you something. You should show up to your meeting with questions, or specific thoughts and ideas and seek feedback on them.
If you sit back like anything in your career or life, you’re going to fall behind, so be proactive to maximize the relationship.

More details in this episode…

Sources/References:
Seller Doer Accelerator - Business Development Skills Course
Engineering Leadership Accelerator - People Skills Course Level II
Project Management Accelerator - PM Skills Course
This Episode Is Brought to You by Colliers Engineering & Design
Colliers Engineering & Design is a multidiscipline engineering firm with over 1,800 employees in 63 offices nationwide — and growing fast! Colliers Engineering & Design maintains an internal culture that is nurtured through the promotion of integrity, collaboration,

In this episode, I talk to Dennis D. Truax, Ph.D., P.E., BCEE, D.WRE, F.NSPE, F.ASCE, the 2022 President of the American Society of Civil Engineers (ASCE), and the professor emeritus of the Richard A. Rula School of Civil and Environmental Engineering at Mississippi State University about the new Infrastructure Investment and Jobs Act (IIJA), and how it will affect civil engineering companies in the short and long term.
Engineering Quotes:


Here Are Some of the Questions I Ask Dennis:

What does the new legislation, the Infrastructure Investment and Jobs Act, entail?
How soon will funding be available for this legislation?
Are civil engineering schools addressing new technologies in their curricula?
Should companies that are interested in the projects keep in contact with their DOT?

Here Are Some Key Points Discussed in This Episode About the Infrastructure Investment and Jobs Act:


The Infrastructure Investment and Jobs Act is a $1.2 trillion, five-year program that invests in 17 different infrastructure areas that have been defined and evaluated in the most recent ASCE Infrastructure Report Card. There are 43 specific recommendations in the 17 report card categories that are included in this legislation. The last report card projected a deficit of $1.2 trillion over the next 10 years. The $1.2 trillion has now been made available to be spent and applied to the improvement of infrastructure for the next five years. The funding will be using formula distributions that are already in place for specific projects that will advance the quality of life and improve economic imperative in selected regions. Transportation will be getting a large chunk of the funds that will be distributed, through DOTs, based on state and infrastructure demographics.
This profession is a profession where we serve others first. That service requires us to stand up and talk to our legislators and communities about the importance of infrastructure. They must know that it is the infrastructure that supports commerce, industry, and defines the quality of life.
Civil engineers are in high demand and they have worked throughout the pandemic. The Infrastructure Investment and Jobs Act will be producing many opportunities. Many groups must be engaged, and civil engineers need to set themselves apart and think of new ways and new products, embracing the full community, engaging the STEM society, and utilizing the technicians and technologists. It is about building the right project that has the right lifecycle cost, use of materials, and is resilient, sustainable, and robust. The projects must be done with the vision for the 21st century, not the 19th century. The firms that look at new approaches and apply new processes to the solutions will be far ahead of those that choose not to. The first deployment of funds will be formula-distributed in the transportation sector.
A lot of what is being taught in the universities is history about how civil engineers have done things in the past. It does not mean that this is how it should be done in the future, but serves as a foundation from which you move forward and gives the skill set to learn, grow, research, and develop new approaches and methodologies.
There is a talent resources gap in civil engineering, and the projects will require a variety of individuals on the design teams. We must rely on the talents of the broad-spectrum of STEM who must be lead, supervised, and tutored by engineers so that the resource gap can be caught up.
A lot of the work that the infrastructure act will bring will be incrementally larger. The transport sector will get an increase of 60% in spending. Some of the sectors will get massively larger funding. For instance, the ports will be getting 17 times more funding than what they originally got.

In this episode, I answer a question that I get asked often about whether it is better to be a civil engineering expert or generally knowledgeable in multiple disciplines.


Here Are Some Key Points Discussed in This Episode:


In the world of civil engineering, there are many different disciplines, like transportation, geotechnical, site civil, and water resources, to name a few. For your long-term civil engineering career development, is it better to pick one of the disciplines and become an expert in it or become knowledgeable in many civil engineering disciplines (or as some people like to say, a jack-of-all-trades)?
There is no direct answer to this question because it is highly variable, based on each individual in their career. Their goals or current situation may completely change the answer. Here are a few different scenarios, and you will hopefully fall into one of them.

Early Career Civil Engineer
Recent graduates most likely don’t know of all the disciplines in civil engineering. Get exposure to the different disciplines, learn a little about each, and find out which one you like most. The company you work for will have a huge impact on your ability to get exposed to the different civil engineering disciplines. Companies sometimes offer a rotational period for young engineers. They let you try each of the departments or divisions so you can decide which discipline you would like to work in.
Civil Engineering Project Manager
At the project manager level, it becomes advantageous to specialize in a discipline. It is difficult to have a good working knowledge of many different disciplines and to keep up with new guidelines and codes. Focusing on one area can be helpful to your career, company, and your clients.
Working for a Small Civil Engineering Company
If you work for a small civil engineering firm, then it might make sense to be a jack-of-all-trades, even as you progress in your career. The nature of a small firm will require you to do many things. You can still have one area that you focus on, but you must also be open to learning other disciplines. Develop a stable of local consultants in the areas outside of your expertise that you can go to as needed. You will be exposed to all the different aspects of a project from a young age, including talking to clients. It is beneficial to be a well-rounded engineer when you talk to your clients, and understanding many different aspects of civil engineering will be a big confidence booster when you talk to them.
Working for a Mid-Sized to Large Civil Engineering Company
When working in a larger civil engineering company, it is easier to specialize in one specific area. You will have access to experts in other disciplines right in your firm. You will have a source of work and requests in your field of expertise from other staff in your company.
More Details in This Episode…

Sources/References:
ASCE Publication - Ask Anthony: Is It Better to Have a Specific Expertise or Be a Jack-of-All-Trades?
This Episode Is Brought to You by PPI
PPI has helped engineers achieve their licensing goals since 1975. Passing the FE and PE exams can open doors to career advancement and new opportunities. Check out PPI’s wide range of prep options, including Live Online courses, OnDemand courses, and digital study tools to help prepare you to pass your licensing exam. Check out PPI today at ppi2pass.com to see all the options available for FE and PE exam prep.

We would love to hear any questions you might have or stories you can share on if you prefer to be a civil engineering expert or a jack-of-all-trades in your engineering career.

Please leave your comments, feedback, or questions in the section below.


If you enjoyed this post, please consider downloading our free list of 3...

In this episode, I talk to Steve Long, P.E., a senior engineer with Freese and Nichols, Inc., who currently serves as the Program Manager for the North Texas Municipal Water District's Bois d'Arc Lake Program. He discusses alternate delivery methods for the Bois d'Arc Lake Program and how one of these methods helped his client save $70 million.
Engineering Quotes:



Here Are Some of the Questions I Ask Steve:


Tell us about the North Texas Municipal Water District's Bois d'Arc Lake Program.
Why did the North Texas Municipal Water District (NTMWD) choose alternate delivery methods to deliver the mitigation project and what was the process?
Why did NTMWD initially procure a Construction Manager at Risk (CMAR) to deliver the mitigation project and then switch to a “Full-Service Provider” contractor who specializes in mitigation work?
How was the contract structured with the full-service mitigation contractor?
How was the full-service contractor procured?
Why is the mitigation project so large, 17,000 acres?
Why is a civil engineer involved in a mitigation project?
What are some of the lessons learned from such an unusual project?
Do you have any final advice for civil engineers out there?

Here Are Some Key Points Discussed in This Episode About Using Alternate Delivery Methods to Deliver Civil Engineering Projects:

North Texas Municipal Water District was created by an act of the Texas Legislator in 1951. The North Texas Municipal Water District supplies drinking water, collects and treats wastewater, and provides solid waste services to a service area that spans 2,200 square miles.
Some of the fastest-growing cities in the region are in the North Texas service area. In response to the growth, they embarked on building the Bois d'Arc Lake. To build a dam, you must have a Federal 404 permit and a State Water Rights permit. By February 2018, both permits were in place. A water pump station, water reservoir, and water treating facility were built to purify and move the water to the service area that is 30 miles away. Roads and bridges were moved to compensate for the area that was flooded by the dam.
The North Texas Municipal Water District (NTMWD) chose alternate delivery to deliver the mitigation project because the State 404 Permit caused a two-year delay. The project schedule, price, and complexity allowed the use of alternate delivery methods. To start construction immediately after receiving the permit, they had to compress the schedule. The NTMWD chose to use five construction managers at risk. It allowed the NTMWD to pick the designers and manage the design while the construction manager at risk (CMAR) could start procuring long delivery items.
Alternate delivery helps the schedule because you engage the contractor and construction manager earlier. The CMAR finds the material packages he can receive bids on earlier in the project. This enables them to procure the long-lead time items earlier in the project. The CMAR can time the markets and lock in the prices of materials, and ultimately save a lot of money for the owner.
Without having alternate delivery in a project, the project turns into a design, bid, and build project. The design must be completely done before you bid on the project. You have a construction contractor but lose out on the construction manager doing constructability reviews and value engineering.
The CMAR was vital at determining early work packages and setting up the project. Mitigation projects are replete with risks that a construction manager would have trouble understanding. The full-service provider designs, constructs, operates, and maintains the project. They guarantee the performance of the project, and that it will meet the requirements that the Army Core of Engineers placed when approv...

In this episode, I talk to Kevin Brown Jr., P.E., a construction manager at Urban Engineers, about how outreach and mentorship can lead to a more diverse industry. He also discusses some of the challenges faced when connecting with youth in communities, and provides some great advice for engineers who would be interested in serving as a mentor.
Engineering Quotes:


Here Are Some of the Questions I Ask Kevin About Outreach and Mentorship:

What can civil engineers do to prepare themselves for work on construction sites?
Why is it important for engineers to reach out to underrepresented communities?
What are some of the challenges you have faced when connecting with the youth in communities?
Why is the representation of diverse groups important?
What advice would you want to give to someone who would be interested in serving as a mentor?
How can engineers incorporate corporate DEI plans in the workplace?

Here Are Some Key Points Discussed in This Episode About Outreach and Mentorship:



Civil engineers need to reach out to underrepresented communities to help diversify the workforce. The civil engineering industry is not as diverse as other industries. Reaching out to underrepresented communities that have untapped talent will create a diverse pool of talent that companies can hire from in the future.
Finding time to connect with underrepresented communities is a challenge for everyone. If everyone dedicated one hour a year to connect with them, it would make a huge difference. It is more difficult for seasoned engineers to connect with the youth. You must soften your approach by wearing more casual clothing and remembering how you felt when you were their age. Use stories from your youth to connect with them. Be more vulnerable by telling them a story about a mistake you made. If you cannot connect with the group, find someone in your network who can.
The representation of diverse groups is important because when the civil engineering industry becomes more diverse, more students will believe that engineering is a possibility for their future. Having representation from the communities where our engineering projects are located will help us to work with these communities. Having people from the communities share how the infrastructure is being used will help with better ways to design more efficiently.
To be a mentor in underrepresented communities, you must be excited about helping people, be open to sharing advice, but still take time to listen. Listen intensively to the person you are mentoring. Always keep one's background and current life circumstances in mind when giving advice.

