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Your passions outside of engineering will make you a better Project Manager

 

Nick Walters is many things: an engineer, a Project Manager at Atwell, a husband, and a dad. But it’s his most recently acquired title as MVP and National Championship Sports (NCS) Slowpitch World Champion that emphasizes the unexpected yet exciting ways your passions can influence your work, and vice versa.

Nick Walters, Project Manager at Atwell and NCS Slowpitch World Champion

Walters, who joined Atwell in 2022, works primarily in land development as a Project Manager in the Bonita Springs office in Florida. In his free time, he’s a shortstop for his co-ed softball team in Naples, Florida, which was undefeated against 80 other teams in the 2023 season. His team’s talent, commitment, and connection were key in obtaining this impressive World Champion title. The work Walters puts on the softball field is a reflection of how he works in project management.

“This softball team was really special because we actually never met before playing together,” Walters explains. “The coach selected us from various regions; we played in separate leagues during the week. When we got to the championship in Las Vegas, it was the first time most of us had met each other, but we were still able to come together, work towards this major goal, and succeed.”

As a Project Manager, Walters has to instill the same values into his work and team that he does in softball: cooperation, communication, and strategy. He’s experienced the exhilaration of celebrating successes, the quick-thinking needed to suddenly pivot on a plan, and the humility that comes with learning from mistakes. The best part for him—both in softball and project management—is the people you get to be with. “In softball, I try my best to relate to my team, and I do the same as a Project Manager,” Walters says. “It’s one skill that has helped me in my career and beyond.”

The psychology behind hobbies enhancing one’s career

Research shows that your hobbies outside of work have an effect on your career progression. A seven-month study found two key situations in which a person’s outside hobbies and career positively enhanced each other: When the hobby is unrelated to their work, yet they are passionate and serious about it; and when the hobby is related to their work, but requires less dedication or effort than their job.

Walters falls into the first category. As a lover of sports, he grew up playing baseball until after high school, when he transitioned to softball and playing with various adult leagues. Although the sport and his current job seem unrelated, it turns out that the passion and dedication he has for it is what matters most in professional development.

The benefits of pursuing passion projects outside of work include:

– Leadership skills

– New ways of problem-solving

– Teamwork

– Discipline

– Working through failures in a healthy manner

– Increased confidence in your abilities

Additionally, there is a term in psychology called self-efficacy, which is the belief a person has in their capacity to achieve goals and accomplish tasks. It can bring about therapeutic changes in behavior in a number of situations: from overcoming addictions, to taking better care one’s health, to managing anxiety. It’s a trait that can be recognized in many successful project managers, such as Walters, and can be learned and strengthened through recreational activities such as sports.

The parallels between preparing for a sports championship and growing as a Project Manager

With Walters’ engineering degree and six years of experience, he feels comfortable in his role as a Project Manager but also recognizes that he still has room to grow. Here’s how he applies his passion and skills in softball to his responsibilities and goals as a Project Manager:

1. Learning who your teammates are is vital to success

Understanding the strengths, weaknesses, and motivations of your teammates shapes how you work with them and accomplish goals together. “At Atwell, I get a lot of face-to-face time with my team,” Walters states, “so connections aren’t as challenging as it is for those who work remotely. Still, it’s important to use that time to learn who these people are: What are they good at? What keeps them going if they feel they made a mistake? What’s their communication style? You’ve got to know how to talk to them and learn how they react to things. It takes time, but that’s really part of the fun of working with others.”

2. View challenges you face as a PM as goals that you can accomplish for your team

Attitude is everything when it comes to working on a team. Walters has seen that first-hand as an athlete and as a PM. He’s seen his coaches emphasize the importance of overcoming challenges as a team, and he tries to emulate that same attitude as a PM. “Being a PM is not about ‘being a boss;’ it’s about relating to your team,” Walters affirms. “This can be a challenge as a PM, but I view it as one of my top goals. To achieve it, I make sure to show that I care about them as people, I care about their everyday lives, and I show that they are important to the team.”

3. Trust and lean on each other

For a team to run like a well-oiled machine, they’ve got to communicate when they need each other and trust each other to pull through. Having faith in each person’s talents and abilities levels out the weight of responsibility and lets you know that you’ve got support.

Walters says, “When I lead projects, I always look around and think, ‘We’re all smart. We all know how to do our jobs. So let’s figure out how to get it done effectively, efficiently, and as a team.’” Having a reciprocal flow of trust has helped in tight situations in softball and as a PM, because everyone is aware of how their actions affect those around them, and how another person’s decisions affect the rest of the team. “When that trust is in place, the belief that ‘They want me to do well, and I want them to do well, too’ solidifies,” Walters adds. “You realize you can’t get to your goal without the rest of your team.”

4. When you have the chance to make work fun, do it!

Even though softball is something Walters loves to do, it still requires an intense amount of work and dedication to attain the level of skill that he’s reached. While he admits that winning is fun, he points out that the process of practicing and working together was what made winning even better. As a Project Manager, which he also enjoys, he’s learned that the journey to completing a project may be difficult at times, but the challenges can always be overcome.

“I’ve seen situations where people’s thoughts or contributions aren’t considered,” Walters recalls. “They get passed up or overlooked. But what I love about my softball experience is something that I love implementing as a PM: giving everyone the space and attention they need to show up and have a voice and do their best work. No one gets disregarded, and hopefully everyone has a positive experience.”

5. You must know when to focus on what’s in front of you now, and what lies ahead

A strong softball player is attentive and can anticipate different outcomes of different decisions; Project Managers share the same trait. However, it can’t be done alone—having a team you can depend on helps everyone keep their eyes on the prize. “I’ve learned how to delegate to my teams at Atwell and to trust each member to take care of the smaller details,” Walters says. “This gives me time to deal with the  big picture of projects and move us all forward towards a successful end.”

