Engineers TV

As a member of Engineers Ireland you have access to Engineers TV, which contains presentations, technical lectures, courses and seminar recordings as well as events, awards footage and interviews.

CAO students considering engineering careers receive invaluable insights from two recently graduated engineers navigating their transition from college to professional world through real experiences spanning pharmaceutical manufacturing, quality assurance, international project work, and leadership development.

Jennifer Smith, Manufacturing Operations Engineer at AbbVie and Denis Hardi, Graduate Commissioning Engineer at H&MV share their expertise spanning manufacturing operations optimisation, quality assurance commissioning work, international project delivery from Norway to Finland, and professional society leadership, discussion covers leaving cert decision-making without knowing exact career path, four-year degree timeline for discovering preferences through internships, problem-solving as both most beautiful and most frustrating aspect of engineering, work-life balance setting boundaries whilst being compensated for extra hours, ambition progression through rotational programmes and online certificates demonstrating extra mile commitment, stereotypes not holding back women in mechanical engineering with 12 girls out of 98 increasing representation, and why attending events related to interests helps discover community curiosity before making decisions about future engineering careers.

THINGS WE SPOKE ABOUT
●    Internships shaping careers through pharmaceutical supply, precision engineering, civil engineering, material science hands-on experience discovering preferences
●    Engineering degree flexibility enables pharmaceutical, automotive, medical device, aerospace careers with curious minds shaping any industry choice
●    Networking through Engineers Ireland Young Engineers Society providing leadership opportunities professional connections across counties and internationally
●    STEM subjects important but curiosity resilience matter more than loving mathematics with problem-solving training multiple solution approaches
●    Graduate rotational programmes offer quality global roles multiple facilities whilst work-life balance requires setting boundaries with compensation

 

QUOTES
●  "Opportunities are really limitless with an engineering degree. So I think for anyone with a curious mind of a curious nature, you can kind of shape your career to be any sort of industry you want." - Jennifer Smith

●  "I'm actually based in Finland now on site working on this project, substation, electrical substation for the data centre here in Kouvola, just two hour drive from Helsinki. I was in Norway before this project for 20 weeks and just fresh in Finland at the moment trying to get this project across the line. Who knows where I'm going to be in a few months. I had a lot of internships around Ireland when I was studying but I never expected that I'll be staying in one company and then travelling around the world for a few months. It is a rich experience to say at least." - Denis Hardi

● "I think internships will really shape the way you can kind of take your career. I did an internship with a pharmaceutical manufacturing supply company, one with a precision engineering company that manufactured stainless steel components, one with a civil engineering company, and one with a wire drawing in material science environment. Those were very different. Going into a civil engineering company I was in their mechanical team but I kind of got a taste for what silverworks was like and kind of knew then what I did and didn't want to do. From those internships you kind of realise what appeals to you and what maybe you find interesting but maybe isn't for you long term. So I think getting internships while you're at university is a great way to then have a better idea of what you want to do once you finish college."  Jennifer Smith

● " Internships give you rich experience showing whatever you're studying in college might or might not be applicable to what you're going to be doing one day. First year I did combined heat and power in containers with engines producing heat and electricity for hospitals and hotels. Second year I went into on semi company in Limerick doing three months in chips where manufacturing was done in another country, they would send it back and we would do calibration, diagnostics. Then I went to Cork, to Tyndall National Institute in research and development in photonics which is basically transferring data with light so there's no copper loss of heat, pretty good for data centres. Third year co-op placement I did it in analogue devices in technical sales, part of team talking with clients trying to see if they have an issue what system are they looking for in power electronics. So it did give me idea how is it to work on site and in the lab as well." - Denis Hardi

 

TRANSCRIPTION

For your convenience here is an AI transcription

Dusty Rhodes   0:19  
Hi, there, my name is Dusty Rhodes. And you welcome to AMPLIFIED the Engineers Journal Podcast and the very first in a special mini series we're calling An Engineer Like Me. Over three episodes, we're going to be focusing on the critical transition from college to the professional world, and giving you a real world perspective. Should you be considering or you're just entering the world of engineering, we're going to be tackling essential questions about what the first month on the job truly feels like, how to bridge the gap between academic theory and industry, and why proactive involvement in societies and awards can accelerate your career. To start with, we're joined by two exceptional young engineers, Jennifer Smith, a Manufacturing Operations Engineer at AbbVie. And Denis Hardi, a Graduate Commissioning Engineer at H&MV. Hi, Jennifer and Denis, how are you?

Jennifer Smith  1:09  
Hi, Dusty. How are you getting on? How you doing? Denis, good.

Denis Hardi  1:12  
Hello from Finland.

Dusty Rhodes  1:13  
So, Dennis, let me start off then and say as one of our fresh new engineers, why are you in Finland.

Denis Hardi  1:20  
Oh, good question. Thank you very much. So yeah, I'm actually based in Finland now on site, working on this project, substation, electrical substation for the data centre here in kuwala place. So it's just two hour drive from Helsinki. So yeah, I was actually all around Europe before this so I was in Norway before this project for like 20 weeks, and just fresh in Finland at the moment and trying to get this project across the line. So who knows where I'm going to be in a few months. You know how it is.

Dusty Rhodes  1:53  
Did you expect to be saying things like, who knows where I'll be in two months time when you got into engineering?

Denis Hardi  2:00  
Definitely not, definitely not. No. Well, I had a lot of internships around Ireland when I was studying my Bachelor's race, and it was travelling around Ireland. But I've seen opportunities, you know, for renewable energy, what I studied, you know, in different countries, but I never experienced actually, that I'll be staying in one company and then travelling around the world for a few months, you know? So it is a rich experience to say at least,

Dusty Rhodes  2:27  
give me a little bit about your background and about your connection to Ireland. Did you grow up here or fill me in?

Denis Hardi  2:33  
Oh, yeah. Well, my background comes from actually, Croatia, right? I've been living there for 19 years and then moved to Island to work a bit. I did not know if I'm gonna stay there permanently or not. I say there because, as we speak, I'm in Finland, right? So yeah, I was in Waterford at the beginning, and then moved to Limerick, right? And then went back to Waterford just before I actually was sent to work abroad. So, yeah, few different places around Ireland. I was in Cork as well during my summer internship, so I explored Ireland a bit. But here we are now outside of Ireland and outside of European Union a few weeks ago. So I did not expect to be so much outside the country. I love the experience. But yeah, I suppose with the international background comes international experience,

Dusty Rhodes  3:24  
right? So Jennifer, tell us a little bit about what you do?

Jennifer Smith  3:27  
So I'm a Manufacturing Operations Engineer in AbbVie, so they're a bio pharmaceuticals company, and I'm based in their North Dublin facility at the moment. So they make, so it's an oral, solid dosage plant, so they make tablets in this facility,

Dusty Rhodes  3:43  
an oral, solid dosage. Yes, you mean a pill? So tablets? Yeah, pills and capsules. So, 

Dusty Rhodes  3:49  
Very good. Okay, I've never heard it described it like that. That's a very engineering way. It's a very engineering way of saying it. So listen, tell me what kind of problems then do you have to solve in your job?

Jennifer Smith  3:59  
So we have to, there's a lot of obviously, because it's pharmaceuticals and people are consuming it, and it's for medicinal purposes, we've to be very conscious of the quality going through the factory and make sure that we're complying with all the regulations, and when those change, that we adapt to those and then making sure that we've we optimise The processes to get the best throughput to our patients.

Dusty Rhodes  4:22  
And why did you get into that particular part of engineering? Jennifer?

Jennifer Smith  4:26  
So I internship. I did a couple of internships while I was in university. One of those was with a pharmaceutical manufacturing equipment supply company, so that was probably my favourite out of the four internships that I did. So when I was in that internship, I got exposure. So they were supplying equipment to different sites, such as AbbVie, Janssen, Pfizer, Kerry group. So I got experience on site, and I loved being in and around the pharmaceutical stratosphere. So I knew when I finished college I wanted to explore a career in the pharmaceutical industry.

Dusty Rhodes  5:00  
How does the internship work? Because Denis mentioned it. I'm going to ask him about this as well in a second. But how does that what it sounds like you're kind of given like, you know, a little taste of all these different types of engineering, and then you can choose your favourite.

Jennifer Smith  5:12  
Yeah, I think it's really important. I think internships will really shape the way you can kind of take your career. Because I did an internship with a pharmaceutical manufacturing supply company. I did one with a precision engineering company that manufactured stainless steel components. I did one with a civil engineering company, and I did one with a wire drawing in like material science environment as well. So those were very different, even, like my degree, my background is in mechanical engineering, and going into a civil engineering company, I was in their mechanical team, but I kind of got a taste for what silver works was like, and I kind of knew then what I did and didn't want to do. From those internships, you kind of realise what appeals to you and what maybe you find interesting, but maybe isn't for you long term. So I think getting internships while you're at university is a great way to then have a better idea of what you want to do once you finish college.

Dusty Rhodes  6:03  
Denis, you mentioned that you did some internships as well. How did it work for you? 

Denis Hardi  6:07  
Oh yeah, I would absolutely agree with Jennifer there on almost every point. Yeah, internships give you rich experience, right? But also example that whatever you're studying in college, right? It might or might not be applicable to what you're going to be doing one day, right? And from there, you're going to get understanding of, okay, this is something that I'm really interested in. What is this about? And can what can I apply what I learned so far? So basically, at the first year during the summer, I had basically summer internship, which actually lasted for six months, actually transferred a bit during my college period as well, because there's some still documentation that I could have been working on. So I did combine heat and power and containers with engines, you know, basically like a backup power by gas, they would produce heat and electricity and so on for hospitals, hotels and so on. So that was, you know, rich experience coming from the, you know, renewable energy and electrical engineering background in the second year that was, you know, interesting experience as well. Because then I said, okay, so that was a bit, you know, kind of high voltage systems. Let's go into the low voltage system. So I went into the on semi company, right on semi, in numeric where I was studying. I did three months, there was a three months, two and a half, three months there in like a chips, right? So basically, manufacturing was done in another country. They would send it back here, and we would do calibration, right diagnostics, and so on. So that was, you know, interesting to see, how does that work, you know, and apply a bit of mathematics into it and process improvement, as Jennifer mentioned there as well. Then from there, I went to Cork, right? So I went to Tyndall National Institute in a researcher, research and development department there in photonics. So that was then, let's say, kind of closely related to electronics, but not as much as electrical engineering, because there was photonics, right, which means basically you're transferring data with light, right? So you there's no copper kind of loss of, you know, heat and so on. So it's a bit more optimal kind of energy transition, which is pretty good for data centres and so on. So that was during my second year summer, and then third year cop placement. I did it in analogue devices, in a technical sales, right? So basically, I was part of the team which was talking with clients, and, you know, trying to see, okay, if they have an issue, what actually system are they're looking for, you know, in power, power, actually systems, electronics. So I did a bit of electronics, and I did a bit of, like, a, you know, solar panels and this combined heat and engine power. So it did give me idea, basically, how is it to work on site and in the lab as well. So here I am on site now, actually liking this

Dusty Rhodes 8:52  
Excellent and Jennifer, would you say when you were interning, you were getting very much hands on experience as well?

