Mastering Engineering Leadership

In this episode, I speak with Ben Gassman. Assistant Plant Manager of the Kentucky Battery Plant at Ford Motor Company.Ben shares how he entered engineering through an unconventional path, starting on the front lines in manufacturing and later moving into industrial engineering. A promise to his grandfather and strong mentorship helped guide his transition into earning an engineering degree later in life. His journey highlights how real-world experience and education can reinforce each other.In our leadership segment, Ben explains how effective leadership starts with clear goal setting, team alignment, and consistent follow-through. He emphasizes the importance of structured planning, performance clarity, and developing people through stretch opportunities. Leadership, in his view, is about building systems where individuals understand expectations and can grow into future roles.Ben’s advice for aspiring engineering leaders? Take initiative, continuously learn, and seek out challenging opportunities. He stresses the importance of humility, understanding your personal motivation, and contributing to team success. His advice centers on ownership, resilience, and creating impact beyond individual performance.Explore the full episode summary, including guest bio, key takeaways, transcript, and recommended resources in the shownotes at  www.drangeliqueadams.com/podcast

In this episode, I speak with Yasmine King, Corporate Vice President and Head of the Automotive Business Unit at Analog Devices Inc.Yasmine started as a classically trained pianist who became curious about how to capture live sound. That curiosity led her to electrical engineering and eventually into audio-focused software roles. Over time, she transitioned from engineering into customer-facing roles, then sales, and ultimately into business leadership.In our leadership segment, Yasmine talks about how she led a major strategic shift by moving a long-standing proprietary technology to an open standard. This decision came from deeply listening to customer frustrations and recognizing broader industry needs. Despite uncertainty and risk, she used data, scenario modeling, and partnerships to guide the organization through the transition.Yasmine’s advice for aspiring engineering leaders emphasizes building confidence by stepping into uncomfortable situations and learning incrementally over time. She encourages engineers to develop leadership skills outside of work, using hobbies and challenges as training grounds. Her core message is simple: say yes, figure it out, and use every experience to grow.Explore the full episode summary, including guest bio, key takeaways, transcript, and recommended resources in the shownotes at  www.drangeliqueadams.com/podcast

In this episode, I speak with Dr. Mandy Youker, Operations Officer for the Advanced Energy Technologies Directorate at Argonne National Lab.Mandy shares how her interest in chemistry began in high school and deepened through hands-on experiences like working in a crime lab. She discovered early on that she loved solving problems, especially when she could see the real-world impact of her work. Her career evolved through a PhD, national lab research, and eventually into leadership roles where she could combine technical expertise with broader organizational impact.In our leadership segment, Mandy describes how small leadership actions can create meaningful change, using an example of introducing an improv-style icebreaker in a strategy meeting. Despite mixed feedback, she moved forward because she had seen the benefits before. The result was a more open, collaborative environment where people engaged more fully and built stronger connections.Mandy’s advice for aspiring STEM leaders? Recognize  that technical skills will open doors, but essential skills like communication, trust-building, and teamwork are what sustain and grow a leadership career. She highlights the importance of making people feel valued and appreciated through small but intentional actions. Ultimately, leadership is about creating an environment where people feel heard, supported, and motivated to contribute.Explore the full episode summary, including guest bio, key takeaways, transcript, and recommended resources in the shownotes at www.drangeliqueadams.com/podcast

In this episode, I speak with Paul Faronbi, Regional Senior R&D Process Engineer at Mars and founder of IncrediPaul, whose mission is to empower young professionals in STEM to become the most incredible versions of themselves.Paul started out determined to become a doctor because he wanted to help people. Along the way, a conversation with his father and exposure to research shifted his path toward chemical engineering. Through research, internships, and industry experiences, he discovered a passion for consumer products and R&D work that connects engineering to real-world impact.In our leadership segment,  Paul shared how he founded and scaled NALA STEM during a time of uncertainty in 2020. When the pandemic disrupted plans, he stepped into leadership by pivoting to virtual engagement and building a national network from existing relationships. This required initiative, adaptability, and leveraging long-term connections.Paul’s advice for aspiring engineering leaders? He emphasized that leadership requires intentional development. He encouraged engineers to actively seek growth through podcasts, books, mentorship, and real-world practice. His core message is simple: if you want to be a leader, you must consistently act like one.Explore the full episode summary, including guest bio, key takeaways, transcript, and recommended resources in the shownotes at www.drangeliqueadams.com/podcast.

In this episode, I speak with Erin Gulden, a senior executive leader, engineer, and mentor with experience guiding complex, high-impact programs in the national security and space domains.Erin started out thinking she would become an architect, but an early bridge design project helped her realize she was wired for function over aesthetics. She switched from civil to electrical engineering, kept her Air Force ROTC scholarship, and stepped into a career where five years of service turned into twenty-five. Over time, she moved from technical work to major satellite programs, policy, and budgeting at the Pentagon, and eventually leadership roles during the stand-up of the Space Force, then shifted her focus to mentoring and developing the next generation.In our leadership segment, Erin describes leading a high-stakes national defense space program where the technical problem was real, but the bigger challenge was trust, honesty, and team behavior under pressure. She chose an authentic leadership approach instead of the aggressive style she was advised to use, and introduced a simple rallying motto: Be Fierce. The turning point was not just solving engineering risks, it was creating psychological safety so teams could surface issues early, ask questions without fear, and collaborate across organizations.Erin’s advice to aspiring engineering leaders is based on three pillars.  One: build a strong foundation that can carry the load of change. Two: be fierce by choosing courage over comfort, and three: learn something new every day through deliberate reflection and support from coaches, mentors, and champions. She also offers a practical reminder she used in senior roles: WAIT, which stands for “Why am I talking?”Explore the full episode summary, including guest bio, key takeaways, transcript, and recommended resources in the shownotes at www.drangeliqueadams.com/podcast

In this episode, I speak with Dr. John Farrell, Associate Laboratory Director for the National Laboratory of the Rockies Mechanical and Thermal Engineering Sciences Directorate.John’s path into chemistry was anything but linear. A high school friend and an inspiring freshman professor opened his eyes to science, eventually leading him to earn a PhD in physical chemistry. After 15 years in corporate R&D at ExxonMobil, he transitioned to national lab leadership, where he now oversees hundreds of researchers across diverse energy technologies.In our leadership segment, John talks about one of his first major leadership roles, which involved building a brand-new research group from scratch. He had to earn the trust of senior scientists who did not automatically respect his formal authority. Through humility, delegation, hiring strategically, and learning to communicate through story, he developed both the culture and credibility needed to move the work forward.John’s advice for aspiring engineering leaders?  Seek mentors, pursue feedback intentionally, and guard your time fiercely. Leadership is fundamentally about people, not just technical excellence. Start with core leadership tools, practice them daily, and grow your skills steadily over time.Explore the full episode summary, including guest bio, key takeaways, transcript, and recommended resources in the shownotes at www.drangeliqueadams.com/podcast