Overall, the goal is to enjoy what you do and the people you do it with, and apply those experiences to your personal and professional development

While Walters has goals of continuing to excel in softball, as well as in leadership within Land Development, he’s comfortable where he is and enjoying the opportunities he currently has. “I believe in just focusing on what you’re doing in the moment,” Walters explains, “and the opportunities will follow.”

“For now, I’m just trying to grow as a Project Manager first—that’s always been my approach,” he adds. “In softball, I focused on being a better shortstop, and, well, it turned out pretty well!”

News and Insights

Engineers Week 2024: Q&A with Atwell Engineers

 

This year we’re celebrating Engineers Week by featuring some of our talented engineers and getting to know more about how they entered the field, their favorite projects, and their opinions on the future of engineering.

1. Why did you choose to become an engineer?

Alexis Griffiths, RG, PE | Project Manager (RELD): My path to engineering led me down a curvilinear route rather than the standard straight line. After completing my master’s in structural geology, I was fortunate to gain field and office experience performing construction materials testing and as a geotechnical engineer focused on projects throughout northern Arizona. I was inspired by the civil plans provided for these projects, along with field work during a significant Flagstaff blizzard, to make a shift into civil engineering. Going back to school was not my preference, so I researched typical coursework for undergraduate engineering, found course videos by university professors, and ultimately passed the PE.

Dustin Wilkinson, PE | Senior Project Manager: I grew up in a motorcycle shop and fell in love with machines and how they work at a very early age – so I guess I was born into it to some degree. I also did well in STEM classes and technical subjects in school as well. But really, it was just my love of machines (motorcycles, snowmobiles, cars, planes, etc.) that inspired me to become an engineer.

Jim Bieda, PE | Project Engineer: The choice was more pragmatic than romantic. My pre-college interests were art, math, and science, and I was attracted to architecture. But my academic advisors (and family and friends) said that most architects, like artists, starved, and I listened. Engineering was “honorable” and seemed to have many career opportunities. I liked the idea of solving real-world problems using math and science, so that was the path I chose.

Morgan Walubita, PE, MBA | Director: I always enjoyed building things as a kid, I actually thought I was going to be a mechanical engineer. It wasn’t until my family relocated and my dad started a cattle ranch that I really started to think about civil engineering. Watching my dad and what was required in terms of water and stormwater systems and other engineering requirements necessary to develop the land and build my family’s future was my first experience with civil engineering in the land development market and the start of my career.

Neal Tilbury, PE, MBA | Project Manager: In high school, I was good with numbers and logic.  My high school did an engineering academy where I got to try different types of engineering, and I enjoyed electrical engineering the most, so I pursued a career in it. I like the challenge each new project brings and the joy of giving back to my community by being part of the power industry and doing my small part to “keep the lights on.”

Scott Perrie, PE | Director, Pre-Construction SCS: I had some cousins who were engineers. I was good at math and science, and I liked building things. I was interested in electrical engineering because of computers and became more excited during college.

2. Can you share a memorable project you’ve worked on?

Alexis Griffiths, RG, PE | Project Manager (RELD): One project that stands out revealed to me how geology, engineering, and art can be interconnected. Artist James Turrell was transforming this dormant, volcanic cinder cone into a land art installation with the intent of changing a viewer’s perception of light and space. The natural environment plays a vital role in the artist’s vision, so it was imperative to develop a deep understanding of the artist’s intent and then apply standard engineering design with the goal of producing municipality-approved plan sets that could be constructed in a remote area.

Dustin Wilkinson, PE | Senior Project Manager: I’ve been a part of so many great projects, but one that comes to mind is an EPC project I did north of Denver. We installed Amine and Cryo Plants, NGL storage, and several other major pieces of equipment at brownfield compressor station that was in the middle of a total reconfiguration. The client had begun the job with another EPC firm, but they had not performed up to the client’s standards. Once we got the project, there were many critical eyes on us from the client’s management team as soon as we started. It was a supremely complicated job with a bunch of stakeholders and coming in mid-way through the project made things so much more difficult, but we were able to right the ship and turn a project that was headed for failure into a really bright spot for our client.

Jim Bieda, PE | Project Engineer: For me, it was my first carbon capture project, in Wyoming, full of major commercial and engineering responsibilities. The problems and challenges were very instructive, but the best part was working with the broker who had the foresight to lock up the CO2 supply years before the need was realized.

Morgan Walubita, PE, MBA | Director: It was a mixed-use development project that was initially a clay mine with an on-site manufacturing plant used to make bricks, but has been redeveloped into multi-family housing, commercial businesses, and an industrial site. I was exposed to all the engineering design and services aspects for nearly two decades, including a sizeable archeological aspect. During construction, they found a dinosaur tooth, which later led to the addition of an interactive park where families can dig for fossils and learn about the lives of dinosaurs. I remember taking my own family there and sharing not only a fun experience but how my job helped create this unique site.

Neal Tilbury, PE, MBA | Project Manager: I once designed the largest wind farm constructed in a single phase in the U.S. at the time — just under 1GW. Coordinating the three separate collector substations required for the facility was challenging, and I was proud to be a part of something that significant.

Scott Perrie, PE | Director, Pre-Construction SCS: I finished a project at the end of 2020 for a client in Golden, CO. It was a renewable testing facility to expand generation and was a seven-year project. Our team was able to provide a lot of specialized consulting and solutions for a facility that had multiple types of renewable sources working together (wind, solar, BESS, etc.) for the first time. We really helped them understand expectations for reliability when making connections while working within strict budget constraints.