Jennifer Smith  8:57  
Definitely, and I think that's probably the best way to learn, to apply what you're learning in university in a real world situation, because you can hear all of these concepts on paper and do exams on them, but until you see them in practice, it will really stick. And I think they really stands to going from especially changing internship location to No, not staying with the same company, but changing, maybe every summer, to a different company, because you're going to see it from a going to see it from a different perspective, and you're going to see maybe a new approach. And I think that's great experience, then to have on your CV, going to look for a graduate job since you finished college,

Dusty Rhodes  9:32  
and it's great for you as well, because you're meeting new people and having new experiences in new places and everything. It's very exciting. 100% engineering is a huge field. I mean, it's just one word, but I mean it covers so much. I mean, Jennifer, how do you explain to people just how big engineering is? 

Jennifer Smith  9:49  
I think it's really difficult. And I think especially with mechanical engineering, when you consider my class and the different types of roles we've all come out of university, and I'm in the pharmaceutical industry, I. I know people in the automotive industry, people who are in kind of medical device industry with a mechanical engineering degree. So it's so it's so broad, and you'll have people going into aerospace like the opportunities are really limitless with an engineering degree. So I think for anyone with a curious mind and of a curious nature, you can kind of shape your career to to be any sort of industry you want, so you're not shoehorned into a specific category. So it is really great.

Dusty Rhodes 10:29  
So if somebody is listening to this at the moment and they're just facing the Leaving Cert and they're making these big, big decisions about college and stuff like that, and engineering just looks a wee bit too big, what kind of advice would you have for them?

Jennifer Smith  10:41  
Oh, man, I think, I think if you, if you're of a curious nature, and you like STEM subjects, or you like your maths and your physics and that type of genre, your chemistries, I think engineering is really good. I think it can be what you want it to be. And I think don't be afraid of knowing exactly what you want to be career wise when you're doing your leaving. So you have four or five years in your degree to work on that, to decide to get internships, to see what you do and don't like. So I think don't be afraid of it, because it's this massive, it's this massive field. But I wouldn't be afraid. I wouldn't let that put you off, and I wouldn't be afraid of that.

Dusty Rhodes 11:19  
So if you're the kind of person who gets a kick out of figuring out a problem and fixing it. Engineering is definitely something, I think. So, yes, definitely. And you never know where you're going to end up, because Dennis is in Finland. Yes, he's from Croatia. He studied in Limerick. Was it Denis?

Denis Hardi  11:34  
Yep, exactly, exactly it. I don't how to even describe it, you know, like, how did I even end up in Finland?

Dusty Rhodes 11:38  
I I heard a great phrase from somebody, and when I think about all, all of the people that I know in my career and that I have met the it's true. And the phrase is, where you start is not where you end up. It's true for everybody. So it's just stages. You start this, and then you just go on adventure after adventure after adventure. God knows where you're going to be in whatever 20 years time. So just have fun and enjoy yourself like the pair of you are at the moment. Jennifer, you mentioned STEM skills. How important are the STEM subjects at school for engineering?

Jennifer Smith  12:16  
I think from a university perspective, I think going from leaving cert to university for a mechanical engineering degree. I think definitely strong math skills are definitely important. Like in terms of modules for I didn't study chemistry in my leaving cert, but we had chemistry modules at university, but it was kind of taught in first year to a quick version of the Leaving Cert. So and I took physics, so those who studied chemistry were able to, you know, give me a hand and show me some chemistry tips and tricks. And I had physics tips and tricks that I was able to share with those who do chemistry, who might have done physics. So everybody helps each other in college. So I wouldn't let it put you off if you don't have these extra subjects.

Dusty Rhodes 12:59  
Dennis, would you agree that, you know, kind of like, STEM is important, but it's not everything.

Denis Hardi  13:05  
Yes, I would say, I would say, so, yeah, the thing is, I've been with engineers island for a while, right? And we've done this promotion in on open days and so on, in universities, in in, you know, visits to their companies, and also through this, like a young engineering societies and stuff like that, basically, right? And when you interact with young people, right, they always say, you know, I'm not really good at maths, you know, I'm not really good at physics. And I'm like, it doesn't really matter, you know, if you, you know, keep pushing right, that's, you know, you might not even need it eventually, you know, you will need it in university and so on. But later on, it's not like, Oh, if you don't really love, love maths or physics, you're not going to end up in engineering, you will. You know, there's so many like engineers around that, you know, you learn as you go, you know. And application for the math that you learned in secondary might be, you know, most likely the math that you're going to be using on sites and so on. You know, it's mostly Excel sheets, formulas and stuff like that that we are using a lot like, you know, believe it or not, you know, you don't really do calculations yourself. You just get, you know, chat GPD to do it for you. You get Excel to do it for you. You do calculations in the software that calculates things for you. You know, whether you're designing like some electrical engineering plants or something like that. It calculates, literally, okay, you need this. You need that. You need that, you know, so it's, it's more, I would say, as Jennifer mentioned, as well, it's more like a curiosity. Is what you need, right? Resilience, right? Don't give up, you know, if you fail, keep going right? And also, you know, try to see if I cannot do it one way, is there another way? Like that's why I like maths. I don't love it. I must say that I don't love math. Not my favourite physics. It's interesting because it's more kind of hands on thing, at least in my how my brain works for it. But you. Know, you don't have to love maths, but you need to see that, okay, there's multiple ways to get to the solution, right? So that's what people need to remember. You know, it's not all about, oh, if you don't love maths, engineering is not for you. Or if you don't love stem, keep going, you know, and you will learn as you go.

Dusty Rhodes 15:16  
One of my favourite interviews on this podcast was with a lady who's now a CEO of her own company. And I asked her, How did she get into engineering? And she said she saw a guy working on a bridge driving a really nice car, and she went, ooh, what does he do? That's why she got into engineering. But that's that. That's my point. Is there's all this kind of emphasis on STEM and you have to be a walking brain and numbers and all kind

Jennifer Smith  15:42  
of to agree, you have to, you know, you have to definitely have an affinity for, you know, yes, for math and for science, 

Dusty Rhodes  15:50  
But you don't have to be Einstein. 

Jennifer Smith  15:51  
No, you don't have to be Einstein. And problem solving and kind of being willing to look at a problem and think about all the different ways you could approach it, you know, not necessarily the most obvious way might necessarily be the best way. So and I think what Denis said was true as well. With you learn so much on the job and every because engineering so broad, it's hard to teach you exactly what you need to know at university, because everyone in your class is going to be going into a different role. So a lot of the training you get will be on the job, and that will really be what stands to you.

Dusty Rhodes 16:26  
Let me ask both of you. I'll start with Denis on this kind of getting away from the college side of things to getting a job, right? The one thing that I hear over and over is, there's not enough engineers. We need more engineers. We have to get more engineers into the system. Did both of you find getting a job easy? Denis,

Denis Hardi  16:47  
that's a good question. Actually, I would say easy enough. Yeah. You know, I had a few different internships, and I think that boosted kind of my LinkedIn or CV. You know, that boosted it for sure. I was also proactive in some volunteering groups, a bit of leadership experience previously, and so on. So, you know, that boosts as well. And communication. Communication is the key, you know, engineering, yeah, yeah. If you have any, you know, send me an email and I'll recommend them to the HR, no problem. You know, we need engineers in every sector. I would say, um, so as you know yourself, like I studied in Limerick, right? And Limerick was a few years ago, like one of the top five cities for the direct foreign investment, for the growth, you know, so companies were expanding, companies are still expanding. Cork, you know, for their pharmaceutical, you know, very known. And you know, Dublin for business and all other sectors, of course, you know. So, you know, the country has good kind of incentive on this taxes, right? So that's why companies are coming in. And as companies are coming in, someone needs to do things, not, not necessarily manufacture, right? But maybe design, maybe, you know, try to optimise, try to, you know, have some more sustainable approach. So there's a lot of new engineers, for example, in the last few years, even through engineers Ireland, we can see a new charter ships right charted, renewable engineer and so on.

Dusty Rhodes 18:13  
Jennifer, can I ask you the same question, then, do you find it easy getting a job? Is there lots of choice out there for you?

Jennifer Smith  18:18  
I think there's so much choice. I think with engineering Ireland, there is so many companies investing in Ireland. Ireland has, I think is at 13 of the top 15 pharmaceutical companies. So for me, there was so much choice for going into the pharmaceutical industry. But there's a lot of major medical device companies here as well, and there's loads of civil works and other industries that are throwing opportunities at engineers. So I think going to career fairs at your university is so important. I think that's a great way networking is I think the way that most people will successfully find their jobs being on LinkedIn, if you're looking there's a particular role you're looking for, maybe getting in touch with the people in the year ahead of you that might have gone into that industry. Asking them how they got their role, or who's HR in the company they're working for. Do you know, be proactive about getting your role, and then I think, you know, no job is going to fall into your lap. I think you have to. You do have to be proactive and put yourself out there. But the job, the jobs are there. Definitely, when

Dusty Rhodes  19:21  
it comes to networking, it's a big, scary world. When you're just starting out in university, or you finish up in secondary school, tell me if you agree with this. I eventually discover that networking is about people you've met, not people you know. Well, just people you've met, 

Jennifer Smith  19:35  
People you've met. You don't have to be best friends with everybody, but making sure people know you're out there, making sure people know that you're trying, that you're looking for opportunities. People are delighted to give people opportunities, because we were all starting off once too. Everybody had to start somewhere, even people who are at the very top of the food chain, who are CEOs, who are HR managers, and all the rest that everybody had to start somewhere. And everybody had. To rely on somebody else giving them a chance and giving them an opportunity, and people are delighted to give college students internships because they want to see growth and they want to hopefully see you come back to them.

Dusty Rhodes  20:12  
Denis, Jennifer, I've got a tough question for you, but I'll make it easy with just asking for a yes or no answer. All right, in your experience for yourselves, Dennis, is engineering a well paid job? 