How to Incorporate Corporate Diversity, Equity, and Inclusion (DEI) Plans in the Workplace

Educate your company on why DEI plans are important.
Support your employees who want to go out into the community and reach out to a diverse group of youths.
DEI plans must be voluntary and not forced on anyone.
Consider creating a committee that is focused on creating diversity.

More Details in This Episode…

About Kevin Brown Jr., P.E.
Kevin Brown, a licensed professional engineer in PA, NJ, and DE, grew up in West Philadelphia and graduated from George Washington Carver High School of Engineering and Science in North Philadelphia. He graduated from Widener University with a bachelor’s degree in Civil Engineering in 2009 and obtained his master’s degree in Civil Engineering in 2014 from Widener University. Kevin has been in the construction services department at Urban Engineers for almost 13 years, serving in various roles including highway construction inspector, construction inspection manager, construction manager, and resident engineer.

In this episode, I talk to Matt Handal, a proposal expert and author of the book called “Proposal Development Secrets: Win More, Work Smarter, and Get Home on Time,” about proposal writing for engineers. He share some great tips that you can use as a working engineer to get better at this process.
Engineering Quotes:



Here Are Some of the Questions We Ask Matt:


What led you to write the book “Proposal Development Secrets: Win More, Work Smarter, and Get Home on Time”?
How should you work with the marketing staff or other people who help put proposals together?
What if you have too much billable work to engage with a proposal effort?
How can engineers make their lives easier when writing proposals?
What is the biggest mistake found in technical approaches?
What is it like to be on an evaluation committee for a civil engineering contract?
Do you have any final advice for civil engineers out there?

Here Are Some Key Points Discussed in This Episode About Proposal Writing:

Matt wrote the book, "Proposal Development Secrets," because he saw a problem with proposal writing in the engineering industry, and he wanted to help solve this problem. Proposal writers were overworked and working on holidays and late at night.
You do not learn about proposal writing in engineering school. At some point in your civil engineering career, you will be asked to write a proposal that could win a contract for the company. Putting engineers who have no marketing experience in this position can be unfair. The marketing team was also not taught how to respond to an RFP (request for proposal). This often makes proposals a painful experience. Engineers and marketers are put into the same boat, when engineers should really be the marketers' advocates, which can be achieved by arranging training for them, taking them on site visits, and listening to them when they do not agree on something. Give the marketing team more responsibility by allowing them to write the first version of the cover letter. You must help them to help you. Engineers and marketers must help each other to be accountable to things like their deadlines.
If you are asked to write a proposal but have too much billable work, you cannot assume that other people know and understand your commitments and workload. You must communicate your commitments and workload and suggest other alternatives. It is better to let them know when the RFP lands on your desk, not the day before the deadline or not even deliver it. Always ask for help when you need it. Remember that if you want to progress in your career quicker, you must get good at winning work for the company.
Civil engineers can make their proposal writing easier by asking senior management for proposal writing training for both the marketing team and engineers. Understand that there is a difference between what you can do and what you can win. Engineers must pursue contracts that they can win. You must get a "go / no go" system in place to know if you stand a reasonable chance to win the contracts before writing the proposal.
The biggest mistake found in technical approaches to proposals is that they are devoid of a technical approach. The technical approach is often unknowingly replaced by the scope of work and many promises. A technical approach should be comprised of how you are going to do the work, why you are going to do it that way, and what the benefit is to the client.
Being on an evaluation committee for a civil engineering contract can be an eye-opening experience. You will find that some of the things that you thought were important are not as important and vice versa. You will get an insight into how you would evaluate the proposals if you were on a selection committee.
Civil engineers can contact Matt if they have any questions...

In this ‘episode, I talk to Gabe Lett, FSMPS, CPSM, LPC, author of THE AEC PROFESSIONAL'S GUIDEBOOK, and a marketing guru in the AEC industry that helps civil engineers find the right clients and projects for the maximum mutual benefit. In the episode, we talk about marketing and business development for civil engineers and why civil engineers should partner with their marketing professionals.
Engineering Quotes:



Here Are Some of the Questions I Ask Gabe about Marketing and Business Development:


Can you tell us about The AEC Professional’s Guidebook and how it will be helpful to civil engineers?
The civil engineering profession does not celebrate and promote itself to the level it should, based on the value civil engineers create for our quality of life. What can be done about it, both from the marketing and civil engineering industry?
How important do you deem coaching and training for engineers when it comes to sales in engineering?
Why do you think that great marketing is the link between technical success and business success?
Why is it so important for civil engineers to partner with their marketing professionals, and how can this help to avoid commoditization?
Do you have any final advice for civil engineers out there?

Here Are Some Key Points Discussed in This Episode About Marketing and Business Development for Civil Engineers:

This Guidebook consists of seventy lessons for building a strong career. It focuses on six areas in your career which are marketing and business development, project management, professional development, leadership, and writing. Each lesson has an actionable challenge that you can do daily in your career.
Even though engineers like to work with objects or things, they will soon realize that their business is also a people business. Everything you do in your business is revolving around people and their needs. Understanding how to listen better, what is motivating people's decisions, and their behaviors can help engineers to deal with people and make their projects happen.


There is a gap between what the public understands what civil engineers do and how they bring value and quality to the public’s everyday lives. Marketers are in a prime position to bridge this gap. They can do this by helping the civil engineering profession focus more on the results that come from their work rather than the process of how the work gets done. Marketers are storytellers, and they can tell the story about the results that civil engineering work produces and how they impact the public's everyday life. These results are the highways, water supply, electricity supply, and wastewater, to mention a few.


Civil engineering firms employ non-technical marketers to bring in business but must understand that technical people and engineers are the ones who will bring the deal across the finish line to the point of a signed contract. It is not the correct path because the person finishing the contract is someone the client has not met yet. Professional business developers, who are not engineers, should be professional door openers. Once the door is open, it is up to the technical professional to walk through the door and close the deal. Getting sales training is important for any engineer who has client-facing responsibilities. Sales training does not mean trying to get new sales for the company. It means doing the necessary research to arm yourself with the correct information that the client is needing. Business development is about answering the question that the client has before they have asked it, or solving a problem they did not know they had.


In business development, the best projects that you get are word-of-mouth projects. You automatically have some credibility because you were referred by s...

In this episode, which is part of our Women in Civil Engineering series, I talk to Denise Carter, P.E., the Chief Strategy Officer (CSO) at Greenman-Pedersen, Inc (GPI). Denise leads and implements business strategy across the entire organization, integrating GPI operations and services to optimize staff, organizational development, and growth opportunities. In this episode, Denise talks about how to build confidence in your career, especially in a leadership role, and how it can drastically increase your success as an engineer.
Engineering Quotes:



Here Are Some of the Questions I Ask Denise:


At what point in your career did you decide that you wanted to go into management?
Management and leadership roles require skills that are not taught in engineering school. How did you (and how do you) build these skills?
How did you build the confidence you needed to take on the leadership roles you have taken on?
Can you advise younger female civil engineers who have big goals and aspirations and who want to build confidence?
Can you talk about your new position of Chief Strategic Officer — when did you take on this role, how did it happen, and what does this role entail?

Here Are Some Key Points Discussed in This Episode About How to Build Confidence as an Engineering Leader:

Try to do everything you can at the company you work for. It will teach you important lessons about how the company works and what options are available to you. It will require you to stretch in many ways, gain diverse experience, and will broaden your skill set. As you grow, you will get more opportunities to move toward a career in management.
Leadership and management roles require skill sets that are not taught in engineering school. Find mentors in management roles who have these skill sets and learn as much as you can from them. Get involved with professional and technical societies. They provide opportunities to serve the industry, practice your communication skills, take part in organizing and coordinating, and take on leadership roles.
If you wait until you are fully confident in something before saying yes to an opportunity, it will be tough to move forward in your career. To evolve and change in your career, you must sometimes take a leap of faith. Remember that anything in a company is always about the people. Learn to trust yourself and your team, and do not try to be perfect. As soon as you aim for perfectionism, your confidence will be blown out the window.
If you are a femal engineer who wants to get into leadership positions, you should build your cabinet and find your mentors. Be on the lookout and find people that you know and respect. You can have many mentors who have diverse skill sets so that you can get different perspectives on things. If you get opportunities that are somewhat different from what you are used to, accept them, even if you are not 100% ready for them. Get actively involved with technical groups like the WTS (Women's Transportation Seminar).
When starting a newly created role in a company, like a CSO position, it will be a lot like transitioning to a management role. You can expect there to be many changes and new things to learn. It will engage many different aspects of your career in terms of skill sets and development that you have accumulated. You will have the opportunity to collaborate and work with the senior management across the organization.

More Details in This Episode…
About Denise Carter, P.E.
As GPI's CSO, Denise leads and implements business strategy across the entire organization, integrating GPI operations and services to optimize staff, organizational development, and growth opportunities. Leadership development and technology innovation will also be focus areas as part of this newly created role.

In this episode of The Civil Engineering Podcast, we talk with two engineers from Alaska that decided to start their own firm and really focused on people development within their firm. They are Garret K. Gladsjo, P.E.and Lucas Chambers, P.E., co-owners and principal engineers at proHNS LLC. We talk about how investing in your staff can help grow your company tremendously.
Engineering Quotes:


Here Are Some of the Questions I Ask Garret and Lucas:

How did you end up starting your firm and what services does your firm provide?
Talk to us about the importance of people development at your firm, and how you find, develop, and retain the right people?
How do you ensure that the right people are doing the right things and that you promote the right people into the right position at your firm?
How do you identify who needs what training or development? Do you have a process to ensure you are consistently developing your people?
Problem-solving is the essence of what engineering leaders do, but how do you and your company identify the problems that arise?
Once you identify problems, does your company have a specific process for solving them? If so, what does it look like?
What are some typical problems that you see in civil engineering firms, specifically when they are trying to grow or scale?
Do you have any final advice to civil engineers out there who are trying to grow their own companies, or who are considering pursuing a career similar to yours?

Here Are Some Key Points Discussed in This Episode About People Development:


People are your greatest resource when growing your civil engineering firm. The quality of the professional services that your firm provides to your clients is highly dependent on the quality of the professionals you have working in your firm. You must develop your staff so that they can fill the key positions you have available in a very professional manner.
As your civil engineering firm grows, new positions with specific roles become available. When you employ people for these positions, you might find that some of them might be better suited in a different role in your company. The best way to determine this is by talking to them and having regular check-ins. It will help you find where your employees’ strengths and weaknesses are and where their passion lies. You can use this information to shift duties around between the positions you have, and even move your staff around between positions to better suit their skills.
When finding people for specific positions, turn to your mentors and network to get ideas and learn how to approach placing your staff regarding their skill sets and passions. You can also join the SAB Mentor-Protégé Program, where your firm will go into an agreement with a larger civil engineering firm that will help you with many things like benefits discussions, hiring practices, recruitment, and marketing. Having a mentor firm is a great resource for smaller firms.
Your firm’s geographical location will show you any constraints, limitations, or opportunities that are brought about by it. You must take things like the seasonal challenges and types of projects that are available in your area. It could also have an impact on your recruitment as some people won’t like the geographic location of your civil engineering firm.
To develop the right people in your firm, you must be willing to let the wrong people go. Sometimes some people will not be a good fit for your company culture. If you have given them ample opportunity to correct and redirect their skill set and the problems persist, you must be willing to let that person go. It is important to do this because it allows you to focus on the right people that you want to develop. There are two kinds of training that you should have in your firm.