3. What changes do you foresee in the future of engineering?

Alexis Griffiths, RG, PE | Project Manager (RELD): In the coming years, I think we will see significant changes driven by AI adoption and new opportunities presented by emerging technologies. There will be ample opportunity to develop innovative designs to support renewable resources and strengthen our power grid. I have been fortunate to work on several recent battery energy storage projects, often new to municipalities, which require thoughtful civil design and clear communication of design intent.

Dustin Wilkinson, PE | Senior Project Manager: While a lot of people may cite AI, some other technology, or remote work as the future of engineering, I think smaller, nimble teams able to provide turnkey engineering solutions to clients are the most interesting opportunities for going forward. Generalist teams that can work competently on a wide variety of projects and reach into their company for subject matter experts when required are the most effective and efficient execution teams, in my opinion. While engineers are not necessarily known for their interpersonal skills, this business has always been and will always be all about personal relationships. Smaller teams more easily foster those personal relationships internally and with the client, which is a major driver for long-term clients and repeat work.

Jim Bieda, PE | Project Engineer: How we do our work will continue evolving with technology. Drones and 3D scanning will allow us to build more sophisticated virtual models. AI will undoubtedly play a role, though it is too soon to predict the impact of AI.

A growing world population will continue to put pressure on clean air, clean water, food supplies, energy, transportation, and housing. Engineering will play an essential role in solving these challenges.

Morgan Walubita, PE, MBA | Director: Land Development as we know it isn’t going anywhere; regulations are becoming more stringent, and they will always need engineers. Integrating AI in our industry for more repetitive aspects and tasks will help decrease mistakes and help increase productivity, keeping the projects on schedule and budget.

Neal Tilbury, PE, MBA | Project Manager: I see AI becoming more integrated into engineering. Are we going to adapt or fall behind? Whoever adapts to it first could make a difference 10 years down the road. The other challenge is the renewable push. The infrastructure in place cannot support the additional power needed in the coming years. With the improvement of technology (data centers, car chargers, etc.), we’re using more energy per person than ever before. The demand is still growing, and we need just as much focus on infrastructure as we have been on renewable facilities if we are to meet our goal of 100% green energy.

Scott Perrie, PE | Director, Pre-Construction SCS: In our area of engineering, I expect to see AI used in automating tasks and in the software we already use.  We’ll see it infiltrate other industries first, but it’s inevitable.

4. Can you describe the most rewarding part of your job?

Alexis Griffiths, RG, PE | Project Manager (RELD): Working with a talented team of design professionals with diverse knowledge who come together based on a client vision, mutual project understanding, and established requirements to bring a project through design and construction is the most rewarding part of my job.

Dustin Wilkinson, PE | Senior Project Manager: I really enjoy solving problems.  Asking a client, “What’s keeping you up at night?” and then having the ability to solve whatever they answer is such a rewarding feeling. Being able to do that with people you trust and enjoy being around every day in the office is the cherry on top of it all.

Jim Bieda, PE | Project Engineer: The variety of the assignments is the most rewarding part. A typical project will contain survey, mechanical, electrical, and civil engineering. The PM role requires understanding and coordination of each component.

Morgan Walubita, PE, MBA | Director: I would say mentoring engineers who are starting their careers. It’s exciting to recognize the aptitude in others and find new ways to reach and teach different mindsets. Because I went through the same experiences, I’m able to impart my knowledge of wastewater design and other engineering aspects, helping them grasp design concepts and grow professionally. I take pride in that. I get to support them when they are ready to sit for their PE license and share their successes and tribulations. It means a lot to me to keep in touch as they progress through their careers.

Neal Tilbury, PE, MBA | Project Manager: For me, it’s when you see your design come to life. Driving past a project that you worked through entirely built, energized, and providing power to the community gives immense satisfaction.

Scott Perrie, PE | Director, Pre-Construction SCS: I love the problem-solving aspect. Coordinating the team’s expertise and considering the stakeholders’ various needs to come up with the right solution. It’s the core of engineering and being able to apply that to the construction side.

Thank you to all of our engineers at Atwell for your incredible work, talent, and dedication!

 

News and Insights

The key to permitting and continued development in Maryland? Relationships.

 

Due to the number of agencies and lengthy timelines involved in approving a permit, people and organizations seeking a permit in the state of Maryland experience unique and complex challenges in this process.

The state of Maryland and the greater Annapolis area present a unique set of challenges and complexities in the permitting process that are unheard of in other parts of the country. Permitting is a time-consuming process, and like many industries, it has been greatly impacted by the changes in work routines after the COVID pandemic. Despite an encouraged return to office and using technology to assist in creating connections when working remotely, Maryland offices still face delays. What are these challenges, specifically? Let’s dive in.

Permitting process and challenges at various municipal levels

There are multiple levels of permitting, and depending on the project, a city, county, state, and federal permit could all be required. Each county has their own process that is unique and different, but all follow the same common theme of being time consuming and expensive to a developer.

Starting at the county level, a three-phase review process is required. Due to size, redevelopment, and project type, certain projects can have a reduced number of phases; however, any major development proposal will follow the three-step process. For major developments, the first phase is a preliminary or sketch plan. The second phase is a final development plan, and the third phase is the permits (i.e., grading and building permits). The three-phase review cycle was created by Maryland as part of the 2007 SWM regulations and is required of the various counties and jurisdictions for implementation in the state.