Denis Hardi  20:23  
I would say. So.

Dusty Rhodes  20:26  
Jennifer, yes,

Jennifer Smith  20:28  
I'm not complaining.

Dusty Rhodes 20:30  
The next thing I was going to ask you about was when you're transitioning from college, because college is all about theory and internships is great, you get hands on experience. But then when you're actually in a job, and all of a sudden you have a title and you've responsibility, one of the things that you have to, or give me an example of one big thing that you had to learn, like really fast in the job that you weren't expecting, Jennifer?

Jennifer Smith  20:58  
I'm trying to think, I think liaising with people, and being given, being trusted with a project, and being kind of expected, you know, being given some instruction, and then kind of been expected to go off and do it yourself. In college, you're given these very kind of predefined instructions and these predefined rules. When you get into the world of work, things can't be as set in stone as they would be in university, so that you have to be able to use your own initiative and to be able to again, problem solve, think about how you're going to complete a project, start to finish. So I think definitely the kind of flexibility that's available is very different to get used to.

Dusty Rhodes  21:37  
And Denis, for you, what did you have to learn really fast on the job that you didn't pick up in college.

Denis Hardi  21:42  
One thing that comes to my mind, actually now, is to, you know, chase people. You know, people are busy. Everyone is busy. And you're new to the rule. So, you know, Chase chase people for answers, try not to just send emails, but rather go on a call and see what is the best approach to get what you're looking for, you know, a communication in one way or another. You know,

Dusty Rhodes  22:06  
Have you had an experience, Denis, where you're starting out and you're kind of going, I can't ask that. That's a stupid question. And then you did ask the question, what happened?

Denis Hardi  22:15  
Yeah, yeah, that happens, you know, like, but I try to always, you know, it's, it is that there is a truth behind like, it's, it's always easier to ask someone who is closer to your role than you know, like, let's say manager, someone you always ask colleague or someone your similar age, or something like that. So that helps with approach, of course. Yeah.

Dusty Rhodes  22:36  
Tell me about the other side, because engineering sounds like the most amazing career in the world on the other side of it, then what's the hardest and most frustrating parts of being an engineer? Denis?

Denis Hardi  22:48  
That's a good question. I suppose sometimes the stress of you know, you want to get project across the line, for example, and it's not just you who needs to do things right? It's, there's, there's a lot of, let's say, strings in a wheel, you know, that would help to turn this wheel. So sometimes the parts won't arrive on time, you know. Sometimes, for example, with the travelling across multiple countries here in Europe, you know, there's different national regulations, there's different quality, you know. So sometimes it's not like, as you initially imagined that things would go smooth, you know. So I would say that would be the kind of the tougher thing. But, you know, with people who are from there, from that country and so on, they would exchange those experiences, yeah,

Dusty Rhodes  23:35  
cool. And for you, Jennifer, what's the hardest or most frustrating parts of engineering? I

Jennifer Smith  23:39  
I think while one of the most amazing things about engineering is problem solving, I think sometimes that's the most frustrating part as well. Is when you're looking at a problem and you're trying to figure out what the best solution is, because you'll have loads of ideas, but sometimes you'll get a little bit down the way with one, and then you'll be like, Oh, we can't do that because of this, or we can't do that because of that. So problem solving, I think, can be the most frustrating part, even though it can be the most beautiful part of engineering.

Dusty Rhodes  24:09  
Denis, would you have an example of kind of a tough project or a problem that you had to encounter and you went, whoa?

Denis Hardi  24:10  
Yeah. Well, you know, from thinking on my feet now quickly as I was working in Norway, actually, right on this project, which I cannot discuss, you know, due to NDAs and stuff like that, of course. But you know, a few things that we ran into there was just the difference, you know, how things are done in one country compared to other, you know, that's something that, you know, was frustrating. Oh, we don't do it here like that, you know. Or actually we need to do it like that, because it's per the national regulations and so on. And you know, there's few other things, you know, similar to that, because in Norway was a bit different role than what I'm doing now in Finland, you know, I am commissioning engineer in this project, and I was like an equality on the previous project. So basically, in the previous project, you really need to make sure that things are as they should be, right and are they company. Standards? Are they national standards? Are they client standards, you know? So like keeping kind of you don't want to really show, okay, this is our final product. Show it to the client. If you know, all these other criterias are not met. So, you know, that was kind of frustrating. Okay, you know, who should I ask about these informations and so on? So, just kind of ensuring that things are as they should be without having answer to it gotcha, you know, would be, you know, you're not sure, should I ask this question or not? You know, because you're not asking your colleagues, you're now going to clients and so on. So that was a bit tough, but, um, we figured it out.

Dusty Rhodes  25:36  
Jennifer, Denis, let me ask you both about the work life balance, because often, when you're thrown in on a new company, everything gets landed on your desk. Let the kid do it. What's your experience? Denis, with work life balance?

Denis Hardi  25:50  
That's a That's a good one. That's a good one that I'm not sure now, if it would be how I imagined at the beginning, you know, at the beginning I started working in the office, and it was good, you know, you'll finish up with your, you know, half, half, four or five o'clock, you know, and you're done. But when you're on site, it's a bit different. You know, there is few things are coming late to the site, a few things you need to really, you know, catch up, because we have certain deadlines and so on. You are compensated for all of that time, right? I'm happy for that, but, like, sometimes, you know, that piles up, you know. But, you know, luckily, the company has a good, you know, incentives and so on, to kind of compensate for all that kind of time invested. So I think there, there is a balance, but it's you need to be self respectful, and you need to put your some limits, you know.

Dusty Rhodes  26:39  
And the balance is almost kind of there, because, as you said, you were working in an office for a period where it was nice and regular, and then when you're actually on site, yeah, I would imagine it's all encompassing. What else are you going to do in Finland when you're two hours north of the Arctic Circle? What about for you? Jennifer, because you're kind of just north Dublin, kind of more regular scenario. What's the work life balance for you?

Jennifer Smith  27:00  
So I think because I'm in manufacturing, so I'm kind of split between being in the office and then having to go and be in and around the floor in production. There are going to be days where you're going to have to stay late and put in those extra couple of hours to get a project over the line. And that's just inherent in engineering. But again, you are rewarded, you know, appropriately for such and like, if you enjoy your job, you don't mind an extra hour or two. But I think, as Dennis said, it's very important to set boundaries sometimes, and don't, you know, make sure that you're looking after yourself, because at the end of the day, if you're burnt out and stretched too thin, you won't be able to show up at work for your regular hours alone, an hour or two extra here and there when it's needed. But I think companies are very accommodating. Like there was a, you know, there's times where I've had to stay late to get things over the line, but I'm leaving. I have so said. I've had to leave on time today because I graduate tomorrow, so I need to get back to Galway. So again, when you when you do work for them, they'll work backwards for you. So I think everybody looks after each other at work, so I wouldn't be too afraid of not having a very healthy balance.

Dusty Rhodes  28:07  
Tell me about ambition and moving up the ladder. Are there things in place in the companies that you work with where there's a process you can go through, or mentorship programmes?

Jennifer Smith  28:18  
Jennifer, so in AbbVie, I'm on a rotational programme. So every year, for the first three years, I'll rotate job position and job location. So they've got five sites in Ireland. So my first rotation is here in Dublin, in manufacturing. So I could be in a quality role. I could be in a global role. Next year, I could be in Sligo. I could be in Cork, Westport. The kind of possibilities are very varied, but they run that programme so that you can get a really broad understanding of production. And AbbVie, how different pharmaceutical lines run to allow you that kind of help to get experience dealing with people, dealing with maybe the financial aspects of budgets, dealing with timelines, dealing with production. So it's in AbbVie they really look after making sure people have a broad experience so that you can grow and professionally develop like they sent us to Chicago two weeks ago for a conference, so that all of the graduates could meet each other across operations, across the finance programme, across marketing. So in AbbVie, the opportunities for networking and for professional growth are really amazing.

Dusty Rhodes  29:22  
Denis, I'm guessing it's something similar with yourself, because you've mentioned you've been working in several different locations. Can I ask you about engineers Ireland? Because that is kind of like a support group for for engineers. How have you found or have you even found it useful?

Denis Hardi  29:37  
Yeah, absolutely. Thanks. Yes. Similar to Jennifer in relation to the, you know, progression, yes, of course, there's incentives. And, you know, I also try to do in the evenings, in my own free time, you know, just some kind of online courses, you know, that might help out eventually, you know, and that might, you know, teach me a thing or two. So it's, it's not just what company gives you. It's also like, you know, it's learning. Never stops, right? So I would also suggest for people, you know, in their early career, to give it extra mile, if possible, you know, in the evenings or something like that, and achieve some certificate. So, you know, company recognises that actually, oh, it's not just that, you know, they wrap up their work and they go home. You know, no matter if you work 11, 12, hours, you know, there's extra mile that you put in that no one asked you for right? So, but in relation to engineers Island, yeah, absolutely, I have found it useful. I've been member, actually, since 2021, so I was basically involved during the covid times because I was looking for a kind of community for engineers, and I found one through, you know, Engineers island. So basically integration, you know, as I'm Croatian as well, you know, into the, you know, Irish community for true volunteering and stuff like that. So, yeah, there's these young engineering societies, you know, where the youth kind of comes together, organises some events, and they're also part of, like, a senior committee in the region. So you get to know regional senior professionals, some of them you might be working with, but you're not even aware that they are part of this, like, a committee, which happened, which is amazing, yeah. And then there's also, like, you know, National Young engineering societies. You know where, like, you go for a Christmas party to Dublin, who you you know, you never know who you're going to meet there, right? And they're organised by young engineers. And there's young engineers coming from Galway, from Waterford, from alamel and so on. So I met, you know, brilliant engineers across, you know, the country, who I still, you know, am in touch with, just because I went to some event that engineers Island invited me to. And it gives you good leadership experience as well, if you're interested in that, you know, where I actually ended up leading those small groups, you know, organising those events and, you know, and then through Engineers Island, I found out that there's European kind of scale, you know, organisation for young engineers. So, you know, a bit more international travelling, of course.

Dusty Rhodes  31:56  
And Jennifer, how did you find Engineers Ireland was useful to you?