In this episode, I speak with François Payen, Supply Aftermarket Leader for Master Data Management at Trane Technologies.François discovered engineering early, encouraged by a father who pushed him ahead in math and science. He chose chemical engineering for both passion and opportunity, then launched his career at Alcoa before moving across industries from metals to aerospace to lithium and now data leadership. Along the way, he kept building skills, earning certifications, completing executive education, and stepping into bigger leadership roles focused on adding value to the business.In our leadership segment,  François recounts how he faced a defining moment when a massive fire broke out at his lithium manufacturing site. With millions of dollars per day at stake, he had to stay calm, assemble cross-functional teams, and rely on trusted relationships to stabilize the situation. Through composure, collaboration, and decisive action, he helped guide the recovery and rebuild operations in phases.François’s advice to aspiring engineering leaders? Think beyond technical work and focus on solving other people’s problems. He believes leadership is about helping others succeed, giving credit generously, and continuously learning. Most importantly, he reminds us that delivering results while caring for people is what ultimately defines strong leadership.Explore the full episode summary, including guest bio, key takeaways, transcript, and recommended resources in the shownotes at www.drangeliqueadams.com/podcast

In this episode, I speak with Doctor Rahul Maharsia, Senior Vice President of R&D and Engineering at Insulation Technology Group.Rahul did not grow up knowing he wanted to be an engineer and spent years searching for direction. His parents recognized his natural problem-solving ability before he did and encouraged him toward engineering, which ultimately gave him clarity, purpose, and momentum. After starting in mechanical engineering in India, he came to the US, pivoted through industrial engineering, and completed a PhD focused on materials and composites.In our leadership segment, Rahul shares how his leadership growth accelerated when he began stepping into problems without waiting for a title or formal authority. One defining moment came when he was asked to tackle a critical manufacturing issue threatening the survival of a business. By moving to the plant floor, building trust with operators, and leading through action, he helped transform yields, stabilize the company, and earn an executive role. Rahul encourages engineers to stop waiting for permission and actively seek opportunities to solve meaningful problems. He emphasizes the importance of adaptability, continuous learning, and pivoting as the world of engineering changes rapidly. Above all, he stresses that purpose, effort, and peace of mind matter more than titles or linear career paths.Explore the full episode summary, including guest bio, key takeaways, transcript, and recommended resources in the shownotes at www.drangeliqueadams.com/podcast 

In this episode, I speak with Darshan Deshmukh, president at ProcureAbility, a Jabil company, delivering an industry-leading suite of procurement and supply chain services to global organizations.Darshan grew up in India with strong influences in engineering and math, which naturally drew him toward a technical career. He studied mechanical engineering, worked briefly in software, and then realized he was more interested in how business systems fit together than in writing code. That insight led him to a master’s in supply chain at Penn State and into manufacturing and planning roles at IBM where he moved from technical roles into leadership and took on global assignments across multiple regions. He later transitioned into startups where he helped build and scale organizations and eventually stepped into executive leadership roles following acquisitions.In our leadership segment, Darshan talks about a defining challenge that came during his first startup experience. The company was growing quickly, but depended heavily on one major customer who announced plans to shift most of the work to a larger provider within a year. That decision put significant pressure on revenue, morale, and leadership credibility. Rather than sugarcoating the situation, Darshan chose to be open and transparent with the team. The experience tested his resilience and reinforced the value of trust during prolonged uncertainty.Darshan’s advice for aspiring engineering leaders? Stop waiting for perfect certainty before stepping into leadership roles. Many of the most important career decisions involve risk, discomfort, and acting without all the answers. He also encourages engineers to apply their analytical thinking to people, teams, and organizations, not just to technical problems, and to avoid common identity traps, such as believing you are not a seller or not the leadership type. His core message is to take smart risks, trust your instincts, and let discomfort be a signal for growth.Explore the full episode summary, including guest bio, key takeaways, transcript, and recommended resources in the shownotes at www.drangeliqueadams.com/podcast

In this episode, I speak with Cathy Toth, founder, president, and CEO of Acato Information Management, a software quality assurance company located in Oak Ridge, Tennessee.Cathy grew up in a family full of engineers, started in biomechanical engineering, and ultimately finished an electrical engineering degree for practicality and momentum toward graduation. She moved quickly into software, later negotiated flexible work through independent contracting so she could be home with her kids, and eventually built a career specializing in software quality and testing. That path led her to launch Acato, a company shaped by an early startup experience that proved “good work” and “good for people” could coexist.In our leadership segment, Cathy gave us two examples focused on scaling Acato. First, she talks about her approach to shifting a large project team from delivering every eight weeks to delivering every two weeks, and later she discusses how she is redesigning Acato’s org structure so the company is not “Cathy and everybody else.” Both challenges required clarity, operational redesign, and the courage to make decisions with incomplete information. A key thread was creating buy-in and honest feedback while holding a clear purpose.In our advice segment, Cathy emphasizes taking your leadership development seriously, acting with imperfect information, and telling the truth in a way that supports good decisions. She also highlights relationships as the pathway to results, including building networks through service and nonprofit leadership. Across it all: know what matters to you, do the homework, and be willing to step forward before you feel fully ready.Explore the full episode summary, including guest bio, key takeaways, transcript, and recommended resources in the shownotes at drangeliqueadams.com/podcast.

As we reach the end of the year, I wanted to share a more personal episode. This is the story behind the Mastering Engineering Leadership podcast. Why it exists, what I learned along the way, and how it has shaped, why it exists, what I learned along the way, and how it has shaped my approach to teaching and supporting engineers.Explore the full episode summary, including transcript, and recommended resources in the shownotes at www.drangeliqueadams.com/podcast

Hi, everyone! Angelique here. As we wrap up the year, I want to look back at some of the conversations that shaped the first season of the Mastering Engineering Leadership podcast. The themes were powerful on their own, but they become even richer when we anchor them in the voices of the leaders who shared their stories. Let me walk you through some of the patterns that stood out and the episodes that brought them to life. If you want to revisit any of the conversations I mentioned today, you can find episode links and other resources in the show notes at drangeligadams.com/podcast.