For Anne Arundel County in particular, each phase includes multiple steps, and there are multiple sub-agencies within the main county agency that must give approval–approximately 22 in total. Depending on the complexity, size, and natural features on the property, the three-phase process may need multiple resubmittals to get the approval of the agencies, making this process very time consuming for a developer or landowner.

For a larger developer, this process may come as no surprise and simply be par for the course. That developer is more likely to weather the lengthy time and have the financial capability for the process, with greater insight into the process overall. But for smaller developments, particularly those that are being done by individuals, they don’t always know or understand the government rules and regulations.

New challenges with the rise of remote work and demographics

In addition to the timeline, the biggest challenges we continue to face in development permitting is communication and the loss of relationships with review staff. COVID has made both communication and relationship-building more challenging because a lot of people are working from home. Rather than getting to know the names and faces of both engineering and permitting offices, Maryland offices, like all others across the country, are forced to wait on appointment availability and the sounds of voices alone. This can greatly delay progress when availability is limited and the casual office visit just isn’t a realistic option.

Relationship building is a possible solution

Ultimately, a great solution to these challenges is in relationships – inside and outside of the permitting process.

If developers want to come into this region and maximize their development potential on a property, building relationships with the local elected officials, government agencies, and local community members is essential. Because of social media and video conferencing, landowners and community groups now have a bigger voice than ever before. One of the positives that did come out of the pandemic is the ability and ease of virtual meetings. This allows us to continue improving communications to stay connected and keep our clients informed.

Developers who can be creative and work with the public while still maximizing their development potential are positioning themselves to be successful. Working with an engineering firm like Atwell can be the difference between a lengthy, drawn-out process with people less experienced in Maryland’s permitting process, versus Atwell’s team of experts who have been in the area for decades and know what to look for. From surveying to development, our team members have the education, insight, knowledge, and experience that’s required for developers of any size to keep their projects moving forward.

News and Insights

4 questions to consider as you navigate your AEC career

 

Deb Wilson is the Vice President of Land Solutions within the Power and Energy market sector at Atwell. With more than 25 years in the industry, you may be surprised to know her career did not start in the AEC industry, nor is her degree in the field she serves today.

Wilson began her career working in finance at General Motors, but after a few years, she knew she was driven to pursue other opportunities. Despite the role’s job security, she chose to pursue her education at the University of Michigan, where she received a degree in Environmental Studies. After several twists and turns, having served in the Environmental industry and a decade in the Land Surveying field, she now leads the Land Solutions Right of Way group with the Power & Energy sector at Atwell, driving new client relationships and advocating for Atwell’s services. It’s because of her non-linear career experience that she’s passionate about career-path conversations.

Throughout her career, Wilson credits much of her success to her mindset and determination to maintain a positive perspective. Over the years, Wilson invested in herself, followed her intuition, and worked on her personal and professional development. She has always believed that her career was hers for the shaping and works to impart this advice upon her team.

“Any good career-path conversation must start with self-reflection,” Wilson says. “Anyone seeking career direction must ask themselves what they really want out of their career before they can gain truly helpful advice or direction from a conversation with a leader.”

The process of identifying goals, defining and evaluating priorities, and deciding what you’re willing to commit to are all part of a fruitful career-pathing conversation. Consider the following questions as you head into the new year and the next 12 months of your career:

1. What do you really want for yourself?

Knowing yourself well can be one of the first steps in evaluating the direction of your career. How much responsibility do you want? What activities give you a tremendous amount of satisfaction? What concerns you, and can you grow beyond those fears?

“When I’m in career conversations with my team, one of the first questions I ask is what their top priorities are, because it’s not my decision to make,” Wilson states. “In some roles, there’s an amount of commitment required and that can infringe on other priorities. My initial goal is to help people identify their priorities, then plan with those in mind. Life is alive with changes, and we may prioritize different goals at different times.”

Wilson emphasizes the importance of recognizing that your career is a journey, not a destination. People are ever evolving and growing, and priorities will change. Knowing what you want for yourself and recognizing that you can change your direction leaves room for opportunity.

2. How can you drive your personal career growth, and who can help?

Your career is one of the greatest personal investments you will ever make. Thinking of career growth as an investment is empowering, and the best person to promote your capabilities is you. Consistently exposing yourself to new skills, methodologies, and concepts gives you the ability to refine and improve your competencies at any level.

Additionally, career growth requires supporters who can mentor, coach, and advocate for you. Career advocates create opportunities for exposure, training, and education. Wilson states, “I attribute my career success to the many individuals who supported, believed, and trusted in me. Yes, I had to earn trust, but I don’t discount their contributions; without them, I wouldn’t be where I am today.” Expose yourself to people you respect and recruit your career advocates to give yourself the best opportunity to drive the direction of your career.

3. How much responsibility do you really want?

Knowing how far you want to challenge yourself and understanding the amount of responsibility you’re seeking can help you set goals and expectations for yourself. If you want to be the one making the decisions, Wilson suggests you go on a track to a leadership position; however, if you’d rather have someone to whom you can defer decisions to, a director or vice president position may not be the ideal role for you.

Decisions don’t only exist within leadership roles, but when it comes to responsibility, leadership roles will meet your expectations if that’s what motivates you. “What I recommend, if you haven’t had autonomous responsibility before and want to try it out, is to identify areas of need in your work environment,” Wilson advises. “Then, talk with a decision-maker about solutions, and ask to lead the initiative all the way through execution. Well before I was in a leadership role, I remember being in these situations.”

The key for Wilson was offering to take responsibility for execution. “Those moments really moved my career,” she recalls, “but I recognized that if things didn’t go as planned, I owned it; I took responsibility.” Knowing the level of responsibility you’re seeking will allow you to be more concise in making career decisions.