Jennifer Smith  31:59  
I think so. So I was a student ambassador for Engineers Ireland back when I was in second year of college, and I think that gave me the opportunity to plan events get network with those in engineers Ireland, and that gives you huge visibility. So I organised a pub quiz and talks as part of my experience as an ambassador. So those are soft skills that help you when you're looking for jobs, that you know they can see that you were organising events, that you're not shy, that you're very comfortable speaking. And that goes a long way when you're gives you something to talk about, an interview that sets you apart from maybe the rest of your peers. And that kind of again, piggybacking off what Denis said, that you don't just finish and wrap up your work and do nothing else that you're being proactive about, kind of getting involved in engineering,

Dusty Rhodes  32:49  
but it seems to be the kind of industry where you just enjoy it and you're surrounded by people who think like you and enjoy the same things as you. So it's very easy to get on with people. Let me wrap up our conversation today. I'm going to imagine that the person who's listening to our podcast and ear wigging on our conversation is going, hmm, engineering sounds good. I think I'm going to go for this. What one piece of advice would you give to somebody who's thinking positively about engineering, about getting into it?

Jennifer Smith  33:20  
I think, especially for any young girls considering a career in engineering, I wouldn't let stereotypes hold you back. There won't be a huge amount of women in the field, especially in mechanical engineering. I think there are 12 girls out of a class of 98 so we, you know, 10% give or take which is, which is small, a small cohort of female engineers. But I wouldn't let that hold you back. When you go into the world of work, there will be more, and we see the number increasing the whole time. But I wouldn't, don't be afraid to get involved and put yourself out there cool.

Dusty Rhodes  33:54  
And Denis?

Denis Hardi  33:54  
tent conference, right? That kind of innovation that there is in that kind of branch, or something like that, right? So there is, you know, if you're interested in law, if you're interested in engineering, if you're interested in any type, right? And try to find some events related to that, right? You don't have to make decision, or I need to, I need to do that because, you know, I attended so many events. No, you know, just try to see how do you feel in that community. You know, Is there things that you're curious about, because it's all about your curiosity, right? I hope that you know, everyone is curious about something in the world, right? Like I used to spend hours and hours on YouTube watching, you know, real engineering videos, and they compact all these kind of conferences, let's say, kind of presentations in such a like 510 minutes video where they explain what is inside, that kind of thing. And that's what actually, you know, got me into engineering. I even when I was younger, like I used to, you know, just get a screwdriver open that toy, you know, just to see, like, what is inside. How does it work, you know. So I would say it never stopped being curious. That's, that's my angle here,

Dusty Rhodes  34:59  
The pair of you make engineering sound very exciting, and I know from experience that it is. And lots of travel, Denis has told the NDAs, it's a huge amount of variety in there. All you need, really, is to be someone who likes solving problems, to get involved. It's fantastic. Let me thank both of you to learn more about Jennifer and Denis's work, you can check out links to their profiles and the Engineers. Ireland, Young Engineers Society in the description area of this podcast. But for now, Jennifer Smith, Manufacturing Operations Engineer at AbbVie and Denis Hardi, Graduate Commissioning Engineer at H&MV. Thank you both so much for sharing your graduate experience with us. 

Jennifer Smith  35:36  
Thanks for having us. 

Denis Hardi  35:37  
Thank you. 

Dusty Rhodes   35:37  
We hope you enjoyed hearing about these real life stories that we had for you today. If you know a student or a young engineer who would appreciate these insights, please do share this podcast with them. All they have to do is just search for Engineers Ireland, wherever they listen to podcasts, on Apple, Spotify, YouTube, wherever this episode was produced by dustpod.io, for Engineers Ireland, for advanced episodes, more information and the latest trends in infrastructure or career development advice. You'll find a wealth of resources on the website at engineersIreland.ie until next time for myself, Dusty Rhodes. Thank you for listening. 

An Engineer Like Me: Life as a Graduate Engineer

Managing billion-euro construction projects across multiple continents requires more than technical expertise—it demands strategic planning that can unite diverse teams around complex, evolving designs. 
From Formula One theme parks in Dubai's desert heat to Sweden's groundbreaking European Spallation Source research facility, construction planning specialist Enda Grimes has spent two decades mastering the art of breaking massive projects into manageable pieces. 

Now leading his own consultancy Strata, he reveals how digital rehearsals, AI-powered data analytics, and one often-overlooked foundational skill are transforming how Europe's largest construction projects come to life

THINGS WE SPOKE ABOUT
●    How breaking mega construction projects into smaller, team-owned pieces enables successful delivery.
●    Why engineering principles provide the strongest foundation for strategic time planning.
●    How using digital rehearsals BIM models can safely plan logistics before physical execution on site
●    How AI and data management are transforming construction planning
●    Why communication skills and practical site experience matter for career advancement 
●    The value of international experience and cultural adaptability in engineering career progression

GUEST DETAILS
Enda Grimes is Director and Owner of Strata, a construction planning consultancy he founded in 2016 that manages projects valued up to €2 billion. His career spans some of Europe's most complex construction projects, including serving as Head Planner for Skanska on the European Spallation Source (ESS) in Sweden—the world's largest research facility of its kind—where he developed contract programs for this state-of-the-art super-microscope facility. Previously, Enda spent over five years as Planning and Bid Manager with John Paul Construction/Absal Paul in Dublin, leading strategic technical submissions and commercial strategies. His international experience includes planning the $600M Formula One Theme Park in Dubai and the €145M Criminal Courts Complex PPP in Dublin with PJ Hegarty & Sons. Enda specialises in translating complex construction requirements into executable plans using cutting-edge planning, modelling, and visualisation technology.

Connect with Enda:
https://www.linkedin.com/in/enda-grimes-86539a25/

Link to Engineers Ireland communications course:
https://www.engineersireland.ie/Professionals/CPD-Careers/CPD-training-courses-by-theme/Communications-Training-Courses/Communication-Presentation-Skills

MORE INFORMATION
Looking for ways to explore or advance a career in the field of engineering? Visit Engineers Ireland to learn more about the many programs and resources on offer. https://www.engineersireland.ie/   
Engineers Journal AMPLIFIED is produced by DustPod.io for Engineers Ireland.

QUOTES
●    "Engineering is a really good base for time planning, and if you can understand the technical challenges and relate that to time, you know, you get a lot of respect". - Enda Grimes
●   "It's made up of multiple project teams. If you're able to isolate each component piece to the individual project teams and let them deal with them on a project by project basis, it's a lot easier". – Enda Grimes
●    "What is a digital rehearsal? It's about building something digitally and rehearsing it and then putting it in practice in real life... the whole purpose is to plan out those works in a safe manner, to make sure that it works".  - Enda Grimes
●   "I learned that sometimes to be Irish is a good thing in international projects because we're good at talking. We're probably have a good way about us with people, and you're able to bring different cultures together". - Enda Grimes
●    "I think practical experience is really important actually. There is a shortcoming in our education process at the moment. It's too theoretical, and that connection to industry is lost." - Enda Grimes
●    "I think from a leadership perspective, or as a young graduate starting off their career, I think it's so important in today's world to talk and to communicate with your peers." - Enda Grimes


KEYWORDS
#Engineering principles, #strategic planning, #construction projects, #Formula One theme park, #European spallation source, #project execution, #time management, #digital tools, #BIM,# digital rehearsal, #communication skills, #career progression, #international experience, #practical experience, #leadership.


TRANSCRIPTION
For your convenience, here is an AI transcription:

 


Dusty Rhodes  0:02  
Hi there. My name is Dusty Rhodes, and you're welcome to AMPLIFIED the Engineers Journal podcast. 

Enda Grimes  0:07  
Again, it comes back to engineering principles. I think you know, engineering is a really good base for time planning, and if you can understand the technical challenges and relate that to time, you know, you get a lot of respect. You Steve,

Dusty Rhodes  0:24  
Today, we're meeting a professional who has spent his career at the absolute sharp end of construction, overseeing the planning and execution of some of Europe's largest and most complex capital projects, from a $600 million Formula One theme park in Dubai to the enormous European spallation source research facility in Sweden. He has led project teams where the stakes can be astronomical. He's here today to share the critical difference that strategic planning makes in these projects and how he now brings that world class experience to clients through his own firm Strata, giving them the definitive edge in construction. It's a pleasure to welcome Enda Grimes, how are you? 

Enda Grimes  1:01  
How you dusty? I'm good. Thanks for that big welcome. 

Dusty Rhodes  1:05  
Always a big welcome. Enda, can I start off by asking what got you into this wonderful little niche of the world we call engineering? I always had an interest in, I suppose, building and construction and building things. I used to love Lego as well as a kid, and something that hopefully I'm passing on to my own kids, and I suppose an understanding of how things went together. And, you know, during my teenage years in school, I would have worked, you know, with local builders and on building sites. And I suppose just that knowledge, and and that kind of passion for engineering and building, kept fruition. From there, I went to UCD to study Civil and Structural Engineering. That's where the initial passion came from. One of your first big projects, I believe, was working on the criminal courts complex in Dublin, which is on the edge of the Phoenix Park and cost one 50 million huge money. Tell me about that building, because we see that building on the news all the time. What makes that building special? 

Enda Grimes  2:02  
That project, I worked on it with my time with PJ Hegarty, who I started my graduate career with. And really, I suppose they were my first exposure into planning and the way that they approached it through my old mentor, Joe Mahoney. But back to that project, what makes it special? I think the scale number one at the time, the shape of the building. It's curved. So all the walls, all the concrete structures, are curved inside. As an engineer for me, the things I remember the massive, big roof trusses on the building, and those being lifted into position. It was a design and build project, just the features the facade. I think it's a timeless building, and that's probably something that we don't see so much these days, you know, you look at old buildings, historical buildings, they always look in place, and they always feel in place. I think that's one of the iconic buildings that we actually have in Dublin, that every time you look at it, it doesn't look old, or it doesn't look tired, it just looks like it belongs in that space. But from an engineering perspective, it was a big undertaking. I think the circular shape was a challenge, and it was very different. And then inside, you know, from a, I suppose, an architectural perspective, really high-end finishes. And one of the challenges as well, because it's a court, and you have criminals as well coming up, and you have jury people, the challenge was to keep everyone separated and to figure that out. So, look, very, very interesting project. Look, I was only, I suppose, a young planner at the time, supporting the team, but I learned a huge amount from being thrown in and observing. 

Dusty Rhodes  3:27  
Often, when you're on a big project like that, and you're young, you learn a big lesson, and usually by making a mistake and going, oh dear, I'm in trouble. Did you have one of those? 