In this episode, I speak with Sherry Browder, CEO and president of Pro2Serve, an employee-owned company founded in 1995 with the primary purpose of providing critical mission support services to strengthen our nation's defensive posture. Sherry shares how a simple eighth-grade declaration that she wanted to be an engineer, plus parents who were lifelong educators, set her on a winding path to civil engineering. She describes struggling academically at Tennessee Tech, switching majors several times, and needing five and a half years to graduate, but using that adversity to build grit and determination. From her first role at the Department of Energy to long tenure at SAIC/Leidos and now as president and CEO of Pro2Serve, her through line is program and people leadership rather than design engineering. In our leadership segment, Sherry's example story centers on emotional regulation and how leaders respond when people bring them problems, frustration, and bad news. She describes intentionally remaining calm, giving people a safe space to vent behind closed doors and modeling steady behavior so her teams continue to bring her information. Over time, this approach allowed her to build what one supervisor called fiercely loyal teams that trust her with both the work and the hard conversations. Finally, Sherry encourages engineers to play to their strengths, even if that means stepping away from traditional design roles into project program or organizational leadership. She emphasizes that you do not have to be the smartest technical expert in the room, but you must be dependable, approachable, honest, and consistent so people are not afraid to talk to you. Her closing message is that leadership is not all easy or glamorous, but if you surround yourself with smart people, keep learning from everyone, and let emotional intelligence guide you, you can have an impact over decades.Explore the full episode summary, including guest bio, key takeaways, transcript, and recommended resources in the shownotes at www.drangeliqueadams.com/podcast

In this episode, I speak with Dr. Andria Yates, a leadership coach in the executive MBA programs at the Haslam College of Business and startup coach for the Anderson Center for Entrepreneurship and Innovation at the University of Tennessee, Knoxville. Andria started as a first-generation college student from a small West Tennessee high school, drawn into materials engineering by her love of math and science and her father's belief that engineering was the best path to opportunity. She began her career as an aluminum metallurgist at Alcoa. She moved rapidly into early management roles, then pivoted into industrial, organizational psychology and technology startups, eventually serving as an executive vice president of product development in the Bay Area. She later returned to Knoxville to build a portfolio career in consulting and teaching while still proudly identifying as an engineer. Andria gave us two examples in our leadership segment. In her first management role, Andria inherited two senior engineers and learned the hard way that equal and equitable are not the same when it comes to development opportunities. Later, as a product leader in a fast-moving tech startup, she had to slow an enthusiastic leadership team that wanted to chase every possible customer request, pushing them to ask whether they should build something simply because they could. Across both stories, she frames leadership as the courage to understand people deeply, to ask unpopular questions, and to protect mission focus. Andria's advice to aspiring engineering leaders? Build emotional agility and self-awareness, understand organizational environments, and lead from a place of authenticity. She recommends the work of Susan David, Adam Grant, and Brene Brown as practical anchors for engineers who want to grow as leaders in any context. Her closing message is that engineers should know themselves, seek at least a 75 % person environment fit, and stand on strong ground as authentic leaders rather than putting on a mask.Explore the full episode summary, including guest bio, key takeaways, transcript, and recommended resources in the shownotes at www.drangeliqueadams.com/podcast

In this episode, I speak with James Hanley, Senior Director at CBRE, where he leads a global team of engineers and program managers shaping the future of real estate through strategic innovation, talent development, and technology integration. A love of roller coasters inspired James to study mechanical engineering at Loyola University, where he then went, as he calls it, full nerd by adding math and physics minors.His early career zigzagged from selling pumps and boilers to multiple engineering roles that were heavily impacted by the recession. Through perseverance and networking, he eventually landed a turning point role that led to his current position at CBRE. In our leadership segment, James describes two crucible leadership moments. First, he took over a massive project when both the lead engineer and project manager left, only to have no one show up to his carefully organized kickoff meeting because he had not included them early. Second, he was told he could not have any senior engineers for a critical deadline and instead received seven interns, which forced him to rethink his plan and leverage their strengths to deliver ahead of schedule. James encourages aspiring engineering leaders to look beyond technical depth and invest in communication, people skills, and the ability to get things done. He shares how networking helped him navigate a tough economy and how a manager's question about his two, five, and 10-year plans pushed him to pursue an MBA and executive communication skills. For James, leadership growth means using setbacks as teachers and deliberately developing non-technical skills that unlock the impact of technical expertise.Explore the full episode summary, including guest bio, key takeaways, transcript, and recommended resources in the shownotes at www.drangeliqueadams.com/podcast

In this episode, I speak with Sears Merritt, Head of Enterprise Technology and Experience at MassMutual, where he is responsible for the company's technology, cybersecurity, data, and artificial intelligence strategy and vision. Sears started as a curious kid who loved building radios, Lego creations, and computers, which led him to study electrical engineering. His early career moved from telecom networks to healthcare IT, then into data science and AI. Along the way, he continued his education, earning a master's degree in telecommunications and a PhD in computer science from the University of Colorado at Boulder, and an MBA from MIT Sloan. In our leadership segment, Sears talks about how one of his biggest leadership challenges was bringing data science to life inside a large insurance company at a time when few people understood what it was or why it mattered. He had to educate stakeholders, separate hype from reality, and lead a broad change effort across the policyholder value chain. That work required constant communication, storytelling, and influence to turn abstract models into tangible business impact. Sears encourages engineers who want to lead to embrace ambiguity rather than chase perfect static answers. He reframes leadership as applied scientific method in a changing world where hypotheses, experiments, and learning loops are more valuable than certainty. His core message is to develop agility, comfort with change, and a mindset that treats leadership decisions like iterative experiments rather than one-time bets. Explore the full episode summary, including guest bio, key takeaways, transcript, and recommended resources in the shownotes at www.drangeliqueadams.com/podcast

In this episode, I speak with Greivin Chavarria, Global Quality Strategy and Innovation Director at Medtronic. Greivin grew up in Costa Rica, where he discovered chemical engineering by asking questions at a sugar mill. He launched his career in process optimization through a rotational program at CEMEX where he built global experience and led major manufacturing operations. After completing an executive MBA at MIT, he transitioned into the medical device industry. In our leadership segment, Greivin discussed how, mere weeks into a new role, he inherited a 60 % capacity ramp project for a multi-shift production line. He combined strategic actions with political and cultural lenses, aligning cross-functional teams, protecting quality, and connecting the work to patient impact. Greivin's advice to engineering leaders? Try small experiments in people leadership, study enduring operations principles like the Toyota Way, and pursue continuous learning. Embrace discomfort by raising your hand before you feel fully ready. Explore the full episode summary, including guest bio, key takeaways, transcript, and recommended resources in the shownotes at www.drangeliqueadams.com/podcast

In this episode, I speak with Mel Kirk, an award-winning business leader who is renowned for re-engineering or transforming business operations at some of America's most admired corporations. Mel discovered engineering through a summer STEM enrichment program and chose industrial engineering for its blend of people, process, and performance. Early co-ops and a cohort-based engineering program at the University of Tennessee shaped his Listen First leadership and opened doors to Merck GE, Rider, and other top firms where he led large scale transformation across multiple industries. In our leadership segment, Mel shares how again and again he was asked to re-engineer processes and cultures often without formal authority. He learned to convene diverse voices, amplify technical talent, and make tough calls with integrity while shouldering real career risk. Mel's advice to aspiring leaders: master the fundamentals, practice active listening for understanding, show consistency of character and say yes to stretch opportunities. Follow up on access moments and build one-to-one relationships with senior leaders.Explore the full episode summary, including guest bio, key takeaways, transcript, and recommended resources in the shownotes at www.drangeliqueadams.com/podcast