4. What is your self-talk saying?

Your inner dialogue can tell you a lot about what you do or do not think is possible for your career; after all, it is the voice you listen to more than any other. Working on your inner dialogue can open doors for you simply because you made the choice to pursue a new position, rather than throwing up roadblocks of self-doubt that can prevent new opportunities.

“This is the one thing we always have access to,” affirms Wilson. “When you’re at your best and your self-dialogue is favorable, you’re in a good position to be successful. You’re more open to the possibilities around you.”

Regardless of where you are, no career path is going to be linear. With time, those twists and surprises will take you in directions you may never have thought of in those initial career conversations. While you can’t plan for surprises that may occur, you can get clarity on what matters most to you today and what you’re willing to commit to through effort, dedication, and the support of those around you.

News and Insights

7 ways that engineers can use SCADA systems to monitor and optimize industrial processes

 

At Atwell, Supervisory Control and Data Acquisition (SCADA) systems are widely used to monitor and control complex processes and infrastructure. Engineers such as Atwell’s Nav Singh play a crucial role in designing, implementing, and maintaining SCADA systems. In fact, Singh refers to SCADA as his first love.

“I think of SCADA as my first love in terms of work,” Singh explains. “Twelve years ago, my first job was doing SCADA alone. I was doing substation SCADA for a good two years and learned from multiple mentors along the way. When I joined Atwell, leadership was particularly interested in my skills on the SCADA side, and I was excited to jump back into the SCADA after a few years off.  Not only is the collection interesting, but so is the element of creativity involved.”

Singh continues, “When planning a deliverable, you must think about it from a higher perspective. Over time and with practice, I’ve found creative ways to run the deliverables in each project smoothly.”

With more than a decade of experience working with the technology and mastering his deliverable skills, Singh offered suggestions for how other engineers can use the technology. Here are seven ways engineers can use SCADA:

1. Process monitoring: Engineers can use SCADA to monitor and visualize real-time data from various transformers, circuit breakers, disconnect switches, and more. Other applications include wind farms, solar farms, and traditional generating sensors and devices, such as temperature, pressure, flow, and level sensors. This helps them keep a close eye on critical parameters in industrial processes, utilities, or substations.

2. Remote control: SCADA systems allow engineers to remotely control equipment and processes. This can include operating critical equipment protecting the power grid, such as circuit breakers and disconnect switches, turning pumps on or off, adjusting valve positions, or changing setpoints to maintain optimal operating conditions.

3. Data logging and storage: Engineers can configure SCADA systems to log historical data. This data is valuable for trend analyses, troubleshooting, and compliance reporting. Engineers can use this information to make informed decisions and optimize processes over time.

4. Alarm and event management: SCADA systems can be set up to generate alarms and alerts when specific conditions or events occur, such as equipment failures, out-of-spec measurements, or safety breaches. Engineers can configure these alarms and respond quickly to prevent issues or minimize downtime.

5. Security and access control: Engineers are responsible for ensuring the security of SCADA systems. They can implement access controls, encryption, and other security measures to protect against unauthorized access and cyber threats.

6. Integration with PLCs and RTUs: SCADA systems often work in conjunction with Programmable Logic Controllers (PLCs) and Remote Terminal Units (RTUs). Engineers can program these devices to communicate with the SCADA system, allowing for seamless control and monitoring of field equipment.

7. Customization and reporting: Engineers can customize the SCADA interface and reports to meet specific industry or organizational needs. They can create dashboards, trend charts, and reports that provide insights into process performance and help with decision-making.

Engineers use SCADA systems to monitor, control, and optimize industrial processes and critical infrastructure. These systems provide real-time data, remote control capabilities, historical data logging, and essential features for ensuring the efficient and secure operation of complex systems.

For engineers like Singh, they also offer an opportunity to flex those creative muscles and go above and beyond for our clients. Not only does Atwell provide engineers with years of expertise, but we also provide multiple teams within Atwell who work together to collect, analyze, and synthesize data so our clients can make well-informed decisions that lead to accomplishing their goals.

News and Insights

How the Environmental team is working today to anticipate the regulatory demands of tomorrow

As Atwell continues to grow, so too does its Environmental team. From permitting to habitat mapping, their services continue to grow to meet our clients’ demands. Vice President Bourke Thomas shares the story of the team’s journey and his vision for their future.


What brought you to Atwell, and how long have you been leading the Environmental team?

Bourke: Unlike most, I knew that I wanted to be a wetland consultant in sixth grade. My dad ran the wetland program in Michigan, so I knew what it meant to be a wetland consultant at an early age.

In high school, I shadowed one of my dad’s friends, who was a wetland consultant, to learn about the career path he took. He told me where he went to school, what he minored in, and what he received his undergraduate degree in. By the time I was a high school senior, I knew I wanted to receive my undergraduate degree in environmental science from Michigan State University.

When I graduated from college, however, there were no jobs available. I sent resumes all over the world looking for a job. My brother was living in New Zealand at the time, so I even applied for roles there. I couldn’t get a job anywhere, so I went back to my dad’s friend who happened to own a wetland consulting business in Detroit. I worked for him for a year and a half until the day I received a phone call from Kevin O’Connor, who at the time was a recruiter at Atwell. We met for coffee shortly after that call, and I’ve been with Atwell ever since.

The Environmental team is where it is today because the two people leading the diversification conversation way back in 2005 were Matt Bissett and Tim Augustine. They were selling environmental work and selling our full services. They sold a raptor nest survey for two projects in Michigan in 2008 and here we are today, a $15 million environmental group doing most of our work in the renewable space.

What would people outside of your team be surprised to learn about the Environmental team?