Enda Grimes  3:38  
There was one mistake actually, I made in my time, not necessarily on that project. So as a planner, or the way that we do planning, you need to, you know, we see tower cranes around Dublin, and when you're building a project, coverage of a tower crane is very, very important, because if you can't get the materials to the building, it can have a big impact. And I think on one particular project, I mixed up the scale and the drawing when I was preparing a tender, and I put a tower crane that was too small, specified a tower crane that was too small on the project. And you know, when the guys, I think they were successful with the tender, and they went to look at the tar grain, they were there, this is what we specified. Is too short. So look just little nuggets like that, which are things that kind of stick with you. You don't, you don't try and make that same mistake twice. 

Dusty Rhodes  4:38  
But now here, when you're working on a project, you know, if it's a hot day in summer, you might touch on 24 degrees Dubai, completely different story. It's at least twice that you said it's different building in Dubai, heat is one thing. Give me example of heat. Give me example of all the things that are different. 

Describe to me another project that you worked on that we wouldn't be as familiar with, with the criminal court building, but you were in Dubai working on the Formula One theme park. Now, how did you go from Dublin to Dubai in the first place? And then tell me about the project? 

Enda Grimes  4:38  
Yeah, look, I had four really good years with PJ Hegarty's. And I guess I was still reasonably young, and I probably always wanted to do a little bit of travel and just experience the bigger world at the time. You know, there was, it was before the big global economic crash, but not too long before it. And then come back to that. So I got the opportunity, you know, there was lots of opportunities to work internationally, and one of those happened to be for a project in Dubai. And funnily enough, I interviewed with a company out there, project management company. And the project I was actually meant to go on was Tiger Wood's golf course out there, and I was there, okay, that's quite interesting. Tiger Woods is quite a good golfer, and it would be interesting to see something different. But when I arrived, it changed, and I was working on a Formula One team park, so I was there, okay, well, you know, that's not too bad either. And essentially, what it was, you know, a big theme park with lots of different rides or amusements, or whatever you want to call it, and structures. And actually, when you boil it down, the approach is quite similar. You know, when you're on any theme park, and you see all the buildings, they're really structures behind and embellished, then by the theme park rides. And probably the interesting part was seeing how that all comes together in the background the design and all the people involved in actually designing these mega amusements or attractions. And that was happening from all over the world. So the biggest learnings I had were working internationally with wider team of people. You know, we had people from America, we had people from Australia, the Middle East itself, and Irish and UK people as well. And it was probably working in a bigger environment than I had been used to, but still the same principles and the same approach applied. But then you're out in the desert as well. So it's very different. It's just a completely different experience. 

One fundamental difference as well is it's a more labor driven market, and I suppose they depend a lot on direct physical labor to complete their work. And they would have a big supply chain from in particular, India and those countries in that region. So that's very different for a start. So, whereas in Ireland or the UK or Europe, to be fair, you would have a more mechanised approach, probably a more structured approach. In the Middle East, it was a case of increasing labour numbers to get things done. I suppose one big difference, when you think from an engineer's perspective, sand beside the sea and that salty environment can have an impact on structures as well. So the way that you build foundations and you treat foundations in the ground is quite different. There's quite a big, extensive buildup. And not a waterproofing approach, but an approach to stop contaminants getting in towards the reinforcement to, you know, that can undermine that. Everything is built in concrete as well, because of the sand approach, or predominantly so it's and that's due to the labour-driven market. And then at different periods of the year, you know, they don't work on site during the day because it gets too hot. And then you have factors like, you know, it was a Muslim country, you have Ramadan, where the majority of the supply or the labour force might be fasting during certain periods of the year, which is not ideal. And then, because of the heat as well, and pouring concrete, a lot of that work is done at night, and you would have 24 hour shifts, really, and that's how they can build things a little bit faster as well. Did all of these things cause you problems, or did you just have to adjust your way of thinking? I think look, as I said at the outset, I think on these big projects, and no matter how big the project, it's still made up of a number of smaller projects. And that's always been my approach. So if you look at a Formula One team Park, and within that, there was a mega five star hotel, which was one part of it, and then, I can't remember now, but there was about 15 or 16 major attractions. But when each of those attractions are right? It's really just 15 buildings. So it's about I've always been able to compartmentalize things and break bigger things into smaller pieces. And I think when you can have that approach and mindset, that's a good starting point. I think look the foundation as an engineer of what you learn. And I think we're quite strong at that foundation in Ireland, and particularly from the contracting environment, where you have lots of different exposure, I think that still applies. But of course, you have to learn. You know, there's different methods and ways of doing things in different countries, so you have to adopt to that. But I think if you stick to your best principles and your core principles, I think you can pick things up quickly. And I think engineering is one of those disciplines and one of those, I suppose, foundation stones, that kind of crosses borders, and I think that's what makes it a really good profession. 

Dusty Rhodes  6:24  
You've mentioned foundations. This might be a silly question, because I'm not a civil engineer myself... Okay, I'm a sound engineer. That's what I tell people. In Dubai, the big difference to Ireland is that you're building on sand, and sand doesn't strike me as a particular solid surface to be building on. What was your experience of that? And how do you get around that problem? 

Enda Grimes  9:24  
For basement construction, you would have a lot of temporary retaining works to allow you to excavate. And you know, whilst they didn't work on any major high rise over there, I did observe a lot of them, and you have mega foundations, mega big pile foundations going down to the bedrock. So it's quite interesting to see that and to understand that. So I think it makes it more challenging, actually, in many ways, because it's hard to clear areas. It's hard to clear a site, whereas here in Ireland, you know, you have clay or boulder clay or whatever, in that sense, it can be a lot easier to work with.

Dusty Rhodes  10:22  
You would have been there kind of mid noughties, would you?

Enda Grimes  10:26  
2005/2006 just right before the crash?

Dusty Rhodes  10:30  
All right, so around, that was my first trip to Dubai as well. And I remember they were building the Burj Khalifa. Were they doing that? When you were there, 

Enda Grimes  10:35  
they were as well, yeah. 

Dusty Rhodes  10:36  
You must have heard an amazing story about putting that building together.

Enda Grimes  10:40  
Not so much in the sense that there was so much things happening in Dubai at the time that look, wherever you looked, you know, there was just things happening. I think what stood out, and the thing that always I remember from Dubai, and I've been back there since, is when you fly into the airport and it's a cloudy day, and you just see all these buildings sticking up out of the sky. And it's quite daunting, to be honest, that's one of those buildings, those iconic buildings, when it's been built, that you're just going, what the hell I know? And it's quite different. If anyone that has flown into New York or wherever you're quite remote. You know, when you're on the airplane in Dubai, you're nearly just in town, yeah, yeah, absolutely, to be honest, there's not anything that really stands out, because there was so much happening. Like, everywhere you looked there was at the same point. There was the Palm Jumeirah. Are, you know, are those structures being built And the world?

Dusty Rhodes  11:29  
They were building the world at the same time.

Enda Grimes  11:32  
Exactly. So it was just, it was just building and construction everywhere. And whilst it was a big tower, it was just a big tower going up into the sky. It's the type of place you just lose all context of reality.

Dusty Rhodes  11:42  
To this very day, you lose context of reality. So you move from the heat of Dubai. And next big stop, I suppose, really, is Sweden, where you were working on a massive project, the ESS project. Just describe it to me, because I don't know it very well. What it is and how big is it?

Enda Grimes  12:00  
What it is is the ESS project, the European spallation source. So I suppose those that are familiar with CERN or Oak Ridge in the US, it's a big scientific research facility. And what it is is it's to test light particles, really fine light particles that you or I could never, ever see to the human eye, and why to do that? It's to test material, I suppose, compositions and new materials that will be future, used in industry and as the world evolves. What made it special? It has a 600-meter-long linear accelerator tunnel, and then that light or that ion source, travels at huge speeds, and it hits a tungsten wheel and generates radioactive material, actually as an output of that in this big target station. From there, light particles spin off in different directions. And then, I suppose the scientific community, using that and different experimental types, look at different compositions of materials. So the scientific part, I'm not going to get too much into, because I leave that to the experts. It's above our pay grade. But for I suppose, as an engineer, what was interesting about the facility, I suppose you're building an open-cut tunnel, and that was my first exposure of a really long tunnel construction. You have a massive electricity generation that's required to make the building work. So there was a big infrastructure piece. And then the target building itself, you know, was a massive concrete structure because of the by product, the radioactive nature, some of the process. It was a really big concrete structure that had to withstand, I suppose, those design criteria. And I think also at the time, it was at the time of Fukushima, and some of the disasters that happened in relation to nuclear facilities, you know, and what could happen. So the design criteria was huge. I think, you know, there was changes in terms of what it had to withstand. So that had a big imposition on the design. Was major pile foundations underneath this building. I think piled foundations of up to 1.5 to two meters in diameter. So it was really interesting to see that kind of aspect of things. And then probably the total opposite to Dubai. You're working in a colder environment, and you know, how people treat and complete concrete works in that environment as well. Was the dot locks it where you're heating concrete to pour it or putting pipes through it, you have covered tents to allow your work in, I suppose, more harsher conditions, albeit the south of Sweden, the climate wouldn't be as cold as the north of Sweden. You know, it would be still colder than Ireland.

Dusty Rhodes  14:40  
I'm thinking one word in relation to this project, and that word is precision. Am I right? 

Enda Grimes  14:46  
Yeah.

Dusty Rhodes  14:46  
It's not down to millimetres Correct. You're down to whatever a millimeter of a millimeter is, you know what I mean. Am I correct when I say that precision?

Enda Grimes  14:55  
Precision, yes, in terms of the structure and the design. Design. But you also have to contend that you're working with scientists at the same time as well. Because, you know, in a project, and that project started back in its Genie, it's, it's 10 years ago now, or more 11 years when I started working on it at the start, the scientific fit out is still ongoing to this day. You know, the thing with scientists is that they're always looking for the next thing. Their design is never frozen, you know, because they're always thinking ahead. And that can be very challenging with a construction project as well, because criteria is always changing.

Dusty Rhodes  15:28  
So were you in a situation then where the design and the construction are both happening at the same time?

Enda Grimes  15:35  
Correct. And that was the form of contract, and that's why it was such a special project. And I suppose the contract type and the arrangement of it was set up in such a way to accommodate that through collaboration. So it was a very, very unique project in that instance. And even, you know, whilst there was an overall budget for the project, the final cost was agreed in stages as the project evolved and as the design was released, which was a very different experience to what I know from here in Ireland.

Dusty Rhodes  16:04  
So with your time, there was there any kind of a major design change that had to happen?

