Mastering Engineering Leadership

In this episode, I speak with Caroline Czarnecki, the Tickle College of Engineering’s 2026 recipient of the Student Leadership Excellence Award, now an Engineering Specialist at Strata G, a team of engineers, scientists, safety professionals, and project managers dedicated to the responsible care of client-entrusted resources in the environmental, energy, defense, utilities, and infrastructure sectors. 

Caroline’s path into engineering started with curiosity. In high school, physics and engineering classes brought out a kind of creativity she wanted to keep exploring. Her experience with the Civil Air Patrol added a hands-on connection to aviation, search and rescue, and emergency response. She entered the University of Tennessee in aerospace engineering, then shifted to industrial and systems engineering when she realized it better matched her interest in disaster relief and complex systems involving both people and technology.

That same intentionality shaped her decision to pursue a one-year master’s degree. Caroline used the opportunity to gain research experience and study wildfire spread using systems engineering, modeling, simulation, and geographic information systems. Those choices helped position her for a full-time engineering role where she can work on engineering projects while also helping her company build new disaster relief capabilities.

In our leadership segment, Caroline talks about how when she leads a project, she starts by getting clear on what she wants and why it matters. But clarity does not mean controlling every step. Through trial and error, she learned that doing everything yourself leads to burnout, while giving a team complete free rein can create confusion. Her approach is to provide structure and resources, then give people room to determine how they will accomplish the work.

That balance creates space for engineering creativity. Caroline even looks outside engineering, including to art and gardening, for new ways to think about systems and solutions. She takes a similar approach to leadership confidence. Leaders do not need to be flawless. They need to remember why they are at the table, learn from mistakes, and keep building confidence through experience.

Caroline’s advice to aspiring engineering leaders centers on a simple idea: leadership should advance other people. That means understanding the people you work with and recognizing that they may have different needs and priorities. It also means using the team’s time wisely. Technical capability matters, but the most complex solution is not always the best one.

Caroline also emphasized the leader’s role in shaping team culture. Leaders model the behaviors they expect, communicate clearly, and pay attention to what their own actions may unintentionally reinforce. Her approach is practical and people-centered: set clear expectations, use resources wisely, and create an environment where people can do strong work and 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. Brian Iezzi, founder and CEO of Fibarcode, a company that provides permanent textile labels for trust, traceability, and sustainable life cycle management. Brian's path into engineering started with curiosity exposure and a series of people who helped him see what engineering could make possible. His father introduced him to engineering ideas early, but chemistry, research, and an energy audit project in high school helped the field click for him.

That path eventually led him to textile engineering at NC State and then to graduate school. After a mentor at WL Gore recognized his curiosity for research and encouraged him to pursue a PhD, Brian carried that curiosity into entrepreneurship. Experiences with a hard tech startup and a student venture capital fund gave him exposure to both developing and evaluating new technologies.

In our leadership segment, Brian talks about how he discovered that leading a team required more intentional structure than he naturally preferred. He has a high tolerance for ambiguity, but he learned that not everyone works best that way. One-on-one meetings became an important leadership tool, creating space for team members to surface challenges, exchange feedback, and clarify expectations.

Brian also learned that adapting to his team did not mean he had to personally design every process. Instead, he could give team members the tools and authority to help create the structure they needed. It allowed him to respond to different working styles without trying to become a fundamentally different kind of leader. Finally, in our advice and resources segment, Brian connects his approach to leadership with the continuous improvement mindset he saw through his father's work in lean manufacturing.

Putting a system in place does not mean the work is finished. Leaders need to keep asking what is working, what is not, and how they can make it better. For engineers who want to build leadership skills, Brian recommends looking beyond formal coursework for opportunities to work with others, take initiative, and build something without a clear playbook. He also reminds us that leadership experience is not just about being the person in charge. Being able to explain how you contributed to a team and helped it succeed can be just as valuable. 

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. Bharat Madan, Founder and Managing Partner of D-Journey Advisory, a decision-stage advisory for leaders driving AI, Transformation, and value creation in complex transitions.

Bharat describes growing up in India with a civil engineer father who inspired his love of mathematics and problem-solving. That early exposure made engineering an obvious career choice, while his curiosity about computers led him toward information technology. After graduation, he quickly discovered that engineering was about much more than programming. Early assignments in strategy and healthcare technology taught him that connecting ideas, understanding business problems, and applying engineering thinking across domains were just as valuable as technical expertise.

In our leadership segment, Bharat shares the story of introducing innovation into a traditional manufacturing company. Instead of relying on executive mandates, he built momentum from the shop floor by encouraging frontline employees to identify problems and develop solutions.

His advice to engineers interested in leadership? Focus on becoming outstanding people and problem solvers rather than chasing leadership titles. Leadership grows naturally when engineers combine technical excellence, patience, empathy, and continuous learning.

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 Jari Navarro Salas, Founder and President of Inventio, a manufacturing technology and consulting company that helps manufacturers improve productivity by combining analytics software, operational expertise, and data-driven decision-making. 

Jari shares how he entered engineering unexpectedly after an arts-focused high school education. A single physics course revealed a passion for solving real-world problems and changed the direction of his career. He explains how curiosity, rather than early talent, became the foundation for long-term success.

In our leadership segment, Jari reflects on two decades in manufacturing, progressing from technician to plant manager. An MIT Executive MBA sparked his transition into entrepreneurship, where he applied deep customer empathy and manufacturing expertise to build software for industry. He emphasizes customer-centricity, co-creation, and persistence in business development.

Finally, Jari explains that leadership begins with culture, values, and personal example. He closes by encouraging engineers to define their values, lead themselves first, and create visions that inspire others.

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 Tyler Vassar, Managing Partner at Ascent Ridge Partners, a consulting group that focuses on helping teams and organizations improve their performance.

Tyler shares how he grew up on a small farm in rural New York and became the first person in his family to attend a four-year university. Although he initially planned to study business, a chance hallway conversation with a metallurgy professor completely changed his path. That moment became a powerful example of how mentorship and encouragement can redirect someone’s future.

In our leadership segment, Tyler explains how his time in the Navy shifted his focus from technical problem-solving toward leading and developing teams. Across industries ranging from healthcare to mining and manufacturing, he learned the importance of listening, humility, and walking the shop floor. He also shares how great leaders coach people through problems instead of simply giving answers.

In our advice segment, Tyler discusses the reality of making decisions with incomplete information and why integrity matters in leadership. He emphasizes emotional intelligence, preparation, and continuous self-reflection as critical leadership skills. His advice to engineers is simple: build strong technical skills, care deeply about people, and say yes when leadership opportunities appear.

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 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