In this episode, I talk to Jamie Graham, P.E., PTOE, Traffic and Transportation Department Manager at Carroll Engineering Corporation, about project development plans and how they can set your projects up for success. Jamie also talks about the skills he looks for in project engineers when he is building a team.
Engineering Quotes:



Here Are Some of the Questions I Ask Jamie:


What are some of the main challenges you've experienced when leading civil engineering projects?
How do you develop project management skills?
What does a project development plan entail?
What are the skills required to become a project engineer?
What was your role in the I276/I-95/Rte 13 Connector Project?
What were some of the challenges you had to overcome with this major construction project occurring during a pandemic?
In your opinion, what are the biggest problems facing the construction industry?

Here Are Some Key Points Discussed in This Episode About Project Development Plans and Ensuring Project Success:

One of the biggest challenges when leading larger projects is effective communication. There are many people involved and everyone must know when and how things need to be done. In the end, the effectiveness of the communication is what will determine if the project is successful or not.
To develop your project management skills, get good mentors and follow their example. Concentrate on how they speak and write to better your communication skills. When you have a team of engineers working with and below you, you will find that the best way to teach them is to lead by example. Always remember who your audience is when communicating and be sure that they will understand what you are saying.
Project development plans can be tailored for every project you work on and must cover the aspects of scheduling, budgeting, resources, quality control, quality assurance, and risk management. The three most important subjects of project development plans are the purpose, need, and scope of the project. If the purpose, need, and scope of the project are not set, then the project can go off the rails very quickly. The plan must be set before the project starts and must lay out all the different aspects in detail. Project development plans can be changed over time, but the changes must be effectively communicated regularly to everyone involved.
If you want to become a project manager, the technical skills you have become less important. You must be empathetic, have a sense of humor, be calm, be able to handle pressure, and be good at finding solutions to problems.
Carroll Engineering was responsible for the traffic signal design, roadway design, fiberoptic cable relocation design, signing and pavement marking, traffic control, and construction staging in the major Route 13 Connector for the Interstate I-95/I-276 project. The project has been nominated for an ACEC Diamond Award.
The Route 13 Connector for Interstate I-95/I-276 project started construction in 2017 and was completed in 2021. The traffic counts needed for the design and analysis parts of the project were taken before the pandemic hit. The pandemic caused the traffic count to be a lot less than before the pandemic. The traffic signals were set up based on the original counts. Traffic control was set for the base of the interchange, and was based on much larger traffic volumes. It caused the traffic control to be redesigned and the contractor to make the appropriate changes.
The landscape is changing in the traffic and transportation industry. Autonomous and connected vehicles are starting to become more popular. A time is going to come when we will question if traffic signals are needed when vehicles are talking to one another. We must be proactive to the changes that are coming soon.

In this episode of The Civil Engineering Podcast, I talk to Ryan Getz, P.E, Managing Partner at WGA Consulting Engineers, about how he grew his civil engineering firm from seven to 50 people, and the role that your staff plays in building a business. Ryan also gets into the importance of reinventing yourself and how it affects the success of your firm.
Engineering Quotes:


Here Are Some of the Questions I Ask Ryan:

What motivated you and your partner to start WGA?
How are you building WGA that sets it apart from other companies in the industry?
How do you develop the soft skills needed to run an effective business?
What are some of the biggest changes you have seen in the industry throughout your career?
What does it take to scale a company as opposed to just keeping it small?

Here Are Some Key Points Discussed in This Episode About Building a Not So Average Civil Engineering Firm:


I recognized that I wasn’t happy in both my personal and professional life, and decided to start my own firm where I could be my own boss. Sometimes when you are young, you don’t know enough to be nervous enough about transitioning in your career and you don’t have a lot to risk, making it easier to make the transition.
WGA focuses on service and the way we win most of our clients is by returning a phone call and caring for our clients in a way you would want to be cared for. Most clients are just looking for honesty and authenticity. Our core values are accountability, respect, and empowerment for our staff as well as our clients.
One thing that makes us different from other companies is that we really reinforce soft skills with our employees and focus on running toward, and not away from, conflict.
To be successful in any company, you must be able to reinvent yourself, be able to listen, and have great mentors who can help you along the way. Be loyal to yourself and trust your instincts with the decisions you make.
Being uncomfortable in your career causes pain, which makes you reinvent yourself to be a better version where there is less pain.
The biggest changes I have seen in the industry are all workforce-related. Unlike before, the workforce is equally balanced between women and men, and it’s very diverse culturally. Business is more than just a profit organization. Conscious capitalism and the ability to have emotional intelligence matter a lot these days, and you must be able to communicate well, to both sides of the workforce.
A lot of people think that they are going to start a business and that they are going to get a lot of clients, but what they don’t always realize is that getting clients is not the hard part. The hard part is delivering a product on time and on budget.
Your real skill as a leader is what you can get others to do for you within your core values. Outbound sales to the client are not what’s important. Inward leadership toward your team and creating servant leadership where you are serving your staff are what build a great team. If you build a great team and a great culture, clients will come to you.
To scale a company, you must start by having a company goal and accept that you are not going to have much money for two to three years. Every single dollar that you are going to bring in is going to go back into the business. You also might not have the best employees and clients when you start to scale a company; you must work up to that as the best employee who is out there might not always go to a startup firm.

More Details in This Episode…
About Ryan Getz, P.E.
Ryan has 19 years of experience in engineering design and consulting. In 2007, he co-founded WGA Consulting Engineers with a mission to break the model of other engineering companies. As a strong leader,

In this episode, the ninth episode in our Civil Engineering Entrepreneurs Series, I talk to Brian Barker, P.E., M.S., Principal at Deuel & Associates about how to start and grow a civil engineering company successfully, specifically some of the challenge you will face when you start, and how to overcome them.  Brian also talks about how you can reduce your company's risk through client diversification.
Engineering Quotes:


Here Are Some of the Questions I Ask Brian:

How do you find, develop, and retain the right people in your firm?
What markets can a civil engineer think of getting into to grow their company?
Are there benefits to having an in-house surveying component in a civil engineering company?
What needs to be focused on daily to continue the growth of your company?
What advice do you have for civil engineers getting into the leadership part of a civil engineering company?

Here Are Some Key Points Discussed in This Episode About How to Grow a Civil Engineering Company:


One of the biggest challenges these days is to find good people to work in your civil engineering company. You might have to recruit out of state or professionals on H-1B visas. Another option is to recruit newly graduated students and train them to get the work done. There is a shortage of civil engineers, and companies are hiring more people because the need for development has grown substantially. This shortage is causing projects to take longer to complete.
To grow a civil engineering company, try to be as broad-based in the markets as possible and diversify your customers as much as you can. If you focus on a single market, and that market crashes, all your jobs will end up going on hold or get canceled.
Having an in-house surveying component in your civil engineering company is beneficial to your company and your clients. It will help you to find any problems in construction immediately. You will not need to find a third-party company and try to communicate back and forth with them.
To grow a civil engineering company, you must focus on your clients and bringing the work in. Learn how to assemble a proposal correctly because it will be something you must do daily. You will find that your technical workload will steadily get less as your company grows. Become part of professional organizations and boards to get recognition for your company. Get involved with your community and talk to potential clients that have not used your company previously. Talk to other engineering firms and offer them a service that they do not have for their clients.
Civil engineers starting in a leadership role should lead by example. Try to be the first person in the office every day. Be part of every team and project. Have routine meetings with your team members to go over projects and ensure that your door is always open to your staff.
When it comes to work-life balance, you must accept that your work is part of your life as a business owner. If you are going to be a leader, you must prepare yourself mentally and physically to be available to your staff.

More Details in This Episode…
About Brian Barker, P.E., M.S


Brian Barker, P.E., M.S is the Principal at Deuel & Associates. He has a bachelor’s degree in civil and environmental engineering and a master’s degree in Engineering Management from the University of South Florida. Brian is an experienced Principal with a demonstrated history of working in the Civil Engineering industry. He is skilled in Negotiation, Business Planning, Management, Contract Management, and Water Resource Management.
Sources/References:
Deuel & Associates
Connect with Brian Barker, P.E., M.S. on LinkedIn
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In this episode, which is part of our Women in Civil Engineering series, I talk with Elia Twigg, PE, who is the local agency manager and Senior Project engineer for CONSOR Engineers about her career work in the private AND public sector, and how she had to manage more than 20 people at the age of 25 with no prior experience.
Engineering Quotes:



Here Are Some of the Questions I Ask Elia:


Why would you say that public works, in general, is important in engineering?
How do politics affect top-level management, both in the public and private sectors?
What are some management skills you learned in the public sector, and how have they helped you while working in the private sector?
Why do you think it is important for engineers to get involved in professional organizations?
How did understanding how budgeting works help you in the work you do in the local government?
What is one final piece of advice that you would like to give our listeners out there?

Here Are Some Key Points Discussed in This Episode About Managing Private Sector Relationships While Working in the Public Sector:

To transition from the private sector to the public sector, you must look for any opportunities that come your way. Do some research on the positions available and apply to those that are best suited to you and your experience level. Be prepared to work hard and earn your credibility in your new position.
To build your confidence in a public sector role, you must be open to guidance from your supervisor and be a person that wants to get things done. Get input from the staff and use this input to come up with ideas. Do not be afraid to make changes to your plans if you see that something is not working out. Be fearless and take action.
Management and leadership are part of your personality. Be open to learning new things every day. Do not be afraid to ask for help from anyone in the company. If you run into some trouble, find a solution, and move on to the next thing.
Once you are more comfortable and have gained experience in your role, start looking for opportunities for promotion. If you have done your job well and showcased your capabilities, senior management will have already noticed you and know if you are the correct person for the job.
Politics is always going to influence the public sector. Things like a change in the city council will almost always bring about staff changes in the higher management levels. It can cause you to feel that the work environment is no longer suitable for you. It would be a good time for you to look for employment elsewhere. Politics can play ugly games; sometimes it is not performance-based, and great staff members are lost.
There are many differences in working in the private and public sectors. The work environment is different because private sector companies are a lot smaller than the public sector. In the public sector, the workload is a lot more than the private sector because of the many aspects that need to be considered. In the private sector, you focus mainly on the construction-side of the projects.
You learn many new skills working in the public sector that you continue to use in the private sector. One of the big skills is working with people. Every person communicates in their own way and must know how to communicate with others. The public sector has many processes that must be followed, whereas the private sector can be a lot more lenient.
Working in the private sector will teach you how to work with project budgets. It is good to know where the funding is coming from. You can have multiple budgets because the different funding sources will be funding individual parts of the projects. You will have budget meetings where the expenses and profits are discussed. If budget cuts arise,

In this episode of The Civil Engineering Podcast, I talk to Christina Tipp, PG, CEG, a professional geologist, and Jason Island, P.E., QSP/D, a senior civil engineer, both from SHN, about the crossover between geological engineering and civil engineering, and how and when you need to get geological engineers involved in your civil engineering projects.
Engineering Quotes:



Here Are Some of the Questions I Ask Jason and Christina:

What is geological engineering and what do geological engineers do?
Why is it important for engineers to have a good understanding of the different disciplines involved in a civil engineering project?
Tell us about some of the civil engineering projects you have worked on in the past where you needed to get geological engineering involved on the civil engineering project?
How do civil engineers know when to involve a geological engineer in their projects?
Tell us about a civil engineering project that you both have worked on together that had a geological component to it?
What advice can you give engineers considering pursuing a career in geological engineering?