Enda Grimes  16:09  
Yeah, I think the main one really was in relation to the target building, which was the building where it housed the tungsten wheel and the byproduct of the radioactive material gets stored there. But the design criteria in relation to it was classed as a nuclear facility, even though it wasn't a nuclear generating power plant or anything like that. And because of that, it was subject to the same criteria. And because of the disasters, or some of the natural disasters that happen around the world, the in relation to nuclear I suppose the design criteria changed. It had to withstand more loads or or more impacts and other I think it was also, you know, September 11, unfortunately, and planes flying into buildings as well. And that was another criteria that had to be adopted. What could it withstand the plane flying into it? So that all happened midstream through the project. So, you know, there was a lot of impact and a lot of challenge in trying to finalize the structural design to accommodate that.

Dusty Rhodes  17:07  
So what about you inside yourself? What did you learn and how did you improve working with this madness around you?

Enda Grimes  17:14  
I learned that sometimes to be Irish is a good thing in international projects because we're good at talking. Maybe I think, and we're probably have a good way about us with people, and you're able to bring different, I suppose, cultures together. You know, we like to talk. We like to understand what's happening with people. So I found that that's a very powerful resource, or can be a very powerful resource, if respectful and used in the right way. I think the other big learning, communication on projects. And back to my mantra, me as a time management specialist or planning engineer, once you have a sequence or a phase, or even if it's a mega project, it's about being able to communicate it in small phases and to get buy in from people in that way. And if you can find a really good way of doing that. It can really influence a project. And that's something that I really learned there as well, or embellished there. And also, again, it comes back to engineering principles. I think, you know, engineering is a really good base for time planning. And if you can understand the technical challenges and relate that to time, you know, you get a lot of respect. And if you're able to talk with knowledge about a challenge and related to time, I think it can be quite influential.

Dusty Rhodes  18:26  
I've never heard that before, and let me just repeat it back to you to make sure that I understand it correctly. Because you've spoken before about you break down projects into smaller component pieces, and you deal with each component piece at a time. And now you've just said, what you do is you get buy in from people for the individual component pieces, and that's how you move the big project along.

Enda Grimes  18:49  
You know, we had probably about 20 different buildings of different shapes and sizes. And of course, you have to have a knowledge of the bigger picture when you start, and you have to be able to understand, you know, how all the parts come together and and set out a high level phasing overview. You know, we need to do the tunnel first before we do the target station. To make the tunnel operation, we need the electrical input, and you need to have a broad understanding of that. I think engineering, you know that engineering knowledge helps that. But if you if you look at any project, you know it's not made up really, of one person running all of that. It's made up of multiple project teams. And if you're able to isolate out each component piece to the individual project teams and let them deal with them on a project by project basis. It's a lot easier than trying to get them to understand or get people to understand every aspect. But they need to understand where their piece fits in the overall puzzle. And I think people like to see that as well. They like to understand the bigger picture and then focus of the focus on the detail of their elements and. And understand how it comes together and how it impacts a project.

Dusty Rhodes  20:03  
Enda, I am dying to ask about your company, STRATA, okay, because it comes across as a very modern, forward thinking, and there's a lot of emphasis on digital with the company. Is this fair to say? Okay, what is it that you do at Strata that other firms don't

Enda Grimes  20:23  
I would say, yes, very much, digitally minded, but also the backbone is an engineering focused approach. So the principle is very much still understanding the job, understanding how it's built, understanding the engineering principles, and then using digital tools to, I suppose, communicate that and to visualize that. And how do we do that? So obviously, there's in time planning or time management or schedule management. There is bespoke software tools out in the market, and, you know, Primavera p6 ask the power project, Microsoft Project, to a lesser degree, and they're around a long time and still going very strong. And we're across all of those and very proficient in that where things have changed, even in the last three to five years. You know, is the use of data and the management of data. And how do you extract the data from these programs, like a project or a project program could have, you know, some of the bigger ones could have five to 10,000 activities or line items in it. That's a lot of information to get your head around. So it's, how do you take that data and present it in a more condensed way? So working with the likes of Power BI and data management, that's one thing. And then the other aspect as well is, you know, we connect the time plan to ad model, and we create animations and movies and productions and digital, I suppose, representations of how the building will be built and how the building will look. So I think it's a combination of taking all those facets together, it's the engineering at the core, and then transferring that approach into tools that you can communicate to people with.

Dusty Rhodes  21:57  
I'm going to show my ignorance, and this is net to be taken out by the editor. All right, but BIM, I know what it is, but do you sayB I M, or do you say BIM? BIM, I should have known that better. But anyway. All right, grant, so now we get on the question. All right, and we've had BIM for a long time, but you're saying that things have changed a lot in the last three years. And I saw a post that you did where you were talking about doing a digital rehearsal, yeah, I love that expression. And what really surprised me about the post was the amount of people in the engineering community went, Wow, that's a great idea. And it's like, have we not been doing this already? Is this a new thing?

Enda Grimes  22:31  
Look, I think it's like everything, it's slowly evolving. So look, what is a digital rehearsal? I suppose it's about building something digitally and rehearsing it and then putting it in practice in real life. And really, where does that come to the fore Look, you're using the BIM model, or the Building Information Model, which I suppose is now the predominant BIM is the predominant function now, to manage design and projects, and the output is a federated model between all disciplines, and that's the design stage, but really, where you know a lot of problems still occur is transitioning that design to the execution phase on site and in today's projects, they're hugely complex. For example, on hyper scale data centers, there's a lot of equipment that needs to be moved into position within a site, whilst there's a lot of logistical items happening around the site, be it utilities, infrastructure, and the whole purpose of a digital rehearsal is to plan out those works in a safe manner, to make sure that it works, to make sure that you have your, you know, your logistics where you're trying to, I suppose, forecast what works are ongoing in an area at the same time you're trying to move equipment into an area. And it's really then to get buy in from the project team. This is the way, or this is the approach. This is how we're planning to do it. And then you're allowing everyone the opportunity to critique that, carry out a risk assessment, to adopt it as needed. And I suppose it's very hard to do that just looking at a sheet of paper. So that's where it can be very powerful.

Dusty Rhodes  23:58  
If you look up Enda on LinkedIn, and I'll put a link in the description of this podcast. He's got a video there of digital rehearsal that they did, and it's fascinating. It's such a simple concept, which maybe years ago wasn't possible with computing. Now you see it, and you kind of go, yeah, yeah, yeah, cool. You're talking about the rehearsal. And the whole point of rehearsal is to see, well, where do things go wrong, so that you plan, so that they don't go wrong in reality. But you can't think of everything. Now, we have AI in the game, and AI is able to think of things we might not have considered, but it's also able to run 1000s of simulations with different combinations of permutations and all kinds of stuff that we would have never thought of. Is that being incorporated, at the moment, into digital rehearsals? 

Enda Grimes  24:43  
I would say, not so much into digital rehearsals, but it will come, I think, where we're really trying to work with AI within Strata is we have exposure to multiple projects and multiple data from projects and different types, and we're trying to, we're not. Into we are, we're capturing all that data internally, and we're building, I suppose, a database that's AI enabled, that is able to run predictions on different projects and different project types based on has built durations and outputs. So that's how we're, I suppose, using AI the most in terms of, you know, you have you have a big database, you have a new project coming up, you have constraints, and you're putting into our AI database. Look, can you give me all the projects that had this constraint? What was the duration, what was the risk, what occurred, and the power of that search engine, and to be able to bring up data that we can control? And I think that's the important part, it's about data that we've benchmarked and we can control and that we we rely on, and that's how we're using it, and that's really important. I think the more as we go on this journey, I think, as you said to as you alluded to the example of a digital rehearsal, there will be so many of these examples and either posted online or post it where it's going to mind at that and, yes, pick up things that we forget, and I think that's something that we all have to be open to and to see how we can use it in the best possible way.

Dusty Rhodes  26:13  
And I'd like to chat about career and leadership for people listening to the podcast today, because I think your story is fantastic. I'll do engineering. That sounds interesting. You went you worked all over the world. You worked some great companies, brilliant projects. Now you've started your own firm, and you're running the show. That's a long way up for other people who have ambition in engineering. What do you think are the kind of the skills that mattered most for you, going from site planner to running the show in the boardroom?

Enda Grimes  26:47  
Funnily enough, I was back in UCD over the last two weeks giving a lecture in planning, which was back to where I started, in a certain way, and trying to, I suppose, impair some knowledge on the students there. The big thing that stuck with me, and that, you know, I was saying with them, is communication and talking to people, and I think from a leadership perspective, or as a young graduate starting off their career, I think it's so important in today's world to talk and to communicate with your peers. I know it's much more challenging now. We have different methods of working. We have hybrid working. We have working from home. We have the use of teams and email and everything. But sometimes it can be quite frustrating to work in that like I think the office environment that I come into today or every day is so much different to when I started over 20 years ago, people are sitting at their desks with headphones on. It's just different. I could have never imagined doing that. And that's not just strata. That's many different organisations. And while people are focused on getting their work done, I think that part to communicate is lost a little bit. And I think as an engineer or construction professional, obviously you have to have the technical knowledge and the grounding that goes without saying. But as I always say to people, it's that time to talk, time to ask questions, that time to listen, in particular as well. You know, growing up and I suppose, walking around construction sites, there's so much to be learned by just stopping and watching and looking at what's going on around you, and then even the people on the ground that are executing the works. You know, as an engineer, it's so important to talk to them, it's so important to ask them questions, because they're the people that are doing the physical work. And I know there's a lot of off site production, and things are changing in that way as well. But still, you know, people installing things, they're a fountain of knowledge and expertise on on how things go together. And I think, you know, to be inquisitive, to put your hand up for things, to think outside the box as well. You know, an engineering profession opens, you know, opens up the door to many different facets of construction. And as a young engineer, whether it be in planning or site engineering, be open to do different things that are maybe outside your wheelhouse a little bit, to challenge yourself. And I think that, I suppose that approach can be, you know, very good for your career in the long term. I would also say, Well, look, we live in a much faster paced world at the moment, and people like to move fast, and particularly younger people coming into the industry, they're a little bit impatient. You can see sometimes in terms of career progression, and I would just say that, you know, it's also important to get those early years, in those early years, to put your head down, to get that experience. And then once you have that under your belt, you know, then you can start, I suppose, moving into different environments. Whereas he starts as an engineer and you want to be a project manager, after two years, you have a little bit of a road to learn, and sometimes to go slow, to go fast is good. That's probably from the perspective of just career progression, and just looking at it for. That way in terms of, I suppose some days I look around and I go, jeepers. How did we get here? You know, we have an office. We have 60 people now. We have an office in Ireland, in Dublin, our head office in London, in Stockholm and in Brazil. And look, sometimes you just don't think things just happen. But it's taking opportunities, you know, I suppose my mindset has always been not to say no to things first anyway. My wife might differ to that at home, but, but it's just to be open to opportunities and to respect people as well. I think that's really important. You know, it might be a cliche, but we do try to have a really good culture here in our organization, and we have different nationalities from all over the world working with us in strata. And look, it's about as a leader. I think, you know, people have a life in work and outside of work, and it's about being empathetic to that and actually taking an interest in that. And I think that goes a long way to it's interesting. I like people. I like meeting new people. I'm interested in what they're doing. And, you know, I suppose that's I like to see people doing well as well, and that drives me on a lot.