In this episode, I speak with Dr. Claus Daniel, Associate Director for Advanced Energy Technologies at Argonne National Laboratory.Born into a family of carpenters in Germany, Claus was the first in his family to finish high school and attend college. Encouraged by an observant elementary teacher, he pursued material science after discovering a passion for physics and chemistry and a childhood encounter with an astronaut who was also a material scientist. He later moved to the United States to improve his English and earned a Wigner Fellowship at Oak Ridge National Laboratory, where he helped build an influential battery program. After spending time in industry at Carrier, he returned to the US National Lab System at Argonne, where he leads an organization of scientists, engineers, and analysts working to develop breakthrough solutions to grow the economy through a reliable and secure energy system and a strong workforce.In our leadership segment, Claus talks about how he repeatedly chose harder paths from changing countries to starting battery work where it was not expected. Through those challenges, he learned to balance influence with listening so teams can diverge before converging on decisions. Strategic focus, reflection, and resisting reactive communication became central to his approach to leadership. Claus's advice to engineering leaders? When communicating about your work, don't talk only about gadgets. Frame engineering as solving societal problems.Schedule reflection, know what you can influence, and practice the discipline captured in the Serenity Prayer to lead with focus and impact.Explore the full episode summary, including guest bio, key takeaways, transcript, and recommended resources in the shownotes at www.drangeliqueadams.com/podcast

In this episode, I speak with Barbie Bigelow, CEO of Emerald Growth Partners and an independent board director, strategist, and digital expert. Barbie is a first-generation college student who pivoted from pre-med to chemical engineering, then discovered a love for computing during an internship at a paper mill. During her internship, she saved the company millions of dollars and was offered a full-time position, but decided to pursue graduate school instead.After graduate school, Barbie started at IBM and kept saying yes to stretch roles that led to system architect, integrator, business leader, and CIO and CTO positions across multiple industries. In our leadership segment, Barbie talks about how in her first CIO role, a unified platform proposal was rejected by the top leader. After a hard reset, she coached her team to relearn the business unit by unit, delivered targeted wins, and converted a skeptic into a champion who later endorsed the broader platform. Barbie's advice to engineering leaders: be relentlessly curious, practice the now what mindset, and triangulate for the truth by aligning strategy, actions, and data. Lead with authenticity, personalize your coaching like Pat Summitt, and always do what you say. Explore the full episode summary, including guest bio, key takeaways, transcript, and recommended resources in the shownotes at www.drangeliqueadams.com/podcast

In this episode, I speak with Dr. Zach Sims with Small Business Consulting Corporation. He is a Technical Director of Laboratory Capability Integration and Transition with Air Force Global Strike Command. Zach followed an early inspiration from his engineer father, studied physics, then pivoted to applied materials and energy engineering. He worked at Oak Ridge National Laboratory, completed a PhD through the University of Tennessee's Bredesen Center, became a Lawrence Fellow at Lawrence Livermore National Lab, and moved into joint faculty at the University of Tennessee. He now serves as a technology and stakeholder advocate linking Air Force needs with national lab capabilities.In our leadership segment, Zach talks about how while at the University of Tennessee, he organized idea days to match Tennessee Valley Authority program leaders with university researchers. He aligned two very different stakeholder groups by setting a clear objective, curating the right presenters, enforcing audience-appropriate depth, and giving direct feedback to ensure outcomes.Zach's advice to engineering leaders? Grow by taking progressively larger risks and building the resilience to recover from mistakes. Tailor your story to the audience, deliberately practice your communication skills, and use listening and reflection to convert stakeholder needs into actionable steps.Explore the full episode summary, including guest bio, key takeaways, transcript, and recommended resources in the shownotes at https://drangeliqueadams.com/podcast/.

In this episode, I speak with Chris Whaley, founder and principal consultant of Escape to Expand, where he brings together people from diverse backgrounds and disciplines to unlock their full potential. Chris fell in love with engineering after seeing Star Wars. He started his engineering journey in aerospace at UT Knoxville, pivoted to industrial engineering, and developed leadership through a decade in the volunteer fire service. He moved into project management at Phillips, earned a PMP and Six Sigma Black Belt, led large reorganizations, and advanced to VP of HR with a global assignment in Amsterdam before launching his consulting firm. In our leadership segment, Chris discusses how, as a new HR business partner in a multi-billion dollar medical device business, he faced inconsistent talent perceptions among senior leaders. He accelerated an externally calibrated leadership assessment program, shifting his mindset from optimizing HR timelines to serving the business need. Chris's advice for engineering leaders,Build trust by delivering and collaborating, seek cross-functional projects for visibility, learn fast by pairing immediate strengths with targeted mentoring, and use storytelling to connect data to meaning. Explore the full episode summary, including guest bio, key takeaways, transcript, and recommended resources, in the show notes at drangeliqueadams.com/podcast.

In this episode, I speak with Dr. Srijib Mukherjee, senior scientist at Oak Ridge National Laboratory and professor at the University of Tennessee, Knoxville. Srijib entered engineering as an accidental tourist, switching from physics to electrical engineering in India before earning a master's and PhD in the United States. He built a career across utility operations, trading, consulting, and teaching and now works in research with a joint appointment mentoring graduate students. His through line is curiosity, humility, and seeking broader impact across engineering, business, and academia. In our leadership segment, Srijib discussed how early in grid operations he had to earn credibility with tough, highly experienced operators. He chose humility, listened, learned the system hands-on, and focused on team trust and shared problem-solving. That mindset carried into later roles where he emphasized ownership, ethics, and mentoring. Srijib's advice to leaders: treat leadership as a responsibility, not a status. Balance IQ with EQ, take ownership for outcomes, and let peer respect validate your readiness. Prepare to make unpopular decisions, stay authentic, and build teams that elevate the whole organization. Explore the full episode summary, including guest bio, key takeaways, transcript, and recommended resources in the show notes at drangeliqueadams.com/podcast.

In this episode, I speak with Paulo Novaes, Chief Technology Officer at Aperam. Paulo grew up around engineering through his father, loved math and lab work, and ultimately chose metallurgy and materials engineering. He faced rejections to elite academies, persisted, and launched a career in specialty steel, moving from shop-floor engineer to multi-site leader.In our leadership segment, Paulo discusses his approach to leading cross-border teams. He rejected fast top-down rollouts in favor of collaborative, on-site, people-first approaches. He built buy-in by traveling to each site, listening deeply, and co-creating roadmaps with local teams.Paulo's advice to aspiring engineering leaders: Practice a beginner’s mindset, get comfortable acting with incomplete information, and prioritize soft skills, purpose, belonging, and self-care. The goal is sustained team performance and human-centered leadership.Explore the full episode summary, including guest bio, key takeaways, transcript, and recommended resources in the shownotes at https://drangeliqueadams.com/podcast/.