Bourke: They’d be surprised to learn how big we are and how much work we do. The Environmental team has more than 70 people with a business plan that represents 5% of the firm’s hours. That’s a substantial number of hours considering the environmental team only had 37 employees in March of 2021. We have six archaeologists on staff, and we have 3 full-time avian biologists. We do bird surveys, cultural resources surveys, critical issues analysis (CIAs), wetlands, habitat mapping, and local, state, and federal permitting. There are a select few states including Minnesota, Illinois, and Michigan where we’re doing county, state, and township municipal permitting. We do all that work in-house.

What would a prospective client be surprised to learn?

Bourke: Every time I talk about our work with a current or potential client, they say, “I didn’t know you did that.” We’ll be talking about an environmental project in Minnesota, New Mexico, Colorado, Illinois, or Michigan and we’ll share, “We do electrical design; we do transmission design; we have six licensed professional surveyors in this state.” They’re always surprised to learn about the breadth of our services.

Our clients would also be surprised to know about the growth of the Environmental team.  In 2021, we had 37 people. Today, we’re at more than 70 people. We’ve almost doubled our team in just two years We know that as our clients’ needs and scopes increase, our team will continue to grow as well because we know they’re going to need our bandwidth.

What is your vision for the future of the Environmental team?

Bourke: I’m excited about providing opportunities for our staff. I like working at Atwell because the opportunities are endless. I started as a technician 18 or 19 years ago and look where the opportunity brought me! Some leaders within Atwell took me to coffee when I was a technician and asked, “What do you want for your future? If you want to do this, these are the things you can focus on. And, if you focus on those things and you master them, you can move to X, Y, and Z roles. The future is available to you.”

I would like to do the same thing for someone else at Atwell, whether they’re an intern, newly out of college, or 20 years into a career but new to Atwell. I want to know who people are as individuals, learn what excites them, and help them find a path that will motivate them to show up to work every day. Whether it’s in the environmental group, the program group, the survey group, the engineering group, or any group within Atwell.  Wherever it is, I want to help people envision their careers and get started on that path.

How do you see the landscape of environmental services changing in the next five to 10 years?

Bourke: The beautiful thing about the environment is that regulations are not going to get any easier regardless of local, state, national, or global politics. The environment is important, and it will continue to be important. The regulations are only going to get stricter.

With that in mind, how do we differentiate ourselves from our competition? We don’t do technical things any differently than our competitors, so where we can separate ourselves is by thinking ahead and anticipating what policies are coming.  We have solar projects and wind projects that aren’t going to be operational until 2026 or 2029. We’re starting to develop projects that won’t be built for three to six years. How many presidential elections is that? How many different versions of the EPA are there going to be? How many changes are there going to be in county leadership, of all the different counties or municipalities in in the United States? What’s going on at the local, state, and federal levels that are influencing or could influence these projects? How do we keep track of that?

That’s the differentiator. We are paying attention to the politics and how policies are going to drive environmental legislation. That will then inherently drive our projects.

What drives your passions?

Bourke: From a work perspective, there’s nothing that excites me more than getting a permit faster than expected.  My passion is winning as it pertains to work and getting our clients what they want as fast as we can, as efficiently as we can, and exceeding their expectations. That excites me every day.

Personally, my passion is sharing my knowledge. My hope is to work for people on the Environmental team who are smarter, quicker, brighter, more eager, more aggressive, and more strategic than I am. I want to empower the team to feel like this is a flat organization. If you’ve got an idea that’s better than mine, there’s nothing more important than our clients’ success. I want to foster creative thinking, with sound, legally-defensible science, because we must be able to defend what we do but do it in a way that is strategic with our clients in mind. I want to share what I know with the people that I work with every day, so they can take it one step further and achieve even greater things.

News and Insights

How Atwell provides an ideal environment for learning, connecting, and advancing your career

With only three years at Atwell, Kristen Baumgardner, Environmental Consultant, is considered a rising star within the permitting team and the company. Her passion for her work, along with her hunger for learning, has granted her access to growth opportunities and mentorships from leadership. Here, she shares her insights from her time as a new employee, as well as some tips for success that can be applied at any stage of your career.

      Kristen Baumgardner

After graduating with a degree in financing and accounting, I knew I loved puzzles. When it came time to make a transition from a former company to Atwell, there was one thing I was searching for: more puzzles! In other words, I wanted to be challenged, learn about all the markets we serve at Atwell, and dive into new projects. Joining Atwell came with those puzzles I was looking for in project work, but I still felt the drive to find more.

I am approaching my three-year anniversary at Atwell and feel so grateful for all the opportunities I’ve had thus far. My skillset has expanded with each new role and new task I was given. It didn’t just happen, however. There were three essential actions I took and continue to take to grow within the company. Those three things are:

1. Constantly advocating for myself

I believe it is my responsibility to seek my own career growth. With that belief in mind, I’ve done my best to say yes, probably more often than I should. When I started with Atwell, I wanted to learn more and figure out which team I really wanted to join, and what type of work would be the most engaging. Thus, I said yes when possible and asked for work when I had additional time in my week.

2. Working with mentors who are willing to invest in me

I have been fortunate to work with more than one leader since I started at Atwell. With each new leader, I viewed them as my mentors and asked them for advice on how to move up in the company. I also took time to learn, observe, and say yes in more than one context. Simply asking, “What else can I take on?” brought me into the permitting space in which I am flourishing. Today, I feel privileged to work closely with Anne Polakowski, Project Manager, in the permitting space as we partner on the continued success of our energy client.