Dusty Rhodes  31:09  
I love everything that you're saying. And I would never have thought of communications as being kind of like a foundational skill. And, you know, I bet in universities, it's not something that they teach as part of the course for engineering. I know that engineers Ireland do, they have a communication and presentation skill thing, but that's more for, you know, to be able to communicate effectively during a project meeting or to give presentations and stuff like that. But it's back again to what you're saying. It's about it's one little thing at a time, and using that communication to get people on board and to lead people, and that's how you can make amazing things happen. Again, thinking about all the people who are listening to the podcast and they want to advance their career, and we want to learn from you, that's one foundational skill, which I think is really interesting. If you want to make an investment in your career, what would you advise people to do?

Enda Grimes  32:00  
I think practical experience is really important actually. I think you know, particularly, even if you're going through college or university, you know during the summers, to try and get that practical experience and get that knowledge. Because I do think it is a shortcoming in our education process at the moment. I think in too many ways, it's too theoretical, and that connection to industry is lost. And probably it's very easy for me to say that now after 20 years and running my own business, but when you go back, there is a disconnect with what happens in the real world and how we're taught in university. And I think,

Dusty Rhodes  32:39  
Bigger than a disconnect, I would have said,

Enda Grimes  32:41  
Look, you have to bridge that gap as a young engineer. So you have to try and get that practical experience yourself. And that's on you, I think, as well to do that. And even, you know, there's a massive skills shortage on sites at the moment, the whole thing when I was growing up, it was, you know, go be a laborer and a construction site during the summer months. That doesn't happen, I guess, so much anymore, but look, it's really important that that's where you learn a huge amount, and you learn how to navigate those situations. I think, as I said, we take on interns and we take we have a graduate program, and I think really, it's about being flexible as well. In your early career, everyone has to go through doesn't matter. Even starting out, you have to go through maybe the mundane tasks to get the stripes to move on to the next thing. And it's not to look at them as a torturous exercise. It's it's to look at them as building blocks, and they're there for a reason, to try and get people to understand the small it's all about, as you say, the small pieces, how they all come together. And it comes back to having that patience to do that. And I think the flexibility, I think, as well international travel, getting the opportunity to travel and to work internationally on different projects is a huge thing as a as a young engineer, and to be open to that, because the experiences that you get, both culturally, I think, number one and from an engineering perspective, are very different. It's just building that knowledge bank, building that repertoire, and don't be relying on emails all the time as well, I would say, is a big thing. Pick up the phone. That's another big thing. Younger people find it more difficult to communicate, and that's with AI and with everything, that's going to become more and more of a challenge. But I think if you can break that cycle, I think that's really important, if you can have that confidence to speak and to ask and to talk, I think it's really good, really powerful.

Dusty Rhodes  34:34  
I think if people are listening to this, and they take away just one thing, I think that communication thing is fantastic. I mean, you've given us so much solid advice in just a half an hour, so I'm delighted with it, that one has really stuck with me. But I suppose, as a communicator, it probably would, because that's that's my business. If you are interested in learning more about Enda's insights into strategic construction planning and innovation and managing complex projects, you can find a link to Strata's website in the show notes. I'll also throw in a link to end it directly on LinkedIn, and I'll dig out a link for that communication course that Engineers Ireland do as well. So you can look that up if you want, all in the description for you now, but for now, end of Grimes, thank you so much for joining us on the podcast. 

Enda Grimes  35:17  
Thanks, Dusty. 

Dusty Rhodes  35:19  
We hope you enjoyed our conversation today. If you do know another engineer who would appreciate insights like this, please share our podcast with them. They can find us simply by searching for Engineers Ireland. Wherever they listen to podcasts. This episode is produced by dustpod.io for Engineers Ireland, for advanced episodes, more information on the latest trends in infrastructure or career development advice, you'll find a library of information on our website at engineersireland.ie -  until next time for myself. Dusty Rhodes, thank you for listening.

AI Construction Planning Future: Enda Grimes, Director at Strata

Brendan Kearns is a Chartered Engineer and former Network Architect at Eircom, who significantly shaped Irish telecommunications infrastructure over three decades.

From Bell's accidental discovery of the telephone while trying to improve telegraph systems to Ireland's transformation from 50% manual exchanges in 1979 to today's fiber networks, Brendan reveals the engineering breakthroughs that built modern communications. His comprehensive guide traces the path from Morse code to AI and quantum computing, sharing tales of underwater cable failures that led to heat equation breakthroughs, why an undertaker invented automatic switching, and the cybersecurity challenges facing today's networks.

THINGS WE SPOKE ABOUT
●    How the telephone was accidentally invented
●    Why Ireland's telephone infrastructure was decades behind in 1979
●    The engineering challenges of laying the first transatlantic cables
●    How automatic telephone switches were invented by an undertaker
●    Why successful engineering leadership requires small collaborative teams
●    The cybersecurity threats facing modern telecom networks


GUEST DETAILS
Brendan Kearns is a Chartered Engineer and former Network Architect at Eircom, who significantly shaped Irish telecommunications infrastructure over three decades. He transitioned from an avionic technician to a Network Architect, leading critical infrastructure decisions and contributing to international standards. He is now an author, with his book "Evolution of Telecommunications" tracing the journey from Morse code to 5G, AI, and quantum computing.


Connect with Brendan:
●    Book: "
Evolution of Telecommunications" available on Amazon.ie

MORE INFORMATION
Looking for ways to explore or advance a career in the field of engineering? Visit Engineers Ireland to learn more about the many programs and resources on offer. https://www.engineersireland.ie/   

Engineers Journal AMPLIFIED is produced by DustPod.io for Engineers Ireland.

QUOTES
●   "We engineers, we're very inquisitive people. We do like to break things from time to time. That's necessary, but then you have to fix them afterwards". - Brendan Kearns
●   "Sometimes practice can come before theory. You can't wait for the theory to be written first. You gotta do things to make things happen". - Brendan Kearns
●   "The telephone was invented by Bell in 1876, but he wasn't trying to invent the phone - he was trying to improve the telegraph". - Brendan Kearns
●   "Engineering is the art of giving something flesh, in my opinion". - Brendan Kearns
●   "I always like to work on small teams, no more than four or five people, where everybody is completely engaged and where everybody is honest with what they know and don't know". - Brendan Kearns

TRANSCRIPTION
For your convenience here is an AI transcription: 

Dusty Rhodes  0:00  
 Hi there. My name is Dusty Rhodes, and you're welcome to AMPLIFIED the Engineers Journal Podcast.

Brendan Kearns  0:07  
We engineers, we're very inquisitive people. We do like to break things from time to time. That's necessary, but then you have to fix them afterwards.

Dusty Rhodes  0:19  
Today, we're meeting an originator in Irish telecommunications, the man who has helped drive transformation in the industry from the early days of ISDN to the complexities of AI and even quantum computing that we have today. As a former chartered engineer and network architect with Eircom, he's been at the forefront of critical infrastructure decisions, and his work has influenced not just here in Ireland but in international standards as well. He's here to share some of the stories from his brand new book, Evolution of Telecommunications, which is an ambitious guide to comms, from Morse code to the future of our connected world. I'm really looking forward to having a grand old chat with Brendan Kearns. How are you?

Speaker 1  1:00  
I'm good. Dusty, how are you doing today?

Dusty Rhodes  1:02  
Brendan, you've spent an awful lot of your career with Eircom, and you've been in telecommunications and phones. I kind of really wanted to start this bit by asking you about the telephone, because most people are probably listening to our podcast on a smartphone. They're everywhere. Yeah. Is it true that the telephone, way back when, was invented by accident?

Brendan Kearns  1:24  
Actually, yes, that's true, because let's put it in context. The telephone was invented by Bell in 1876. Morse code, the Morse telegraph itself was invented in 1844 by Morse. So there's a gap there, 26 years, when Bell was working on his experiments, he was trying to improve the telegraph. He wasn't trying to invent on the phone,

Dusty Rhodes  1:48  
And the telegraph is with the Morse code, so you're just doing “di - dit  - di”.

Brendan Kearns  1:52  
That's right, yeah. I would think that the telegraph really was inevitable. It had to happen somehow. Yeah. The system in France, for example, called the Chappe system, where they had about 500 towers, physical towers around France. And they were single from one to the other. And physically, I mean, with no flags and with pointers, they had the ability to get messages very quickly from one place to another. In the time of Napoleon, actually, when Napoleon was planning his invasion of England, which never happened. Of course, he asked for this system to be available at night-time, and they tried their best, but they couldn't. So it was a good system for the day. And there are many other types of systems on a telegraph, which were all superseded by Morse code.

Dusty Rhodes  2:39  
So Morse code was the currency of the day. Di-DIT  that and all that kind of stuff. What was the accident? Then that happened that changed it from those dots and dashes into voice.

Brendan Kearns  2:48  
They were working on a system Bell and his colleague, Watson, were working on, where they would be able to send multiple messages over the same telegraph. And they're doing this by frequency modulation, so they could send one message at this frequency, a lower frequency, this apparatus had a thing like a mouth organ. Like if you open up a mouth organ, you see little reeds in there. And one day, Watson was tghtening up one of the screws on the reeds, and it slipped, and the audio signal was transferred to the next room into Bell, where he was, so he then decided that he was going to change his tactics. He'd been backed by his future father in law to do this. His Father in law thought that this was a bad idea, that nobody was gonna be interested in the phone.

Dusty Rhodes  3:41  
Who would want to talk from one distance to another when you've got dit, dit, da, da, da,

Brendan Kearns  3:45  
Exactly, yeah. And he thought modification remorse was more of a sure thing, yeah. So Bell had to, when he put in his patient application. Eventually, for the first phone, he'd make it sound like it was a telegraph. The language he used was very general. So his father wouldn't cop on what he was doing, but eventually, when he got a second phone going, then he could be honest with them, and they told him everything lined up after that.