In this episode, I speak with Dr. Terry Alger, Vice President for Applied Research and Development at UL Solutions. Terry discovered mechanical engineering at West Point, found his passion in combustion and engines during graduate work at the University of Texas, and built a career spanning hands-on lab work, automotive research, and organizational leadership. Terry views leadership as a force multiplier, allowing engineers to stay connected to complex problems that fascinate them but can't fully take on themselves due to bandwidth, while also providing an opportunity to mentor and grow others. In our leadership segment, Terry gave us not one, but two great examples of the different ways engineering leaders can impact their environments. As a technology leader, Terry challenged industry orthodoxy by promoting cooled exhaust gas recirculation, or EGR, when lean burn was the prevailing trend, eventually influencing the direction of the automotive industry.As an organizational leader, he identified that the best project managers were those with broad experience and responded by creating a rotational program for early career engineers, strengthening both talent development and management pipelines. Terry's advice to aspiring engineering leaders? See yourself as a leader from day one and act accordingly. Communicate simply and directly, pair complementary strengths, study leadership deliberately, and embrace failure as part of innovation while staying humble enough to pivot when data proves you wrong.Explore the full episode summary, including guest bio, key takeaways, transcript, and recommended resources in the shownotes at www.drangeliqueadams.com/podcast

In this episode, I speak with Dr. Gary Null, Assistant Department Head for Undergraduate Affairs in the Industrial Systems and Engineering Department at the University of Tennessee.Gary’s 30-year career spanned three “dreams”: serving as a Navy officer and later Army civilian manager, working for his dream company, General Motors, and ultimately becoming a professor at the University of Tennessee. His path was sparked early by growing up near Detroit’s auto industry and inspired by Top Gun’s portrayal of Navy service, which led him to the Naval Academy. His journey was not strictly planned but evolved through opportunities, flexibility, and a willingness to move forward without regret.In our leadership segment, Gary discusses how, during Base Realignment and Closure period in the Army, he led a downsized department responsible for global Army vessel maintenance. With limited staff but ample funding, he built coalitions of contractors and engineers from multiple organizations, fostering unity with simple but powerful tactics like shared polo shirts and dinners, while negotiating with leaders to secure resources.Gary urges engineers to “get comfortable being uncomfortable” by embracing new challenges like public speaking, technical tools, and team collaboration. He stresses humility, warning against overconfidence and advocating for leaders to remain receptive to advice until the moment a decision must be made.Explore the full episode summary, including guest bio, key takeaways, transcript, and recommended resources in the shownotes at https://drangeliqueadams.com/podcast/.

Hi everyone, Angelique here. Today I'm taking a break from new production to celebrate Labor Day. As a replay, I'm bringing back episode two with Joy Harris. We talked about a challenging leadership situation where she had to rely on emotional self-awareness and self-regulation to maintain a strong relationship with an important stakeholder. These topics are on my mind because I just covered them with my students in my engineering leadership course. I love being able to use this podcast in the classroom to show how real leaders apply these skills in practice. Enjoy this replay of my conversation with Joy Harris, and I'll be back next week.

In this episode I speak with Paul Young. Mayor of The City of Memphis, Tennessee. Mayor Young was inspired to pursue engineering after watching A Different World, a late-1980s/early-1990s television sitcom set at the fictional Hillman College that explored college life, social issues, and Black culture, and became especially influential for inspiring young viewers to pursue higher education and professional careers. He earned his degree in electrical engineering at the University of Tennessee, but soon realized he was drawn more to community development. A pivotal sermon from his mother led him to pursue a graduate degree in city and regional planning, which laid the foundation for his career in rebuilding neighborhoods and eventually serving as Mayor of the City of Memphis.In our leadership segment, Mayor Young talks about being confronted with widespread scrutiny over the arrival of Elon Musk’s xAI supercomputer project, a development covered extensively in the local press. Balancing environmental concerns, economic opportunity, and community trust, he is navigating heated public debate while standing firm in his values—a timely example of leadership under the spotlight of real-world headlines. Mayor Young emphasizes that leadership is not about titles but about filling gaps in organizations, treating people with respect, and building a reputation that inspires others to advocate for you—even when you’re not in the room.Explore the full episode summary, including guest bio, key takeaways, transcript, and recommended resources in the shownotes at https://drangeliqueadams.com/podcast/.

In this episode, I speak with Chris Roberts, a fractional Chief Digital Officer and Founder of Intevate Labs, where he helps companies translate strategy into working systems using AI-enabled automation, commerce, and data platforms. Chris discovered his engineering aptitude early, receiving encouragement from teachers for his math and science skills. After earning a mechanical engineering degree from MIT, he pursued management consulting, blending engineering problem-solving with process and systems improvement, for major manufacturing and technology clients. His career evolved into innovation strategy, leading him to found Intevate Labs. In our leadership discussion, Chris talks about how he had to lead professionals twice his age with decades more industry experience. He learned that listening, understanding others' concerns, and effective communication are critical to overcoming resistance and fostering collaboration. Chris encourages engineers to focus on improving emotional intelligence, especially listening, reading the room and understanding motivations as it enhances leadership effectiveness and personal relationships. He stresses seeking candid feedback from trusted mentors to accelerate growth. Explore the full episode summary, including guest bio, key takeaways, transcript, and recommended resources at https://drangeliqueadams.com/podcast/

In this episode, I speak with Eduardo Arreaga, Chief Financial Officer at Neurovitals Inc., which delivers personalized AI-driven mental health care by combining metabolic science, neuroscience, and real-time lab insights. Eduardo was inspired to pursue mechanical engineering by his father's 30-year career at John Deere and the manufacturing-rich environment of Monterrey, Mexico. After starting in design, quality, and production at Carrier Corporation, he leveraged a company-sponsored master's in finance to move into financial planning and analysis for manufacturing. This led to a 12-year career at MSCI and financial services before transitioning to the startup world. In our leadership segment, Eduardo discusses the challenge of building a finance team from scratch in a fast-paced startup environment at mortgage startup, Stavi. He needed to intentionally define and model team behaviors, create a sense of urgency without burnout, foster collaboration across functions, and adapt corporate process discipline to a less structured, rapidly evolving culture. Eduardo stresses that leadership is a skill developed through constant practice, intentional learning, and mentorship. He encourages aspiring leaders to practice listening, learning, and teaching daily. Seek mentors who complement their goals and be willing to go beyond their job descriptions to grow their leadership capabilities. You can learn more about Eduardo and get his recommended resources in our show notes at drangeliqueadams.com/podcast.