Here Are Some Key Points Discussed in This Episode About Geological Engineering:


Geological engineers identify and try to solve problems involving soil, rock, and groundwater, as well as design structures in and below the ground, using the principles of earth science to determine what’s out there and how it will affect planned projects.
Every project has multiple disciplines that contribute to the design and the implementation of the project. The more engineers can understand how all of those disciplines tie together for a successful project, the better the project is going to go. 
Geological or geotechnical engineers are involved in almost every civil engineering project as it is important to know what the site conditions are before embarking on any design process. Foundations, retaining walls, cut slopes, infrastructure, and underground work all require a geotechnical report. Most engineers will reach out to geological or geotechnical engineers because they are told that they need a soil report or that they need a geological engineer to investigate the sites.
For engineers considering pursuing a career in geological engineering, know that there are so many jobs for geological engineers out there with a vast variety of projects to work on. If there is a webinar or networking event on geological engineering, be sure to sign up for it so you can get a better feel of what to expect.  
The first license you can get with your bachelor's in geology is a professional geologist license. With a few more years and working under higher-level geologists, you can also obtain a certified engineering geologist license.

More details in this episode…
About the Guests:
Christina Tipp, PG, CEG
Christina is an engineering geologist with 14 years of experience in engineering geologic consulting and geotechnical engineering. She successfully performs geologic studies to evaluate geologic risk, including investigations for active fault lines and slope instabilities. Christina is skilled in a multitude of subsurface exploration techniques, as well as geologic mapping, review of LIDAR and aerial photography, project and site research, and preparation of geologic reports. Her subsurface exploration experience includes fault trenching investigations in earthquake hazard zones, mapping active fault lines, soil and rock profiling exposed in test pit excavations, logging exploratory geotechnical borings to assess liquefiable sediment in bay environments and rock coring rocky hillsides, explorations inactive landslides, hiking into sites where helicopters lowered the drill rig into sensitive environments, installation of slope inclinometers and monitoring wells,

In this episode,  I talk to Michael Dooley, P.E., LEED AP, the Principal at Bayer Becker about in-house training programs for civil engineers. Mike is involved with several professional organizations, including the Urban Land Institute (ULI), National Association for Industrial and Office Parks (NAIOP), University of Cincinnati Real Estate Roundtable, and Tristate Society of Healthcare Engineers.  In this episode, he provides five great tips on how engineering leaders can improve their in-house training programs. 
Engineering Quotes:


Here Are Some of the Questions I Ask Mike:

Proper employee training is important. There's some debate over if in-house training is the best approach. What is your opinion on this?
You have five tips that you would like to share with our listeners about how they can improve in-house training efforts. Tip number 1 is "Do your homework." Talk to us about that one, please.
Tip number 2 is to find a balance between the technical and the human side. What does that mean, and how would one do that?
Tip number 3 is "diversification of thought and experience." What do you mean by that?
Tip number 4 is "emphasis on storytelling." What stories are you referring to here?
Tip number 5 is "rinse and repeat.” Explain this statement as related to training?
Any last pieces of advice on internal training programs?

Here Are The Key Points Discussed in This Episode About Improving In-House Training Programs for Civil Engineering Firms:


When deciding if in-house training is a good fit for your firm, you must evaluate what your company is good at and what you are willing to commit time, effort, and energy to in order to train your staff accordingly. Find what your firm is not performing well at and where it would benefit from getting outside help.
Do an extensive survey on how successful your firm is at in-house training. This a great way to find the good areas and the areas you need help with externally. Everyone in your firm wants to learn, and the more you can provide the knowledge, the better it will be for your entire firm.
Tip 1: Do your homework: Talk to your supervisors to find out what the staff needs to learn. Talk to your staff to find out what areas they think need improvement. This approach will also make everyone feel involved in how the in-house training program will be done, and that the company wants to invest in them.
Tip 2: Find a balance between the technical and the human side: Training on the technical things is important, but everyone must interact with other people daily. These skills are essential to daily function. They include skills like conflict management, time management, networking, and active listening. These skills are important to convey your ideas to your colleagues, leaders, and, ultimately, to your client.
Tip 3: Diversification of thought and experience: If you approach the same people, with the same experience, about the same topics, you will continually get the same answers. Build up a panel of people who have different skill sets and experiences. You’ll get feedback from different experiences and outlooks, which will spark a good dialogue. Include younger staff members in these dialogues, which will give you a perspective of how things are done from top to bottom in your firm.
Tip 4: Emphasis on storytelling: Personal experience is a great way to drive home a thought or an idea. Putting something personal in your in-house training program goes beyond the generalities and the clichés. It helps the training attendees visualize that they can learn many lessons. These stories drive company culture, keep the training lively, and drive the point home.
Tip 5: Rinse and repeat: You must continually tweak your in-house training program. Do this by getting feedback from your staff and find ways...

In the episode of The Civil Engineering Podcast, I talk about a topic that is of the utmost importance to civil engineering professionals which is relationship building. I will look at it from the perspective of someone that is not comfortable networking, whether they are shy, an “introvert”, or they’re just uncomfortable in social settings, and provide three actions that they can take to help improve your networking skills as a civil engineer.


Here Are Three Actions You Can Take to Improve Your Networking Skills as a Civil Engineer:

1. Focus on Your Conversational Skills
Just because you are a shy person doesn’t mean you can’t engage in meaningful conversation. However, sometimes it may be harder for you to initiate a conversation. Create a list of questions that you can use to start and maintain engaging conversations. For example, instead of saying, “Good morning” or “How are you,” considering leading with “What’s on your mind lately?” Think about the difference in responses well-thought-out questions will yield. By being more intentional in your conversations, you will become a better communicator and improve your networking skills as a civil engineer.
2. Present as Often as Possible

Public speaking is such an important action for one to take in their career because the benefits of it are numerous. Through presentations, you can inform large groups of people, gain project approvals, secure new business for your firm, and so on. However, public speaking also makes you a better communicator, because it forces you to really think through how your present concepts sound. You might also consider seeking help on this one by joining a public speaking group like Toastmasters International.
3. Build Your Confidence

Being shy can hold you back in your communication efforts, but only if you let it. Increasing confidence can help you overcome the fear or anxiety that your shy nature may create. You can build confidence by taking steps one and two outlined above, especially number two. The more you get out there and communicate, the better you will feel about doing it again. I have found that lack of confidence, more than anything (even being shy), is what truly holds people back in their careers and lives. It is imperative that you build yours.
Sources/References:
Engineering Leadership Accelerator - People Skills Course
Project Management Accelerator - PM Skills Course
The Seller-Doer Academy for Civil Engineers
Ask Anthony: How do I improve my communication skills if I am a shy person?
Toastmasters International

We would love to hear any questions you might have or stories you can share on building your networking skills as a civil engineer.

Please leave your comments, feedback, or questions in the section below.


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To your success,

Anthony Fasano, PE, LEED AP
Engineering Management Institute
Author of Engineer Your Own Success

In this episode, the eighth episode in our Civil Engineering Entrepreneurs Series, I talk to Kevin Riggs, P.E., President & CEO at Cole Design Group, Inc. about growing a civil engineering company and developing your team. He also shares a very interesting story of how he went from an employee to owner of a large firm in just 60 days.
Engineering Quotes:



Here Are Some of the Questions I Ask Kevin:


How did you end up starting your firm?
What made you want to be an entrepreneur?
What were the challenges to getting to the point of owning a company?
What is your general philosophy of growing a successful firm?
What is the importance of how you view the services that you provide?
Explain the importance of putting people in the right position to be successful.
How do you define the success of these individuals?
How do you apply those principles to the clients of the firm?
How do you turn that into growth?
Do you have any advice for civil engineers who are trying to grow their companies, or who are considering pursuing a career like yours?

Here Are Some Key Points Discussed in This Episode About Transitioning From Employee to Owner of a Civil Engineering Company:

Having a feeling that you want to do more than you currently are is a great motivator for starting a civil engineering company. You must feel the need to share your vision of what the industry could look like. Ensure that your networking has been done so that you have people who will follow and join you in your endeavors. Your network should be compiled of a vast array of talent like engineers, mentors, business owners, business professionals, banking professionals, and so on. It will help you when you need to ask questions and you already have an expert in your network who you can depend on.
There is no magic recipe, wrong way, or 100% correct way to growing a civil engineering company. You must find what works for your civil engineering company at that time. What works today may not work tomorrow. You need a team that can work with you and generate new ideas and things to try to keep your civil engineering company growing. You must start with the intent that your company will be the best at doing things that others do not like doing. It must permeate down from the leadership of the company to all the employees for it to be successful. Ensure everything that your company does is in line with the company’s mission and vision statement. You need to grow and cultivate the people in your company. Continue to hire the best of the best and give them all the room they need to make mistakes. Being comfortable enough to push themselves so far that they make a mistake will also give them the room to be successful.
Culture has two words that go with it that leaders must adopt. Culture comes with cultivating, but it also comes with culling. Sometimes you hire somebody who is not a good fit for your company. If you have tried to get the person to fit in with your company, but they are reluctant to do so, then it is time to cull. Many times, this is a leadership fault for hiring someone who does not fit in, or they are assigned tasks that do not fit their skill set. Culture, cultivation, and culling are the three C's that makes the biggest difference in your company.
From a service standpoint, do not do anything that your company cannot be the best it possibly can be at unless you can provide true value to the customer or client. Always expect perfection from your team but realize it is not possible because they are all human. If you do not start off expecting perfection, you are never going to see it.
Putting people in the correct positions is an important aspect of any company. If you are going to grow people, once you get them into the correct position,

In this episode, which is part of our Women in Civil Engineering series, I talk to Hannah Albertus-Benham, a Senior Water Resources and Environmental Engineer at Wood, about the challenges of working in a highly scientific project with real impacts on a community, as well as harnessing teamwork, communications, and collaboration to be successful.
Engineering Quotes:



Here Are Some of the Questions I Ask Hannah:


Wood was tasked with developing a conceptual plan to provide drinking water to 14 communities in the east metro area of the Twin Cities. Tell us more about what this project entailed.
How does having a diverse background on a team, particularly for projects with such engaged stakeholders, benefit projects like these?
How about communication? How did you ensure that data, methods, and recommendations to a broad audience are communicated effectively?
Why do you think it is important to be supported in your efforts?
What advice can you give young women in civil engineering interested in pursuing a career like yours?