3. Conversations about career growth and trajectory

Bringing this topic to each one-on-one with my leader made all the difference. Keeping my goals at the forefront of those conversations meant it was more than just an annual conversation. My leader and I wrote down my goals, and I kept them in front of me to make sure I accomplished them and stayed on the path toward my next goal. It was clear that I was motivated, and I remain motivated to learn more, move up in the company, and advance my career at a more rapid pace.

For anyone who may be new to Atwell, or who wants to start thinking seriously about their career advancement here, I have three pieces of advice: Ask and you shall receive, especially when it comes to asking for more work. Second to this, say “Yes!” as much as you can. Keep in mind that Atwell wants to support you professionally and personally, so jump on the projects that will stretch you and seek out mentorships in the areas in which you’d like to see your own growth. Finally, ask your leader questions about how to advance within the company. You may think you know the answers, but your leader has the insight and experience to offer so that you don’t have to learn the lessons on your own. Make these conversations frequent and keep your goals included in the conversation.

Overall, know that the opportunities for you to excel and grow are out there—you just have to take advantage of them.

 

News and Insights

Looking toward the future of the hydrocarbons industry and supporting client investment

We sat down with our hydrocarbons leaders, Vice Presidents Drew Celovsky and Gil Henry, to learn how they built decades-long careers in the industry.

 

  1. What makes you passionate about the work you do each day?

 

Drew: There are many things I’m passionate about when it comes to work, particularly these five things: contracts, billable man hours, project execution, project delivery, and collections. But at the forefront, I am most passionate about the team. I honestly feel I am nothing without the team. I enjoy interacting with them, feeding off their energy, and the excellence they bring to the table daily.

Gil: I agree with Drew. A lot of my passion centers around the team itself and what we’re able to build here on the team. I remember when we were young, glassy-eyed engineers and surveyors with no idea of what we were getting into. To see people coming to the industry now and helping develop them in their careers and their leadership is an exciting thing.

The other aspect is what we do day-to-day. Being part of some great opportunities and great projects is just fun. We can look back at the biggest pipeline, oil, or gas projects that are being constructed and know we were part of it. It’s fun to close deals and find new opportunities.

 

  1. How did you find Atwell and what keeps you here?

 

Drew: My relationship with Atwell began in a past life while working for another service provider. It was there that I would subcontract projects to Atwell. Eventually, I met with the leadership team, in particular CCO Tim Augustine, President Matt Bissett, and CEO Brian Wenzel. The spirit that these gentlemen embody and have taught me is exactly the reason why I’m still here.

Gil: My story is very similar now. Atwell first approached me about three to four years ago and we started having conversations. Shortly thereafter, they introduced me to Vice President Matt Rosser. I already knew a few people, such as Drew, who had joined Atwell and were happy with the decision. Ultimately, after meeting with Brian Wenzel, Dan McNulty, and Matt Bissett, I knew this was where I wanted to be for the next stage of my career.

When I look at where Atwell is now, the atmosphere around the company, the rapid growth, and the diversification—those things make it a place where you want to be. Coming out of the pandemic, when so many companies were restructuring, Atwell was doing the complete opposite. We’re consistently growing and furthering our reach. In every different aspect, the diversity between land development, all the renewables, and power and energy contribute to our place in the market and potential.

 

  1. What indicators do you look towards when preparing for the future of the hydrocarbons industry?

 

Drew: To start, you must understand the respective companies that you wish to pursue. This includes the players at these companies and understanding their visions and long-term plans. Pay attention to their press releases. Have meetings with them and stay engaged. We have to pay attention to the drilling rig counts per basin in conjunction with the environmental and political climates around the world. Bissett also gave me great advice when he said, “Seek first to understand; then, be understood.”

Gil: I agree with understanding the companies you’re interested in. A lot of it is intel from our clients directly. Also, by looking at or listening to their quarterly earnings reports to see where they’re heading and where they are spending money. What aspect are they looking at? This matters because in the hydrocarbon space, it’s not just oil and gas anymore. We’re looking at renewables. We’re looking at CO2 and hydrogen. A lot of our traditional clients are making that turn, and we are well suited to assist them in all aspects of the emerging energy market.

 

  1. Atwell employees are currently participating in the company’s annual NFL Pick’em Pool to predict which football teams will come out on top this season. What college and professional football teams are you rooting for this fall?

 

Gil: I’m rooting for LSU (Geaux Tigers!) and the Saints. Will the Saints make it to the Super Bowl? I doubt it. We’ll see, but I doubt it.

 

  1. What’s one piece of advice you’d offer to someone interested in advancing their career in hydrocarbons?

 

Drew: Be consistent. Stay engaged and have a full understanding of the industry. If you don’t know, seek the answers that will lead to a successful outcome for not only you, but your team.

Gil: Don’t burn any bridges. The hydrocarbons world, especially the pipeline world, is so incredibly small. When you’re a young engineer, surveyor, or designer coming out of school, it seems like it’s huge and all over the world, but it’s actually very small. People continue to pop-up over time, and you’ll want those relationships in place. You never know who you’re going to be working for, or working next to, tomorrow.

News and Insights

How Atwell can help you obtain a Letter of Map Revision (LOMR) and revise flood hazard boundaries on your next development project

By: Jared Gardner, PE, Senior Project Engineer, and Aaron Nichols, PE, Senior Project Engineer

You’ve found the perfect property for your next development project, but there is just one issue: it sits within a floodplain. What are your options?

That’s where we come in with our expertise in the Letter of Map Revision (LOMR) process. A LOMR is a process provided by the Federal Emergency Management Agency (FEMA) that allows for changes to be made to flood hazard maps. As senior project engineers, we’ve worked with clients on numerous projects ranging from 10 to over 600 acres – with watersheds ranging from as little as 10 acres to several square miles – to remove areas from floodplains.