In this episode, I speak with Randy Gibson, senior advisor to the executive team of Gresham Smith, a multidisciplinary architecture, engineering, and design firm that delivers strategic people-focused solutions across the healthcare, aviation, transportation, water resources, and corporate markets. Randy began his career with a passion for buildings, originally considering architecture before pivoting to structural engineering. His professional path took him from small consulting firms to nuclear power then into a 27-year tenure with an AE firm where he rose from engineer to COO. He later served in C-suite roles focused on strategy and growth. In our leadership segment, Randy shared two pivotal leadership moments, leading a skeptical team at a branch office early in his career and later heading a new division with expertise outside his own. Both required overcoming deep mistrust, building individual relationships, and communicating vision with patience and consistency.Randy advises engineers to actively seek leadership experiences, embrace diversity of thought, find mentors earlier than he did, and continuously develop soft skills. He emphasizes that leadership is about people, not just organizations, and that investing in relationships is key.You can learn more about Randy, including reading his full bio, recommended resources, and links to connect with him in our show notes at https://drangeliqueadams.com/podcast/

In this episode, I speak with Dr. Dennis Burianek, Director of Business Transformation at MIT Lincoln Laboratory.Dennis grew up in Seattle, fascinated by planes, spacecraft, and his older brother’s career in aerospace engineering. That early interest led him to study at MIT, where he earned his BS, MS, and PhD in aerospace engineering before joining MIT Lincoln Laboratory, where he has spent his entire career solving complex national security challenges. His career evolved from hands-on technical roles to cross-functional program management and senior leadership.In our leadership segment, Dennis shared a high-stakes scenario leading a spacecraft project where a hardware failure forced rapid, high-pressure decision-making. He balanced technical rigor with leadership judgment, emphasizing the need to uncover root causes, resist premature solutions, and communicate clearly with stakeholders while managing team stress and maintaining morale.His key advice to aspiring engineering leaders: Be curious and experiment with leadership in and outside of work. Don’t assume introverts can’t lead. Leadership is learned, not inherited, and there are many styles. He encourages engineers to read, reflect, and explore leadership frameworks to discover their own path.Takeaways, transcripts, and more in the show notes: https://drangeliqueadams.com/podcast/

In this episode, I speak with Phil Byerly, a former supply chain executive turned business consultant. Phil stumbled into engineering thanks to a late suggestion from his mother and his strength in math and hands-on work. He ultimately chose industrial engineering, drawn by its blend of people, systems, and business. After graduation, rather than taking a flashier aerospace job option, he chose a manufacturing role with VF Corporation, valuing the people and growth opportunities there. His 34+ year career at VF (one of the world's largest apparel and footwear companies with brands such as The North Face, Vans, Timberland, and Dickies.) spanned engineering multiple functions, including plant management, and executive roles in global supply chain.A key leadership challenge was aligning operations and finance forecasting to reduce miscommunication and improve performance. Phil tackled this by embedding finance personnel into collaborative planning meetings, removing executive presence to encourage candid discussion, and encouraging team members to "dollarize" unit forecasts. This cross-functional integration improved accuracy, accountability, and team development.Phil encourages aspiring engineering leaders to “go for it” and “start now.” He advocates for hands-on experience, building trust and work ethic, developing interpersonal skills, and investing in self-awareness. He also emphasizes humility, communication, and his personal faith as the foundation of his leadership.Takeaways, transcripts, and more in the show notes: https://drangeliqueadams.com/podcast/

In this episode, I speak with Chris Ritter, Technical Manager for Century Aluminum's Mt. Holly Smelter. Chris's early fascination with how things work, along with a strong interest in math and science during high school, sparked his decision to pursue chemical engineering. His engineering path began with a co-op experience while at Clemson University, leading to a long-standing career at Mt. Holly. He started in process control and steadily grew into a leadership role, ultimately becoming the plant’s technical manager.In our leadership segment, Chris discusses how he navigates a complex role that involves managing direct and indirect reports across various departments, including lab operations and IT, mentoring a new generation of engineers, and bridging communication gaps between corporate and local functions. One key challenge he described was leading through uncertainty and renewal while preserving institutional knowledge and culture.In our advice segment, Chris emphasizes the importance of continuous learning, sharing knowledge rather than hoarding it, and leading with empathy and clarity. He encourages aspiring leaders to understand the "why" behind actions, communicate expectations clearly, and keep the main thing the main thing.Takeaways, transcripts, and more in the show notes: https://drangeliqueadams.com/podcast/

In this episode, I speak with Eric Higgs, the President and Chief Executive Officer of Boys & Girls Clubs of Middle Tennessee.Eric began his career in engineering thanks to a high school band teacher who nominated him for a youth employment program. That opportunity paired him with a city engineer, igniting his interest in the field. After studying chemical engineering, he joined Procter & Gamble and moved through roles in manufacturing and brand management before eventually becoming a general manager at Kimberly-Clark and Bridgestone, and later transitioning to lead the Boys and Girls Clubs of Middle Tennessee.In our leadership segment, Eric talks about the core challenge when transitioning from corporate leadership to the nonprofit sector. He had to shift from primarily head- and hands-driven strategies to leading with heart while still leveraging data, strategy, and accountability. A key focus became simplifying complex strategies and cascading them through the organization in ways that inspired ownership at every level.Eric advises engineers to actively pursue leadership roles and develop both management and leadership skills. He emphasizes becoming a student of each new role and organization, adopting learning agility, and understanding both the culture and the people.Takeaways, transcripts, and more in the show notes: https://drangeliqueadams.com/insights/

In this episode, I speak with Ben Roehrs, an integrated circuit design engineer for the Molecular Imaging division of Siemens Healthineers.Ben was inspired to pursue electrical engineering by his uncle, an engineer at Boeing. His academic path included co-op experience at BMW, a self-initiated international internship in Germany, and a master’s degree that led to a technical role at Siemens Molecular Imaging.In our leadership segment, Ben talks about how he found himself in a complex international collaboration where his team risked losing credibility. Without formal authority, he stepped up to fill a leadership vacuum by improving communication, documentation, and team responsiveness—ultimately salvaging the partnership and raising team standards.Ben shares that leadership without positional authority relies on influence, emotional intelligence, and initiative. He advises early-career engineers to develop patience, refine communication, and embrace opportunities to lead by example before seeking formal titles.Takeaways, transcripts, and more in the show notes: https://drangeliqueadams.com/insights/

In this episode, I speak with Bob Colwick an electrical engineer with the Tennessee Valley Authority. Bob's fascination with puzzles and unseen forces led him to study electrical engineering. Inspired by a mentor during undergrad, he added an MBA to his technical toolkit, enabling him to lead effectively across utility operations, first in power distribution, and now in generation at TVA. Bob discusses how, when faced with a delayed project, his emotional self-regulation and trust-based relationship with his team member helped him uncover a personal issue affecting performance. Rather than solve the problem technically, he created space for empathy, which led the team member to resolve the situation independently. Bob advises engineers to recognize that leadership is not simply engineering for people. It's a different skill set that requires emotional intelligence, humility, and constant adaptation. He encourages engineers to cultivate trust, read widely, and develop the ability to ask the question behind the question.Takeaways, transcripts, and more in the show notes: https://drangeliqueadams.com/insights/