Here Are Some Key Points Discussed in This Episode About Harnessing Teamwork, Communications, and Collaboration:

PFAS is an acronym for per- and polyfluoroalkyl substances. It is a large group of chemicals that have been manufactured over many years without the understanding of the impacts they will have on ecology and the environment, until the 1990s. The impact they have on human health has been documented by groups such as the ATSDR. There has been substantial leaching from the manufacturer's dumping sites. It has considerable effects on the groundwater aquafers that people get their drinking water from.
Wood is working with the state of Minnesota in supporting and finding solutions to create a cleaner and protected environment. Some of the State’s natural resource damage settlement funds were used to work with a consultant to advise on developing a sustainable drinking water plan. It was later determined that they will need more technical support on the PFAS and drinking water side of things. The technical support worked on things like the infrastructure and water treatment. Wood is helping the state of Minnesota navigate the emerging contaminant and provide education to the communities and stakeholders. Wood is working with two groups — the community and the stakeholders — to help with the conceptual drinking water supply plan. It is something they can take pride and ownership in because they have been instrumental throughout the process.
Harnessing teamwork, communications, and collaboration to be successful. makes working with a highly diverse group of people a lot easier. There are many big picture ideas and small details that go into a conceptional plan like this one. By working hands-on, one-on-one, you will gain the confidence of the communities and stakeholders. Listen to the people in the communities. Seeing things from their viewpoint will help you to take their needs and worries into consideration. Your team needs a lot of knowledgeable expertise, dedication, and willingness to learn throughout the process. Internal collaboration is one of the best ways to embrace everyone’s expertise.
Explaining technical information to non-technical people is a process. Listen to the feedback you are getting from your colleagues, stakeholders, and communities. Assess the information you got from a higher level but ensure you get all the facts correct. Share this information with your technical team to ensure that the content is still accurate in its simplest form. Add as many visuals as possible because they are easier to explain something than just texts. Share the information with the targeted audience and expect to get feedback from them. Remind everyone that you are focused on the same goal, even if there are opposing opinions.

In this episode, the seventh in our Civil Engineering Entrepreneurs (CEE) series, I talk to Bonnie Moss, P.E., President at MBCO Engineering, LLC, as part of our Civil Engineering Entrepreneurs series about growing your civil engineering firm and why being proactive offers a business a lot of advantages.
Engineering Quotes:


Here Are Some of the Questions I Ask Bonnie Moss, P.E.:

How has the experience of working for a public agency helped you in growing your (private consulting) company?
Do you have a process for identifying who needs training or development to ensure you are consistently developing your people?
Do you have specific metrics, measurables, or numbers that you are looking at regularly to monitor the health of your company?
Trickling down to the people who work in the company, are they held accountable through key performance indicators?
Does your company emphasize capturing core processes that can be practiced consistently throughout the company?
How often do you have meetings in your company, and what do those meetings look like?

Here Are Some Key Points Discussed in This Episode About Growing Your Civil Engineering Firm: 


The experience of working for a public agency teaches you to know how to approach public agencies on projects and a consulting engineer. You know how to set up a proposal or write a report that is in line with what the audience is looking for. You know when they will be coming out with their yearly forecast and how they budget.
As your civil engineering company grows, the training or development processes need to change accordingly. You need to be proactive in the things that you do to ensure your people stay with your company. Consider making someone in charge of the culture and people in your company. Take notes of new employees’ goals and expectations that they want for themselves. Follow up with them every quarter, talk about their progress, and what you, as the company, can help them with, and be sure that you are meeting with every person working for your civil engineering firm.
Proactive planning can be done by keeping a close eye on specific metrics, measurables, and the numbers in your firm. The measurables should include the gross profit, net revenue, net income, overhead costs, and direct labor.
You must put many processes in place and have certain team members assigned to keeping the processes tracked, documented, and running fluently. As your civil engineering firm grows, you will need to update and change the processes to suit the current situation.
Quarterly meetings are a great way to discuss things like business development, marketing, company financials, and workload so that everyone in the company knows what is going on. It is a concise and effective way to talk about everything in the management group within 90 minutes. Have five-minute get-togethers with your staff every morning to discuss daily plans and solving problems that arise.

More Details in This Episode…
About Bonnie Moss, P.E.
Bonnie has over 20 years of experience in the design of transportation and traffic engineering, including project management and preparation of plans, specifications, and estimates for large-scale traffic signal systems, roadway and drainage design projects, and traffic management systems.

She is a licensed professional engineer in the State of Texas with previous project experience working with TxDOT, Harris County Public Infrastructure Dept., Cities of League City, Sugar Land, and Missouri City, and Fort Bend County as well as several years in the consulting engineering field. Bonnie is a member of the American Society for Civil Engineers, and for fun, she competes in local triathlons, including the 2012 Texas Ironman.

In this episode, that is part of our Women in Civil Engineering (WICE) series, I talk to Eva Lantsoght, Ph.D., a Full Professor at San Francisco de Quito & Assistant Professor at the Delft University of Technology.  We talk about civil engineering education and how it differs throughout several countries. Eva also touches on the impact of COVID-19 on education and provides some advice for engineers considering pursuing their studies and a Ph.D. later in their careers.
Engineering Quotes:


Here Are Some of the Questions I Ask Eva:


How are the civil engineering education programs structured differently through the US, Ecuador, Belgium, and the Netherlands?
What are some of the lessons you learned from teaching online since the pandemic?
You have researched with a group of international colleagues on the impact of COVID-19 on academic parents. Please share with us what some of these outcomes were?
What are some of the challenges you have faced of being a woman in the civil engineering industry?
What are some of the differences in the status of candidates funding for a Ph.D. across different countries?
What advice can you provide younger female engineers considering returning to the academic world to further their degrees?
What can someone expect when they decide to do their Ph.D. later in their career, and what are some of the challenges and benefits of being a mid- or late-career student?
What advice can you give young women in civil engineering looking to become a leader in their field?

Here Are Some Key Points Discussed in This Episode About Civil Engineering Education and Ph.D. Programs in Civil Engineering:

There is a variety of philosophies when it comes to civil engineering education. Some countries teach things in the opposite order than in other countries. Some topics taught in normal Ph.D. courses in some countries can be moved to a master’s level in other countries. The length of the programs is also different depending on the country.
Many campuses have been completely closed and teaching online for the duration of the pandemic. It caused a shift in the way the teaching is done. All physical teaching material had to be rethought and made into digital teaching material. The focus needed to shift from getting modules done to what can be achieved with the learners every semester. It brought about the importance of teaching the teachers how to teach online successfully.
When going through a change, providing support, and putting in the time to develop and talk about how to teach best in an online environment is extremely important because it is vastly different from teaching in the classroom environment.
It takes a lot longer to prepare for online classes. Consider how to get interaction with your students and how you will show the material effectively. People's cognitive capacity is less because of the fatigue caused by sitting behind a screen all day.
Moms and dads both have the same level of hardships in being academic parents. The mid-career faculty, the social professors, are experiencing the most pressure because they still need to do their research while trying to be there for the Ph.D. and masters' students they supervise.
You can experience feelings of not belonging as a woman in the civil engineering industry. It is caused by the civil engineering field being more male dominant. It can also happen when moving into the faculty sector because it too is more male dominant.
The goal of graduating from any Ph.D. program is to show your committee that you can carry out research independently. The differences between the different countries are the status of the Ph.D. candidates. Some countries employ candidates, whereas some countries see the candidates as students. The content of the Ph.D.

Today is International Women in Engineering Day, and to celebrate the amazing work that women engineers around the world do, we talk to Natalie Carmen, P.E., as part of our Women in Civil Engineering Series. Natalie is a civil engineering project manager with the design, engineering, and planning firm Stewart, and talks about her experience of working in a multi-disciplined civil engineering project design team, and more specifically, about her involvement in the Riverfront Park project, a new, seven-acre destination park on the Wilmington, NC, riverfront.
Engineering Quotes:



Here Are Some of the Questions I Ask Natalie Carmen, P.E.:


You played a key role in the development of the Riverton Park project. What was your role in the project?
Tell me about the Waterfront Edge Design Guidelines, or WEDG certification. What is it and what is its significance?
What are some of the unique features of the project that contributed to the eco-friendly design?
What other elements of the project was Stewart involved in?
Were there any trade-offs that needed to be made by any of the many different discipline fields because of the eco-friendly element in the project?
What advantages does Stewart’s interdisciplinary nature provide for projects such as this one?
What was meaningful to you on this project?
Do you have any advice for civil engineers who are planning to get involved in a project with an ecological significance such as this one?

Here Are Some Key Points Discussed in This Episode About Working in a Multi-Disciplined Civil Engineering Project Design Team:

Natalie was involved in the early concept development of the Riverfront Park in Wilmington, NC, and worked closely with the architects on the storm water systems. She later worked on the construction and administration phase of the project, early in the pandemic.
WEDG (Waterfront Edge Design Guides) are relatively new guidelines, and the Riverfront Park is the first civil engineering project to have this verification outside of the New York area. The guidelines value things like public input, the ecological footprint of the project, and the impact it will have on the community.
There are seven state-regulated stormwater control measures. They consist of five permeable pavement systems and two filtration systems. The overall park was paired with these additional measures that are not state regulated but are providing hydrologic treatment for the park.
A project like this can be an incredibly involved project for a company to take on. It involves geotechnical engineers, structural engineers, civil engineers, and landscape architects working together to get the project done.
There is a big benefit to having an effective communication strategy between the disciplines working on a project like this. They need to continually work together and make changes to any part of the project to accommodate the different aspects of the project.
Having a multi-discipline firm benefits the project by having a one-team approach to problem-solving. It gives you the freedom to bring your own expertise to the table while knowing you will be heard and respected. You know where someone’s expertise ends so that you can bring in another team member. It is very beneficial having experts only a phone call away to ping ideas off of and ensure the solutions are in line with the metrics you are considering.
You learn many different things working on a large-scale project. Having a collaborative approach is priceless and should be promoted in all projects. Having good communication with contractors prior to construction is greatly beneficial to the project. It is also great to keep the design team involved throughout the project to ensure the design intent is realized.

In the episode that is part of our Civil Engineering Entrepreneurs series, I talk to Peter Atherton, P.E., President and Founder of ActionsProve, LLC, and author of Reversing Burnout, about the recently released Future of Work in Engineering & Architecture 2021 Report.