With our team’s detailed research and analysis expertise, developers can see several benefits after going through the LOMR or CLOMR (Conditional Letter of Map Revision) process.

 

Benefits of a LOMR

Obtaining a LOMR can provide developers with more accurate flood hazard information, increase property value, and offer expanded development opportunities. It allows developers to make more informed decisions and can contribute to more effective and sustainable development practices in flood-prone areas. For a developer, obtaining a LOMR can offer several significant benefits, including:

  • Expanded development opportunities: If a developer’s land is in a Special Flood Hazard Area (SFHA) according to FEMA’s flood maps, it may have restrictions on development due to floodplain regulations. By obtaining a LOMR and revising the flood hazard boundaries, the developer could potentially expand their development options, allowing for more efficient and larger-scale projects.
  • Increased property value: Properties in flood-prone areas are often considered less desirable and may have lower market values. Revising flood hazard maps through a LOMR could potentially remove or reduce the flood risk designation, leading to increased property values and potentially attracting more buyers or investors.
  • Reduced insurance costs: Properties located within SFHAs typically require flood insurance, which can be costly. Revising flood hazard maps through a LOMR could result in the property no longer being designated as high-risk, thereby reducing or eliminating the need for expensive flood insurance coverage.
  • Streamlined permitting process: Projects located in flood-prone areas often require additional permitting and regulatory approvals. Revising flood hazard maps through a LOMR could streamline the permitting process by reducing the need for specific flood-related requirements, potentially saving time and resources.

 

How a LOMR helped our client reach their goal

A recent project of ours that benefited from a LOMR was Rancho Mercado in Surprise, Arizona. Rancho Mercado is a single-family residential development, and the site is characterized by desert washes, rocky soil, and native vegetation. The site was almost completely within a floodplain classified as Flood Zone A.

Flood Zone A represents areas with a 1% annual chance of flooding, also commonly referred to as the “base flood” or “100-year flood.” This means that there’s a 1 in 100 chance in any given year that a flood of a particular size will occur in this zone. This translates into a 26% chance of flooding over the life of a 30-year mortgage. Flood Zone A presents challenges because there have been no previous detailed hydraulic analyses to determine base flood elevations (BFEs). In other words, while the risk of flooding is identified, the actual water depth or flood height during a base flood event is typically not provided in these areas.

On the Rancho Mercado project, Atwell worked hand-in-hand with the developer and the local Flood Control District to determine the 1% chance of flood that impacted the site. This particular site was downstream from an unmaintained levee that was graded during World War II to protect a satellite airfield of the Luke Air Force Base. This levee created a significant obstacle as there were multiple locations where the levee had failed.

Our team at Atwell worked with the city of Surprise, the Flood Control District of Maricopa County, and FEMA to derive a plan to manage the flows upstream and downstream of the levee. Not only did this allow Rancho Mercado to develop, but by determining the drainage patterns in the area, we helped open up the door for many other developments to move forward.

Finding the right partner for the LOMR process

It’s important to note that the LOMR process involves a thorough review and analysis by FEMA, and not all requests for map revisions may be approved. Developers considering a LOMR should work closely with qualified experts, such as land use planners, engineers, and hydrologists, to assess the potential benefits and navigate the application process effectively.

If you have questions about your project, we’re always happy to chat. Here is some of our background:

Jared Gardner: Throughout my career, I have specialized in the study of hydraulics and hydrology. I’m a Certified Floodplain Manager (CFM), a licensed Professional Civil Engineer in Arizona and Texas, and I specialize in multiple modeling programs including FLO-2D, HEC-RAS 1D, and HEC-RAS 2D. In the seven years since joining Atwell, I have re-delineated more than 1,400 acres on over 20 separate projects to provide safe and protected developable land. I demonstrate professionalism, extensive knowledge in engineering and hydrology, problem-solving and decision-making skills, and the ability to clearly explain in-depth concepts and principles on every project.

Aaron Nichols: I’m a seasoned water resources engineer with experience in hydrologic and hydraulic modeling, floodplain delineations, and the design of both large and small-scale flood control structures. My hands-on experience with FEMA has given me the expertise to understand and interpret FEMA’s stringent guidelines on any project. I have successfully executed multiple projects utilizing FLO-2D, HEC-RAS 1D, and HEC-RAS 2D software, ultimately receiving approval from FEMA. As a communicator, I bridge the gap between intricate technical nuances and actionable insights.

By choosing the right professional, you can streamline the LOMR process and ensure accurate flood risk assessments for your next development project.

About the Author

Jared Gardner

Senior Project Engineer

With more than 17 years of experience in civil engineering and site development in Arizona, Jared specializes in the grading and drainage of all projects. He plays an integral part in the client, governmental and permitting agencies, utilities, and consultant coordination.

News and Insights

We want to see YOU at the career fair!

 

It’s that time of year again! School is back in session, and we are stopping at career fairs all over the country to meet the leaders of tomorrow. We’re excited to meet passionate, motivated college students and learn more about your vision for your career. Stop by any of the following schools to speak with us face-to-face:

 

9/6 – University of Texas at Austin

 

9/7 – Texas A&M

 

9/12 – Colorado School of Mines; Michigan State University

 

9/13 – Arizona State University; Purdue University

 

9/19 – Michigan Tech

 

9/21 – University of Central Florida

 

9/28 – Lawrence Tech University

 

9/29 – Florida Golf University

 

10/20 – University of Maryland

 

10/25 – University of Washington

 

11/8 – University of Washington