In this episode, I speak with Mike Stone, a retired chemical engineer whose career responsibilities progressed from production engineer to vice president with many stops along the way. Mike began his engineering path inspired by older cousins working in chemical engineering and driven by a desire to escape farm work. He earned his engineering degree from UT and built a diverse career spanning multiple chemical industries, eventually moving into business management and strategic planning.Mike talks about how he was thrown into leadership early without formal training and how he initially struggled with managing people and navigating complex cultural dynamics. A pivotal moment came when he was sent to lead a newly acquired company under challenging circumstances without a proper handoff or leadership preparation. In our advice segment, Mike stresses the importance of gaining early exposure to leadership, business, and financial literacy. His core message is, engineers must invest in themselves continuously to gain separation from their peers and approach their careers with a CEO mindset. Mike provided a recommended reading list, which I will include in the show notes. Takeaways, transcripts, and more in the show notes: https://drangeliqueadams.com/insights/

In this episode, I speak with Jeff Bohanan, founder and president of Protomet, a vertically integrated engineering and manufacturing company that specializes in precision metal components and systems for the marine industry and other demanding markets.Jeff's fascination with science began with childhood magic shows, which fostered both his technical curiosity and public speaking skills. He studied mechanical engineering at the University of Tennessee and began his career at Y-12 during the Cold War before launching Protomet.In our leadership segment, Jeff talks about how he led his company through two major crises: the COVID-19 pandemic and a recent marine industry downturn. He emphasized maintaining team morale, modeling resilience, and avoiding layoffs by playing the long game—demonstrating what he calls the “Four Cs” of leadership: Commitment, Courage, Capability, and Confidence.Jeff encourages aspiring leaders to raise their hands early and often. He believes engineers already have the critical thinking and discipline needed for leadership—what’s missing is usually confidence, which only grows through experience and taking initiative.Jeff is also a published author. His first book titled Don't Touch the Marshmallow, codifies Protomet’s core values and articulates five mindset shifts for personal and professional growth.Takeaways, transcripts, and more in the show notes: https://drangeliqueadams.com/insights/ .

In this episode, I speak with Giacomo Mascillaro, Vice President at Konversant, a technology-based Professional Services Firm, where he advises organizations on leveraging AI to modernize operations, strengthen cybersecurity, and fuel business growth. Giacomo's path started with a mechanical engineering degree but evolved into IT consulting, cloud strategy, and cybersecurity leadership. He built his career on curiosity, adaptability, and a lifelong commitment to learning.In our leadership segment, Giacomo talks about how, six weeks into a new role, he was thrust into crisis leadership when a cybersecurity breach hit just before Christmas. Despite illness and limited resources, he led a rapid response and company-wide transformation through calm, strategic communication and adaptable leadership.Giacomo's advice to aspiring engineering leaders: lead yourself before you lead others. Build habits, sharpen communication, stay curious, and prepare for change through reflection and resilience. Giacomo stresses that great engineers build things. Great leaders build systems, people, and culture.Takeaways, transcripts, and more in the show notes: https://drangeliqueadams.com/insights/

In this episode, I speak with Sharon Goh, Senior Director, Supply Chain Execution at Spinnaker SCA, a consultancy that builds agile supply chains to meet the demands of a complex, ever-changing world.Sharon's path to engineering was guided by curiosity and serendipity—from wanting to be a journalist to choosing mechanical engineering to avoid programming. She built a successful career in supply chain, robotics, and product management, taking bold pivots, including working in South Korea and leading robotics teams at Amazon.In our leadership segment, Sharon talks about how she effectively challenges organizational norms. Faced with rigid hiring constraints, Sharon defied traditional HR protocols to hire high-performing, non-degreed technical workers. By listening to her operational peers and backing her decisions with data, she created a new hiring model that delivered results and is still used today.Sharon encourages engineers to embrace experimentation, take career risks, and lean into their uniqueness. She champions building meaningful networks and stresses the importance of showing up authentically, even in environments that may expect conformity.Takeaways, transcripts, and more in the show notes: https://drangeliqueadams.com/insights/ .

In this episode, I speak with Dan Miller, Director for Innovation Crossroads, a US Department of Energy Lab-Embedded Entrepreneurship Program (LEEP) at Oak Ridge National Laboratory. Dan grew up in a family of engineers and followed in his parents' footsteps, attending Kettering University. After starting his career in mechanical design, he pivoted into tech transfer through a dual MS MBA program at the University of Tennessee, eventually leading him to Oak Ridge National Lab.In our leadership segment, Dan shared a compelling case of negotiating with multiple stakeholders to bring an entrepreneur into the Innovation Crossroads program. The challenge required listening deeply, aligning competing interests, and building consensus, skills he believes are essential for engineers stepping into leadership. Dan encourages aspiring engineering leaders to first master their craft, build reputations of follow-through, surround themselves with people they can learn from, and actively listen to understand what motivates others. Takeaways, transcripts, and more in the show notes: https://drangeliqueadams.com/insights/

In this episode, I speak with Anthony Andrews, senior manager at CMTS, a professional services firm specializing in project, program, and construction management. Anthony Andrews began his path to engineering thanks to high school counselors who saw his math and science aptitude. He chose industrial engineering for its creative focus on systems and processes, and attended the University of Tennessee through a diversity-driven program. After early roles in manufacturing, layoffs prompted a reinvention that led him into project and program management in the construction and consulting sectors.Anthony's leadership style evolved over time—from being the loudest voice in the room to becoming a thoughtful listener. He realized that effective leadership involves understanding others, facilitating growth, and embedding development into daily routines. His structured use of Harvard Business School articles in staff meetings exemplifies this approach.He encourages aspiring leaders to connect with those further along the path—not necessarily as formal mentors but as sources of insight into what lies ahead. Understanding multiple leadership journeys allows you to anticipate key moments and craft your own path with greater clarity and empathy.Takeaways, transcripts, and more in the show notes: https://drangeliqueadams.com/insights/

In this episode, I speak with Kris Meyer, Assistant Branch Manager at Barnhart Crane and Rigging, focusing on market development for Nuclear Small Modular Reactors.Kris’s passion for how things work began in childhood—from sandbox tunnels to rebuilding cars. After earning a civil engineering degree from the University of Tennessee, he began his career at a small firm where he developed a broad skillset. He later transitioned to Barnhart Crane and Rigging, eventually moving from business development into a management role focused on technical and people leadership.Kris’s toughest leadership growth came when shifting from a customer-focused, people-pleasing role to management. He had to learn that not everyone would be happy with his decisions, and that leadership required embracing discomfort, managing conflict, and prioritizing the big picture over individual satisfaction.Kris advises engineers to stay curious, embrace risk, and “do what others won’t” to increase value. He emphasizes intentional networking, showing up consistently, and “earning the right to be heard” by building credibility through action and presence over time.Takeaways, transcripts, and more in the show notes: https://drangeliqueadams.com/insights/