The 2021 report was conducted by Actions Prove, in partnership with the Engineering Management Institute, and created based on a survey with 587 engineers and architects in the U.S. The goal was to examine whether individuals and AEC companies see a viable career path in "mixed hybrid" work — which includes both flexible formats for traditional jobs and independent careers — for engineers and architects. The study also examines whether employers are prepared to engage independent professionals under these new conditions.

There are four different frameworks throughout the Future of Work in Engineering & Architecture 2021 report, and in this episode, we talk about one of them that highlights the key considerations for transitioning to a hybrid workforce model.
Engineering Quotes:


4 Key Considerations Related to Remote Work that AEC Employers Should Be Aware of:

1. Ensure That Your Employer Culture Is Open To Change
With the forced changes that the pandemic brought about, companies now need to decide if they are reverting to the norm, as they once were, or continuing to evolve. It is not likely to have a company culture poised for success if they are not open to change. It is important to focus on a company’s talent attraction and retention.

Approximately a third of the firms are currently using independent professional freelancers. Some firms were successfully and profitably using independent professional freelancers before the pandemic. It is not something new, but it is moving to the forefront at an accelerated pace. There is a growing talent pool that wants to be independent professional freelancers.

The barriers that some firms have against the hiring of these freelancers are based on their mindset and could be changed quite easily. If firms can get their cultural model right to include freelance and remote workers, they will be more adaptable than other AEC firms.
2. Examine What Processes and Technologies Will Need To Change or Adapt To Meet the Future of Talent Sourcing
People have done a lot of work ensuring that their company infrastructure could cope with 100% of their company working remotely.  It put many firms already ahead of the curve on this. There are many platforms to assist companies with remote working, and they are growing every day. 90% of talent leaders surveyed by the Harvard Business Review say that these platforms will be core to their ability to compete in the future.
3. Expand Training and Development to Accommodate and Empower These Mixed Hybrid Teams
How you succeeded with teams pre-COVID is vastly different from how you succeed with teams during and post-COVID. The traditional on-site located team is not going to be commonplace from now on.

The technology, training and development, processes and systems, and the mindset, that is effective with traditional employees, are the same that will make us successful when using independent professional freelancers. It opens the opportunity to not only have a blended traditional workforce but to now have a hybrid workforce. It is a win, win from a strategy perspective.

Remote training is just as effective as in-person training. Because you do not need to send people to places and it will save you money. You can build training solutions that can include independent freelancers, remote workers, and people in the office. You need solutions like this to build healthy talent ecosystems in your company. Not only will it give your staff the skills, but it will also make you more profitable on your projects,

In this episode of The Civil Engineering Podcast, I talk to Tramone Smith, P.E., BCEE, MSCE from WGK in Mississippi, about his path to partnership in his firm. Tramone is a really unique professional in that he had one goal only in his career, which had absolutely nothing to do with partnership or ownership in the firm, but it ended up getting him there and helped him to rise above his expectations.
Engineering Quotes:



Here Are Some of the Questions I Ask Tramone:


You became a junior partner at your firm in 2018. Was this something you always aspired to achieve?
How did you feel when you achieved the status of junior partner at your firm?
What were some of the things you had to do to become the best engineer you can be?
How did you develop your people skills and start working with people beyond the technical concepts of a firm?
How did your involvement in the business side of engineering and finances change when you became a partner at your firm?
How did you learn the skills needed to manage a business?
How did you become involved in the training side of the company, and how did it help to develop your skill sets?

Here Are Some Key Points Discussed in This Episode:

I think all engineers as a whole, at some point, have a dream to own their own company. I always aspired to be a great engineer and to learn everything that I can in my craft. Becoming a junior partner at my firm gave me a great start to my career.
To be an owner at a firm, you have to be good at doing multiple things in the company. I worked very hard to improve my technical skills and to diversify myself in the firm.
Owners bring in the work in a civil engineering company, and therefore marketing is an essential part of ownership in a firm.
My tenacity to continue to learn, being in the right place, and having so many projects to work on made me an obvious choice to become a partner at my firm.
Once you start engaging with people, the more natural it will become. People tend to work with people that they like. You need to step out and just do it. As you develop your relationships with people, more and more opportunities will arise.
As you transition into ownership, you have to manage your projects in a way that you can remain billable but at the same time do all the other tasks you need to do. You start to think on a much bigger level, more about everybody, instead of just yourself.
One of the benefits of working for a small civil engineering firm is that you get thrown into everything that provides you with the opportunities to learn all of the different aspects of the business

More Details in This Episode…
About Tramone Smith, P.E., BCEE, MSCE
Tramone Smith, a board-certified environmental engineer from Edwards, Mississippi, is an Associate at WGK, Inc. He graduated from Jackson State University with a bachelor’s in Civil Engineering in May 2006. He was the first licensed professional engineer produced at Jackson State University, where he received his master’s in Civil & Environmental Engineering with an emphasis on Environmental Engineering in 2014. Tramone plays an impactful and influential role in the company and assists with the training and growth of all staff, from design to project management. He works with municipalities, architects, other engineers, and some residential and commercial clients. Tramone has the privilege of writing NCEES exams and provides projects for and mentorship to JSU senior Capstone students.
Sources/References:
Menard Group USA
Project Management Training
People Skills Training
WGK, Inc
Connect with Tramone Smith
This Episode Is Brought to You by Menard Group USA:
Do you have projects where you are faced with building on soft or lose ground?

In this episode of The Civil Engineering Podcast, that is part of our Civil Engineering Entrepreneurs series, I talk to Rene Portieles II, P.E., the Chief Executive Officer of Epic Forensics & Engineering, Inc. about his journey of starting an engineering company and how today, they are building a vision-driven civil engineering company around one very important theme. Stick around until the end to hear some of the great advice Rene gives, not just to grow a company, but also to grow as an engineering professional.
Engineering Quotes:


Here Are Some of the Questions I Ask Rene:

Tell us more about your family history, and history in contracting and how that has been valuable in what you are doing today?
What is forensic engineering?
What does a mission/vision statement mean to you in terms of growing a civil engineering firm, and how do you utilize it at Epic Forensics & Engineering?
How do you share your mission/vision with the company?
How big is Epic Forensics & Engineering?
What are some of the typical problems you see in engineering firms when they are trying to grow or scale a company?
How do you find, develop, and retain the right people in your firm?
What advice can you give civil engineers out there who are trying to grow their companies?

Here Are Some Key Points Discussed in This Episode About Building a Vision-Driven Civil Engineering Company:


You become a well-rounded civil engineer by knowing what can go wrong in the construction aspect of a project as well as the engineering aspect of a project.
There are many different branches of forensic engineering. When a condominium is built, the owner will turn over the completed condominium to an association that is then responsible for repairing and fixing deficiencies in the building. A forensic engineer will then do a full, very detailed evaluation of the building and will ultimately come up with a list of deficiencies that the building has and that should be remediated.
The mission and vision of a company when growing a firm is engraved in our key values of operations. It all boils down to passion. Our vision incorporates finding what drives every single individual so they can be passionate about what they do. The growth of the firm is directly connected to the passion of the individual.
We share our mission and vision of the company as early as the interview process, and also having multiple conversations with employees throughout their employment.
Epic Forensics & Engineering has about 30 employees and service clients in Florida, Georgia, and Texas, and has engineers scattered throughout Miami, Kendall, Fort Lauderdale, Jupiter, Orlando, Sarasota, and more.
When you try to grow a company too fast, too many details get lost in the process. Due to this, settlements are not what they should be, and clients are paying for it in the long run.
To grow a company, you need to constantly hire people. However, if you hire too many young individuals at once, those individuals will unfortunately not get adequate training. The problem with that is that those people do not become well-rounded engineers and it might hurt their future in engineering.
When bringing people into your firm, you need to have a period of establishment where they get to feel out all the different aspects of the firm. Thereafter, they should feel comfortable enough to tell you how they would like their career to advance, and owners should support them in their growth.
When trying to grow a civil engineering company, be true to what you like to do and don’t just do it for the pay check.

More Details in This Episode…
About Rene Portieles II, P.E.
Rene Portieles II, P.E. is the CEO of Epic Forensics & Engineering and Epicenter laboratories.

In this episode, I talk to Dr. Luna Lu Ph.D., the ACPA Professor and Director of the Center for Intelligent Infrastructure at Purdue University, about intelligent infrastructure and how it can benefit civil engineers and the community.
Engineering Quotes:



Here Are Some of the Questions I Ask Dr. Luna Lu Ph.D.:

Can you please provide us with an update on the condition of the U.S. infrastructure from your perspective?
Please tell us more about the discovery of functional nanomaterials with tunable properties for energy harvesting and infrastructure sensing applications, and what intelligent infrastructure is?
How would you say one can achieve intelligence?
What is the overall goal you would like to achieve with the research on sensors that could speed up construction schedules?
In your article in The Exponent called "Building the way to a smart future," it mentions that smart infrastructure aims to create roadways and bridges that can communicate with cars and collect data. How will that work?
Can you share with our listeners some of the other exciting projects you are currently working on?

Here Are Some Key Points Discussed in This Episode About Intelligent Infrastructure:


The average grade of the infrastructure of the U.S. is currently at C-. It means that there are areas in the infrastructure that are in jeopardy. The water infrastructure has a breakdown in the U.S. every two minutes, which calculates to 6 million gallons of freshwater lost per day. And an average of 43% of public roads are in poor to mediocre condition. Of the 6 million bridges in the U.S., 13% are structure obsolete. The traffic jams caused by the out-of-date roads’ infrastructure cost the people in the U.S. 4 billion hours and 3 billion gallons of fuel per year. It indicates that the time has come to start working on the next generation of infrastructure, and it must be intelligent.
Technology has advanced exponentially in recent years. Our infrastructure was not built to support new technologies, such as autonomous driving cars. It adds another challenge on top of the existing infrastructure.
Nanotechnology for making material tunable, energy harvesting, and infrastructure sensing can sense the strengths of concrete and tell engineers when it has cured enough and will not sustain premature damage. It helps to make more accurate, data-driven decisions about the concrete. It indicates when further maintenance is needed to be performed on the concrete before a total collapse to a critical point happens.
Self-healing materials can fix their cracks if the crack is small enough. It helps to prolong the maintenance frequency. It also reduces the impact of corrosion and other durability issues.
Intelligent infrastructure is an infrastructure that is self-healing and is adaptive to human needs. Intelligent infrastructure can notify its users of its condition and send recommended steps to be taken to use it safely. It can also proactively respond to natural disasters to minimize damage caused to it and its users. It makes the infrastructure sustainable, durable, adaptive, autonomous, and secure.
To achieve intelligence, we need to converge different disciplines. Traditional civil engineering will need to involve sensing, data analysis, and optimization. It can only be done if many disciplines work together.
The productivity of civil engineers has been slow due to them needing to make educated guesses on many occasions. In most projects, concrete is introduced early in the project’s schedule. If real-time data could increase productivity by 1 to 10% for every stage of the concrete schedule, it will have a major impact on the entire project. It can reduce the margin of civil engineers needing to "over-design" projects to ensure a factor of safety.

In this episode of The Civil Engineering Podcast, I talk to Professor Malcolm Chrisp, who is the Head of the School of Energy, Infrastructure & Society, at Heriot-Watt University. Joining him today are five of his master's level students who have been helping him explore a possible Celtic Crossing, a submerged floating tube bridge linking Scotland and Northern Ireland. They are Eoin MacDonald, Dan Marek, Joel Meggs, Rory Saunders, and Gavin Mackay.
Engineering Quotes:















Here Are Some of the Questions I Ask Our Guests:

Tell us more about the "floating tube project" — what it is, why you deem it important, and what your objectives were with this project.
What are some of the design considerations you had for this project, and why did you choose to use an SFTB (submerged floating tube bridge)?
What are the history of SFTBs and some of the currently ongoing international projects and research that is being done on it?
Why did you set out the two towns on either coast, and what was the process behind the decision to curve the SFTB to avoid Beaufort's Dyke?
Which environmental bodies are involved in the process and what are some of the areas of the scientific importance of this project?
How did you engage with stakeholders and national politicians to come up with a design that suited the needs of all those involved?
What is one thing you took away from this project and experience that will be beneficial to you and your engineering career?

Here Are Some Key Points Discussed in This Episode About the Submerged Floating Tube Bridge Project:

The Submerged Floating Tube Bridge project forms part of the final year project for some of the students studying Master of Engineering in Civil Engineering and Structural Engineering at Heriot-Watt University. The proposed submerged floating tube bridge linking Scotland and Northern Ireland is a key opportunity for businesses in political development, and the fixed link between the two islands would be a potential major investment in the future.
The key objective for the students is to push them into areas of knowledge that they haven’t previously been exposed to. They set up checking processes and working in the same way as professional practices do, as well as connecting with the communities and judging the project impact on them.
The major design consideration for the project is the impact of the weather and the depth of the crossing. The Irish Sea is famously rough, with high waves and very strong winds. Typically, the crossing gets down to about a 150 meters and toward the Scottish side, there’s a big trench that goes a further 150 meters down. It has also been used as a munitions dump from World War II, so there are quite a few unexpected bombs down there.
The Submerged Floating Tube Bridge has been around for a long time and was been first patented in the UK in 1886. It wasn’t really thought of again until the ’60s when a couple of Norwegian engineers were brought together for a feasibility study that managed to design a 1,500-meter crossing in Norway. In 1980, four top Norwegian contractors were funded by the Norwegian public to design a 1,400-meter long bridge that was 150 meters deep. They were then asked to create large-scale models of these SFTBs, where after research was conducted to ensure there were no overload issues or any significant danger. In the mid-1990s, an independent group of internationally recognized scientists further confirmed that it was safe to use. In 2014, the design and possible construction of an SFTB was commissioned.
In terms of geographical and topographical considerations, there were a number of different options considered for the towns to span.

In this episode of The Civil Engineering Podcast, I talk to Peter Moore, P.E., LEED AP, ENV SP, F.ASCE, President of Chen Moore and Associates, and official nominee for worldwide ASCE President-Elect in 2021 about his experience over the years being a leader at a very fast-growing civil engineering company. The interesting part about his experience is that he became a part-owner at a very young age. He also discusses his vision as nominee for the ASCE President-Elect 2021.
Engineering Quotes:


Here Are Some of the Questions I Ask Peter:

How do you personally make sure you are working on the right things each day when leading a fast-growing civil engineering company?
When you have a fast-growing civil engineering company, how do you identify and solve problems?
How important is it to create and document core processes and practice them consistently across the company?
How do you build your company culture and carry it through in the company?
You are a nominee for the ASCE President-Elect in 2021. Can you share with us what your vision is as a nominee?

Here Are The Key Points Discussed in This Episode About Leading a Fast-Growing Civil Engineering Company:


You are never too busy when there is a purpose to your actions. Prioritize who you work with, who you spend your time with, and who you invest your time with.
You have to realize that company growth isn’t something that you can necessarily plan for. Growth happens and you need to make sure that you are there for the times that the good waves are around. Growing, in general, is all about your people; if you don’t trust the people you are working with, you should not even bother to try to grow your company because you are going to be disappointed. How you try to identify and solve problems comes down to the level of employees that you put in charge of the growth of your company.
As a company owner, you are not going to make every decision in your firm. You need to hire the right people to help make the right decisions for you. For that, you need to be a great judge of talent and a great delegator.
Your company will not grow fast or for long, if you don’t take care of the fundamentals of the business, as the fundamentals are what engineering is all about.
Whenever we have a problem, I like to look at that problem as a “teaching moment” for the individual or the company.
Everybody wants to be everybody's best friend, but it makes it so much harder when things go poorly in business, if you don’t have some level of separation.
ASCE is a very large and important organization with many relationships throughout the world. Every big change starts with a small change, and that is why I would like to propose making small changes. My platform is made up of three concepts: Accountability, Advocacy, and Accessibility.

Accountability is important as ASCE is a membership organization and should provide value to members. The organization should spend within its means and should set a baseline budget that is responsible for paying for the basics regarding membership. Everything on top of that is the investment we make for great things; it needs to come from conscious investments that are on top of the baseline budget that we need to have for our membership.
Advocacy is the heart of everything we do. Civil engineers are the most selfless professionals on the entire planet. We need to tell the world how great civil engineers are and make sure that we have somebody in place who has that attitude on a national, international, and state-local government relations level.
Accessibility: The civil engineering profession is an amazing profession and needs to be accessible to everyone. The only way we are going to get there is by making sure that we specifically build our bench and fill it with ...

In this episode of The Civil Engineering Podcast, I talk to Maria Lehman, P.E., F.ASCE, ENV SP, the Director of U.S. Infrastructure at GHD, and an official nominee for the worldwide ASCE President-Elect 2021. Maria will be talking about America's infrastructure, the ASCE Report Card, the needs of the civil engineering profession, and how civil engineers need to lead the system of systems.
Engineering Quotes:


Here Are Some of the Questions I Ask Maria Lehman on How Civil Engineers Need to Lead the System of Systems:

The American Society of Civil Engineers unveiled their 2021 Report Card for America’s Infrastructure on March 3rd. Can you share with us some of the results and grades that were given to the different sectors?
The Failure to Act: Economic Impacts of Status Quo Investment Across Infrastructure Systems quantifies how the persistent failure to invest in our aging infrastructure impacts the economy. Can you share some of its findings and how it affects the cost to families when we don't invest in infrastructure?
How do you successfully deliver mega-projects? 
How would you say civil engineers need to lead the system of systems?
Do you have any advice for civil engineers out there who are planning to get involved with mega-projects, or who are considering pursuing a career similar to yours?
You are a nominee for the ASCE President-Elect 2021. Can you share with us what your vision is as a nominee?

Here Are Some Key Points Discussed in This Episode About Leading the Systems of Systems:


Things are changing so rapidly in the business world that bringing people together who normally don’t work together is needed. Anytime that you are trying to drive change, you need to have a group of people who are bought into that change.
It is different when you work on the public side of things; it’s a different reality with different priorities. Understanding the differences and being able to bridge that communication helps you to be more efficient and effective with clients. 
The accumulative average of the America’s Infrastructure Report Card is a C-; it is primarily there because a couple of the electric transmission and rail’s scores are in the B’s because it is privately funded. The Report Card received 2 B’s, 4 C’s, and 11 D’s, and most of the public infrastructure received D’s. 
Our infrastructure is not a mid-life crisis, it’s in an old-age crisis. Because it is a system of systems, you see a lot of domino effect. It’s the weakest link that causes the problem, and that is why we do not only need investment, we also need to think about everything being a system of systems. 
ASCE has been doing independent economic studies to what the cost of failure is. There were three reports done:




Electric transmission 
Water
Transportation services, as well as composite




The composite was released right before the Report Card and detailed that the cost of not investing in our infrastructure is $3,300 per family, per year over the next 10 years. This has to do with things such as delays due to traffic, potholes, and uninterrupted power supply. It is important to know that it is not only you as the individual who is being impacted, but also the cost of your goods. If there is a disruption in the supply chain, you are eventually going to pay for it by paying more for every commodity that you have. These are the kind of conversations we need to be having with people to get moving here. 
Managing mega-projects is about having a lot of baseline studies, but it is also about transparency. You need to have regular communication with the communities and the naysayers because you need to understand why they are stopping projects.

In this episode, the third in our Civil Engineering Entrepreneurs series, I talk to Jenny Snape, P.E., Managing Partner at Batture, LLC about building a vision-driven company with a social mission that does both profit and pro-bono work.
Engineering Quotes:



Here Are Some of the Questions I Ask Jenny:


How did you end up joining the firm, and what can you tell us about the firm?
What are the social mission of the company and the idea behind giving back to the community?
How did it come about that the pro-bono side of the company became important?
Have you ensured that the right people are doing the right things in the Civil Engineering firm?
Do you have a process to ensure you are consistently developing your people?
How do you effectively run a growing company with all its different tasks?

Here Are Some Key Points Discussed in This Episode About Having a Vision-Driven Company:

Many nonprofit organizations need engineering and construction help to solve problems in the community. Having a for-profit company with a nonprofit mentality is a great way to help the people, community, and society.
Write your mission statement and values to help your company visualize how the company wants to help the community. It will help the company to make decisions based on its mission and vision statements.
When a firm is doing pro-bono work, its staff should not work outside of their working hours. The pro-bono work and the paid work need to be balanced. Having your employees dedicated to the mission helps to get the same quality of work done for both project types.
Employees are a firm’s biggest asset. When looking for people to work at the firm, they need to have a cultural fit in the firm. Compile a list of people that the firm would like to employ. Doing this will ensure you will always have options when a position becomes available. Employee development is crucial for the company and for helping them reach their goals.
As a vision-driven company grows, you need to be sure that it is happening sustainably and effectively. Having all the employees take strengths tests based on the mission and vision statements, and keeping a record of everyone's technical skills, will help you find a suitable candidate for positions that become available. Remember to keep your employee's goals in mind when you wish to place someone in a different position. Once the company has grown a fair amount, you might need to split the company into separate departments with their department managers. It is an effective way to keep control of the company as it grows.
When running a vision-driven company, it is extremely important to not lose focus on the mission and vision statements. As your company grows, you will find yourself assigning more roles and tasks to other people so that you can focus on ensuring the company culture is maintained.