In this episode, I speak with Neil Thompson, founder of Teach the Geek, online public speaking resources, geared towards those in the technical fields. Neil Thompson entered engineering because his father told him to pursue it, not out of personal passion. After earning a bachelor’s and master’s degree in engineering and briefly starting a Ph.D., he pivoted into medical device development and eventually launched his business, Teach the Geek, to help technical professionals improve their public speaking skills.In our leadership segment, Neil talks about how he was thrown into a project lead role without formal authority, and had to learn how to influence a cross-functional team. Through structured communication, building relationships with functional managers, and focusing on helpfulness and clarity, he became an effective leader without direct power.Neil urges aspiring engineering leaders to follow their own motivations rather than external expectations. He stresses the importance of planning career transitions carefully, building supportive communities, being willing to invest in yourself, and maintaining a strong focus on communication skills.Takeaways, transcripts, and more in the show notes: https://drangeliqueadams.com/insights/

In this episode, I speak with Dr. Whitney Gaskins. The Associate Dean of Professional Development and Community Impact at the University of Cincinnati College of Engineering and Applied Science.Whitney grew up in rural Ohio, influenced by her parents—teachers of art and physics—who nurtured both her creativity and analytical thinking. Initially aiming for medicine, a shop class and a Time magazine article introduced her to biomedical engineering, which she pursued through a bachelor's, master's in quantitative analysis, and a PhD. Along the way, her curiosity led her to study stress in engineering students and eventually launch a career in academia.In our leadership segment, Whitney discusses how she led the creation of two departments from the ground up at the University of Cincinnati, including one focused on engineering education and another on professional development and community impact. She shared how visionary leadership, paired with clear communication and strategic stakeholder engagement, enabled her to transform abstract ideas into thriving programs.Whitney encourages engineers to pursue leadership not just for career growth but to become more impactful problem-solvers. She advises aspiring leaders to become deeply self-aware, get to know others' preferences, listen before speaking, and embrace the discomfort of new beginnings as part of the growth journey.Takeaways, transcripts, and more in the show notes: https://drangeliqueadams.com/insights/

In this episode, I speak with Dr. Robert Wagner, the associate laboratory director for the Energy Science and Technology Directorate at Oak Ridge National Laboratory. In this role, he leads more than 550 researchers and operations staff focused on developing advanced technology solutions in manufacturing, buildings, transportation, and electrical grid infrastructure.Robert’s path into engineering was shaped by a love for math and physics and inspired by his older brothers who also studied engineering, . After a transformative internship at Oak Ridge National Lab, he pursued graduate school and eventually rose from postdoc to Associate Lab Director, guided by strong mentorship and a commitment to technical excellence.In our leadership segment, Robert shares how he embraced leadership roles, despite being introverted, after encouragement from mentors. A key challenge was navigating stakeholder alignment across a nine-lab, $125M+ national consortium, which he solved through collaborative planning, transparency, and trust-building.In our advice segment, Robert emphasizes not rushing into leadership, encouraging engineers to first build a solid technical foundation. He advocates for servant leadership, visible engagement, and understanding that leadership is about influence—not just managing people.Takeaways, transcripts, and more in the show notes: https://drangeliqueadams.com/insights/

In this episode, I speak with Dr. Danielle Castley,  founder of Becq, a radiation shielding and materials engineering company, and the president of Container Technologies Industries, a steel fabricator specializing in radioactive waste containers. Danielle’s path to engineering was influenced by a love for puzzles and math and strong encouragement from her parents. After completing her bachelor's and master’s at Drexel University—where she gained industry experience through co-ops in defense and robotics—she shifted into nuclear engineering. Unfulfilled by defense work, she pursued her passion for clean energy, eventually landing at Holtec International before returning to school for a PhD focused on radiation shielding.Danielle’s leadership challenge centered on managing “brilliant jerks”—high-performing but difficult team members. She shared her journey of learning to balance patience and accountability, highlighting strategies like one-on-one meetings to gain buy-in and using process improvements to reveal true performance gaps. Ultimately, she emphasized the importance of aligning technical excellence with team values and culture.Her advice to aspiring engineering leaders: Cultivate discipline and systems in your 20s, read extensively, and build self-awareness through prayer, reflection, and thoughtful decision-making. She encourages leaders to develop a clear vision, make smart decisions quickly, and empower teams through effective communication and servant leadership.Takeaways, transcripts, and more in the show notes: https://drangeliqueadams.com/insights/

In this episode, I speak with Sarah Jordan, co-founder and CEO of Skuld, a company focused on the new additive manufacturing evaporative casting and other manufacturing innovations.  Sarah’s path into engineering was inspired by her father, an engineer, which led her to pursue ceramics engineering before switching to metallurgy. Her career spans industrial manufacturing, quality systems, and entrepreneurship, with continuing education including an MBA and a return to her PhD program while running her startup, Skuld.In our leadership segment, Sarah shared her experience of introducing a new technology to a well-established industry. She emphasized the importance of persistence, adjusting messaging to align with customer priorities, and building industry trust through repeated engagements at trade shows and on LinkedIn.Sarah’s advice to engineers pursuing leadership stressed the importance of communication. She recommended Toastmasters, improv, and theater as tools for building verbal confidence and emphasized that strong writing—particularly for grants and proposals—is just as critical. Her core message: communicate clearly, focus on your audience, and don’t let fear of rejection hold you back.Takeaways, transcripts, and more in the show notes: https://drangeliqueadams.com/insights/

In this episode, I speak with J.R. Simmons, a flight director and civilian with the United States Air Force. J.R.’s path to engineering was unconventional—starting as a janitor before pursuing computer science based on his father’s research. He bounced between roles in private defense contracting and eventually moved into a stable government position, where he advanced from hands-on computer science roles into leadership, discovering a love for working with people along the way.In our leadership segment, J.R. discusses how, as a newly appointed flight director over a struggling team, he initially took on too much himself, driven by a strong desire to fix problems. Over time, he realized the need to step back, empower his project directors, and listen more strategically—both to his team and the customer— to ensure success.J.R. offers a wide range of advice to aspiring leaders: start planning for leadership early, pursue additional education, learn human-centered design, and develop soft skills like giving feedback and managing conflict. He also emphasizes the importance of delegation, strategic thinking, time management, and always remembering that employees are people, not just resources.Takeaways, transcripts, and more in the show notes: https://drangeliqueadams.com/insights/