More Details in This Episode…

About Jenny Snape, PE
Jennifer Snape, P.E., manages civil engineering and structural engineering projects at Batture. In 13 years as a civil and coastal engineer, Jennifer Snape has spearheaded projects for a wide range of private, municipal, and federal agencies. It includes civil site design, hydrologic and hydraulic modeling for urban, rural, and coastal systems, and structural design for residential and commercial structures. Born in Las Vegas and raised in Montana, Jennifer received her BS in civil engineering from Tulane and her master’s Certificate in Coastal Engineering from Old Dominion. In the community, Jennifer is dedicated to local stormwater management and flood mitigation and is active in many organizations, including EWB. Jenny was named in the national Top 20 under 40 by Engineering News-Record, New Orleans City Businesswoman of the Year,

In this episode of The Civil Engineering Podcast, I talk to Tabitha Lafferre, E.I., an Assistant Professor of Engineering Technology at Fairmont State University about how the ASCE 2020 Report Card for West Virginia's Infrastructure was a way of connecting engineering students with experienced professionals. Joining Tabitha in the conversation is one of her students, and the president of the ASCE Student Chapter, Lauren Johnson, who also worked on the report card.
Engineering Quotes:





Here Are Some of the Questions I Ask Tabitha and Lauren:


Why would you say infrastructure and infrastructure report cards (IRC) are so paramount to the economy of a nation?
You were both accepted to participate in the 2021 ASCE Legislative Fly-In on March 4th. What was that experience like for you both?
What went into drafting the IRC for the American Society of Civil Engineers? And can you tell us more about the overall IRC drafting process? 
What was it like working with the champions and chairs?
What are the five categories West Virginia’s infrastructure was rated on, and on what criteria were these categories evaluated? 
What are the results obtained of the state's grades, and what are the recommendations made to improve these grades?
What was your overall impression of the course?
What were some of the benefits of the partnership between the students and the ASCE, and what advice can you give people interested in doing something similar?

Here Are Some Key Points Discussed in This Episode About Growing a Civil Engineering Firm:

Infrastructure is what makes the world go round. The quality of infrastructure affects everyone. We rely on our infrastructure to keep us safe from environmental disasters. It fuels the economy because it provides transportation solutions to get goods from the suppliers to the stores. 
Civil engineers are responsible for the design, construction, operation, and maintenance of our vital public works. It creates the responsibility to assess the state of our infrastructure. 
Report cards are essential. They report on the infrastructure’s condition and performance, and advise on the steps necessary to improve it.
Participating in the 2021 ASCE Legislative Fly-In is a fantastic experience. It allows you to meet with state representatives and senators, enlighten them on the current state of the infrastructure, and promote infrastructure investment. It is a fantastic experience for students and young engineers to work with professional engineers and other students, and will also have an impact on your professional career.
West Virginia took an innovative approach to draft its report card. It is one of the first states to utilize student members, who were assigned different categories to work on. The students had team leaders to ensure they met their drafting deadlines. The team leaders worked with champion engineers specializing in that specific category, and who assisted the student teams with the drafting and took them on field trips. As the students' finished their drafts, the champion professionals revised the drafts. They submitted them to the ASCE for final editing to ensure consistency with national report cards.
It is fascinating and educational for students to work with professionals in this way. It is eye-opening, and you learn things that you will never acquire in any classes.
The five categories on the report card were dams, wastewater, drinking water, roads, and bridges. The categories were conditioning capacity, operations and maintenance, funding, future need, public safety, resilience, and innovation. The grade given for this report card was a D. The category results are as follows:

Dams: D
Wastewater: D
Drinking water: D
Roads: D+

In this episode, which is part of the Civil Engineering Entrepreneurs series, I talk to Brian Smith, P.E., civil engineer and founding partner of Urban Design Partners, about growing a civil engineering firm, but specifically around growing your people.


Here Are Some of the Questions I Ask Brian:


How does one go about learning how to interact with people as a civil engineer?
How do you identify and assess that you need a person with certain skills outside of civil engineering to join your company?
Do you have a process that identifies people in your company who need to get further training and add to their skills?
How do you, as a company, identify problem areas that arise?
What kind of challenges are you faced with when growing your civil engineering firm?
Was there a point while you were growing your business where you felt like your business was a success?

Here Are Some Key Points Discussed in This Episode About Growing a Civil Engineering Firm:

Interacting with people as a civil engineer is something you need to learn — and focus on — daily. You do not get much exposure to dealing with people working in a civil engineering firm. When starting your own business, you need to learn how to work with people fast because you need to effectively communicate with your team and clients from the first day.
When deciding if you need to expand your team with people who have skill sets outside of engineering, you need to assess how much time is spent on non-billable, non-engineering work by your current team, and if it would be better to employ someone to do the non-engineering work.
Quarterly and annual reviews are a great way to identify who needs further training or needs help to get further on their career path. The company can now send the people to attend classes that will help them to further their careers.
Identifying problems that arise is best done through weekly leadership meetings. There is not much time for problems to get out of hand, and they can be dealt with as they arise. Consider using a system like the Entrepreneurial Operating System (EOS) to keep you organized in a structured way.
This civil engineering industry is currently booming, and it seems it will still be that way for a long time to come. It makes it difficult and challenging to find talented and skilled people when you are trying to grow your business. You need a good program that enables you to bring in younger professionals to build and grow them. This will help your company in the long term to have a good team of staff as they grow.
There comes a time while you are growing your business where you feel comfortable with where your company is standing. Sometimes there are unforeseen bad turns that might shake your company. When your company shows that it can make it through the bad times and continue to grow on the other side, it is a great experience and learning curve. The things learned during these times will help you to prepare for and deal with future events that could harm your company.

More Details in This Episode…

About Brian Smith, P.E.
Brian Smith, P.E., is a founding partner and civil engineer at Urban Design Partners. He directs the firm’s day-to-day operations and manages the engineering studio. With a broad range of expertise in site engineering, Mr. Smith has a demonstrated ability to provide cost-effective solutions for development challenges using proven engineering principles and techniques. He is skilled at building project relationships with clients, consultants, and key members of agency review staff, and is committed to providing exceptional quality control and assurance for every project. Brian is happily married with three beautiful girls, who he follows to horse shows and softball games in his free time.

In this episode, I talk to Milos Vasiljevic, PE, Program Manager at HDR, about fostering innovation on major infrastructure projects, and I mean mega projects. Milos has worked on some really interesting projects and will discuss some of the details and benefits of working on these megaprojects.
Engineering Quotes:



Here Are Some of the Questions I Ask Milos:


What are some of the major infrastructure projects you worked on, and more specifically your role in them?
What is the difference between project management and program management?
What are the risks that you try to help the client reduce?
What was involved in the construction of the high-end project, the Mario Cuomo Bridge?
What are some of the things you do to encourage innovation within a project team?
How can an owner encourage innovation on major infrastructure projects?
What are the impacts that the pandemic had on the ability to implement innovation on major infrastructure projects?

Here Are Some Key Points Discussed in This Episode About Fostering Innovation on Major Infrastructure Projects:

When managing a project, you are managing something that has a start, end, and a clear scope. Program management is when you manage a group of projects that have a common goal. Program management is more complex than project management. You need to know how the projects interact with each other, there is a lot more coordination involved, and the risk management and optimization goals come into play more often than in project management.
A billion-dollar megaproject consists of hundreds of regular projects, all working toward the same goal, that can take years to complete.
The 202 Loop in Phoenix, AZ, is a roadway project with multiple components. It is a 22-mile freeway connecting the East and West Valleys in the metropolitan area and initially consisted of nine separate projects. The owner then suggested making it one big project to gain efficiencies in producing the number of procurements. The P3 law is used to shift some of the risks involved from the owner to the private entity. Using the P3 law and making the project a design, build, maintain project, three years were cut off the project schedule, and approximately $100,000,000 was saved.
You have cost and schedule risks in any project, and when you bring in a private entity, you have the risk that they will not provide the facility that you want. To ensure that they supply the best facility possible, you can incentivize their work by shifting the maintenance to the developer for several years.
The Mario Cuomo Bridge is 3.1 miles long and connects the Westchester and Rockland Counties. To work on a megaproject like this bridge, you must be prepared to offer up time and make sacrifices. It is a remarkable experience working on something bigger than yourself, knowing it will be there for the next 100 years or more. It means the bridge needs to be upgradable in the future to withstand the growing needs.
Creativity and innovation are two separate things. Creativity comes from idea generation, and innovation is the process of implementing creativity. To encourage innovation in your project teams, an environment of innovation or intellectual bravery needs to be created. As the leader of your team, you need to encourage the willingness to disagree, descend, and challenge. It is done by creating an environment where your team can feel safe to take the risks and not have the fear of being embarrassed, reprimanded, marginalized, and punished.
Megaprojects need innovative and new ideas for them to be successful. Innovation is sparked when people are in a situation that they are not comfortable with. Megaprojects need this discomfort for innovation to take over because projects like these have never been done before.

In this episode, which is the first episode in our new Civil Engineering Entrepreneurs series, I talk to Gordon Greene, P.E., of Patel, Greene & Associates about how to effectively measure business growth and the use of standing operating procedures in the business world.
Engineering Quotes:



Here Are Some of the Questions I Ask Gordon:

Why is it important for a company to have a vision or mission statement?
How do you ensure that the everyday tasks or actions that your people are taking are contributing toward the overall vision?
What is your philosophy around meetings?
Does every person in your company have a goal or goals that they are working toward, and are these goals aligned with the vision of the company?
Are there specific metrics, indicators, or numbers that you use to effectively measure business growth at your company?
How often do you monitor those metrics and what tools do you use to monitor them?
What have you found to be the most important indicator in the terms of the health of your civil engineering firm?
Are the people who work in the company held accountable through key performance indicators and other metrics?
Does your company emphasize capturing core processes that can be practiced consistently throughout the company?
As a leader, how do you ensure these processes are captured and practiced consistently across the company and that they are followed by all the employees?
As the company grows, should you consider stepping away from the project work?

Here Are Some Key Points Discussed in This Episode About Measuring Business Growth:


A company needs to have a mission and vision statement to give it direction. When making tough decisions, run the decisions through the company’s mission and vision statement and you will easily get a solution that is in line with it.
The company's mission and vision statement must be made to include everyone who is employed by the company. If a certain field, like engineering, is named in the mission and vision statement, other employees might feel left out and not know how they fit into it. The company should be living its mission statement and everyone in the company needs to be striving toward it.
The mission and vision are there to build the strategic plan for the company in the years to come. A strategic plan can be broken down into smaller achievable goals. This can help you to keep moving forward to the bigger goal, which can seem daunting and out of reach at times.
Meetings are necessary, but they should be kept short to not waste time. You need to achieve the purpose of the meeting as fast as possible so that everyone can get back to work.
A company should have metrics, indicators, or numbers to show where the company and its goals are currently standing, and where they need to be or what they need to achieve in a three-month cycles. As your company grows, you might need professional people with professional software to keep track of where the company is and where it is going financially.
Processes about the way the company does things are vital to ensure that your employees are doing things the right way. These processes need to be explained to your employees so that they can understand why it needs to be done in a specific way.
The processes need to be made in a proficient way to ensure they will be followed. Processes need to be adjusted as your company grows to ensure they are better suited to what needs to be done. People need to be put in charge of monitoring that the processes are being complied with across your company, and to make changes to them if needed.
As your company grows, you might start considering stepping away from the project management side of things and focus more on the business side of things.