Dusty Rhodes  4:11  
Is there any record of that first accidental communication when Watson was in one room and his assistant was in the other, and they, I can hear you, what were the magic words? Was it something profound?

Brendan Kearns  4:23  
No, actually, there were two accidents. One accident was that - the one I described, and this one was when Bell spilled some acid on his lap and said, Watson, come here, please. That was the one. Watson, please, come here. That's the famous quote for that second accident.

Dusty Rhodes  4:43  
Ain't it funny? It's just something that happens, a completely random thing and a twist and turns. The book is full of stories of radio communications, early communications, and then telecommunications, and right up to today, it's very comprehensive and fascinating. I have to say, there's some great other stories. Stories I wanted to ask you about. There was an example in the book about laying the first undersea cables between Ireland and Wales, I suppose. And there were some quite unique engineering challenges in that. What were the engineers of 200 years ago? What was the problem they were trying to fix with the cable?

Brendan Kearns  5:14  
Well, I think you're referring to the cable between Kerry and Newfoundland. 

Dusty Rhodes  5:21  
There was one before that, I believe, between Ireland and the UK. But the same problem, I think, as well with the transatlantic one.

Brendan Kearns  5:26  
Yeah, when the information was transmitted here, there was a pulse, a little pulse of electricity going through this cable. By the time it got through to the far side, it was so smeared out that it was difficult to decipher that pulse. It flattened out because of the capacitance of the transmission line under the Atlantic Ocean, 3000 kilometres long. It was delayed as well and smeared. The engineers at the time thought that if they increased the voltage, they could solve the problem. But this wasn't the case, because the guy called Lord Kelvin - temperature Kelvin scale, he was around at that time too.

Dusty Rhodes  6:09  
And that's him, is it? 

Brendan Kearns  6:13  
Yeah, yeah, he actually had a bit of a dispute with the engineer, he says, to the engineer don't increase that voltage. And he increased it, and the cable failed. For that reason, the voltage is so high, it couldn't take anymore and broke down. So what Kelvin actually discovered was the equations which governed how the pulse went through the line were related more to heat, the heat equation, and nothing got to do with electronics at all. That's how we knew for sure that was going to work if they made the insulation thicker.

Dusty Rhodes  6:46  
That's amazing. So the engineers at the time didn't know this because they'd never done it before. So that was trial by error, even though the facts are already out there in the world. Yeah.

Brendan Kearns  6:55  
Well, this happens a lot in engineering, where sometimes practice can come before theory. The biggest example might be Michael Faraday. He didn't have a very strong theoretical foundation, but he was a superb one of the greatest experimenters of all time. He was constantly watching out for these little mistakes or these little tricks. He was the guy who discovered a magnetic induction. You know, in other words, how do you create electricity? He's the first one to create alternating current. So later on, then in his life, when he saw Maxwell's equations, Maxwell's equations were James Clerk Maxwell. He was a genius. He died young, and he produced these four equations, which show you how electrical energy is transmitted through the air. When he thought he's equation, he immediately knew they were, like a summary of his whole life, these four equations. And he wept, very emotional about that.

Dusty Rhodes  7:53  
So it's something like, you know, he was learning as he went along, and developing his equations as he went along, which is interesting, because in Silicon Valley and in telecommunications today, I mean, there's a phrase, move fast and break things, and that seems to be how they learn. That's what they're doing with AI, look, just put it out there in the world, and we'll see what happens, and we'll regulate it afterwards. That kind of it exactly. And they were doing that 200 years ago when they were laying the first transatlantic cables. 

Brendan Kearns  8:17  
Yeah, they were. And if they didn't do that, it would take much longer. You know, you can't wait for the theory to get to be written first. Yeah, you gotta do things that make things happen.

Dusty Rhodes  8:27  
And write about it later. I think another good example of that is possibly the invention of the automatic telephone switch, which I believe involved a funeral director.

Brendan Kearns  8:38  
Oh, yeah, that's right, because when first the telephone was invented, you know, you needed some way to get people together, so for people to call it the first test and use was just manual, just patch cards. So this guy is called Stroger. He lived in the Midwest, in America. He was an undertaker. Actually, his competitor's wife was the operator in the local exchange. So when a call came in for, you know, looking for another taker, he wasn't gonna get that call.

Dusty Rhodes  9:11  
She put it through to her own husband? 

Brendan Kearns  9:15  
Yeah, I can't even imagine what his thought process was, but he put a small model together of an automatic switch, yeah, which in a system is your rotary dial. As the rotary dial went around, you got these pulses. And the pulses actually, they move a sound in a certain sequence, yeah, yeah, tick, tick, tick.

Dusty Rhodes  9:38  
Yeah, yeah, tick, tick, tick, you know the Yeah, that's what the clicking sound was. Yes, yes, wow, that's amazing. I'm learning so much!

Brendan Kearns  9:44  
So the very first automatic switch, 1891 I think

Dusty Rhodes  9:48  
I was about to ask you that, because 1891 then you fast forward 90 years, all right, to Ireland in 1979 shortly before, I think. You might have been just getting involved there at that stage, but anyway in 1979 the Irish telephone system was a mess. And if I'm not mistaken, 50% of exchanges in Ireland were still manual in 1979!

Brendan Kearns  10:12  
That's right. So the government, I think, Taoiseach Jack Lynch and Minister for Telegraphs, was Albert Reynolds. They asked for this consultant to come in, and he wrote this report called The Dargan report. It recommended that he split the post and telegraph into two parts, one for post and one for telegraph.

Dusty Rhodes  10:35  
What did they call the telegraph side of I know and post was just An Post, but what was the telegraph side? Telecom Éireann. Oh, it became Telecom Éireann in the early 80s. Okay.

Brendan Kearns  10:45  
So they made a deal, Albert Reynolds. He got Ericsson and Telecom Eireann in the same room, and he told them he got this deal together to change the network so that we could get rid of these manual switches and these old technologies and replace them with digital technology, digital switches. You walk into a room where the digital switch is silent. When you walk into a room with a cross bear or with Scrounger or step by step, you know, the old technology based on relays and solenoids, everything you call was you'd hear it. You know, there's a seeking as it passes through the matrix. They did an amazing job. I think they by the time Telecom Éireann was actually formally created in 1984 they already had 30% of all the exchanges done. I mean, they were all digital. There was a good start for Telecom Éireann.

Dusty Rhodes  11:31  
That was a great start, considering the mess that was in, like in the late 80s. You know, 100,000 people just on a waiting list in Ireland, 100,000 people on a waiting list for telephone in 1979 it's 1979 It sounds crazy. When did you come into the picture then Brendan?

Brendan Kearns  11:45  
Early 90s. I joined Telecom Eireann in September 91, and at that time, almost the entire network had already been digitised, but the part from the local exchange to the customer was still analogue. So this is where ISDN came in, and GSM, actually, yeah, ISDN and GSM, that's the mobile version of ISDN. They use the same protocols, the same types of signalling. So to the engineer, they look very much alike, but of course, they're very different in reality for the customer. I was in charge of the ISDN field trial at the time, and we worked together with the marketing people to make people aware that's coming along. ISDN was more for business people, I think, than for residential users.

Dusty Rhodes  12:30  
We used it extensively in radio at the time, because we would have voice over people in the States. And the way would be done is they would do the recording. You'd listen on the telephone to make sure they got the pronunciation right. And then they would put a tape in the post and it would be FedExed. And you'd have to wait 24 or 48 hours. Then ISDN came along, which is, it is  integrated digital services network, something like that. 

Brendan Kearns  13:24 
Is it Integrated Services Digital Network? 

Dusty Rhodes  13:24  
Ah, I see, there you go. Grant, all right. But all of a sudden I had this box in my rack in the studio, and I was able to dial a number of another ISDN, somebody in the States, and he came through my speakers in full proper quality. It was amazing. We were able to do the recording there. And then that, at the time, was life-changing. And now, when I see my wife talking to her sister in Melbourne, Australia for four hours at a go with video and everything it's it's huge, how we came on with so ISDN, was, was one of your things. Were you involved in the early days of the internet as well?

Brendan Kearns  13:28  
I didn't really have much to do with the Internet. I mean, once I moved across into our consultancy division from the engineering side in about 2000, it was only then that I really discovered how important and how fair reaching this new protocol, this TCPIP protocol, was going to be as in a course one time I remember in the telephone network, each individual exchange has their own routing table. Somebody got to go in there, into that routing table to make sure that the calls can be through the network. I was very impressed with IP because it has this ability to share the roofing tables automatically from one node to another. Of course, the internet initially had been designed to survive a nuclear exchange, a think tank called the Round Corporation in America. And they asked this guy, Paul Rand, to figure out Paul was the best type of network that could survive this catastrophe. He invented packet switching really that way.

Dusty Rhodes  14:21  
So if I get this right, you're talking it's packet switching, okay, which is a digital way of routing something so like many of the other things you talked about, if you had say, say whatever, the eight or 10 computers in a network, and that was the internet, and the two middle computers were gone the packets, instead of routing the way through, the central computers would find other ways around, and it would do it automatically, and therefore you have the redundancy built in. And even if there was a nuclear war and certain servers were taken out, the internet would continue to operate.

Brendan Kearns  14:55  
Yes, this is true. That's very well said there, Dusty. If a link wasn't available, then the routing table would be automatically updated from other nodes in the network.

Dusty Rhodes  15:05  
And then keeping in that line was automatic switching and digital technology, and everything. So the internet was coming along in the early 90s. Back in that time, if you wanted to connect to the internet, you would have to have a modem in your computer called and it would be connected to your telephone line, and you would get all these squiggly noises and stuff like that as it connected. We're way ahead of that now with broadband and fibre technology and stuff like that. The rollout you were saying from the late 70s with the telephone network was the rollout of broadband in Ireland as a successful rollout.

Brendan Kearns  15:39  
It all happened very quickly, actually, because I remember in about 2000 an analogy called Ed ESL appeared, instead of making a phone call using your modems to the network, and then, you know, it was expensive because it was a time-based thing. EDL gave us the ability to connect customers, maybe, you know, fairly close to the telephone exchange, and that bypasses the telephone network all together. It was a customer just like today. This goes into a different broadband network. Ed ESL was the first of those technologies. The first VDSL came along. Ed ESL means a synchronous digital subscriber line. Then VDSL, very high speed, and then then it went all the way up until today we have fibre,

Dusty Rhodes  16:29  
Yeah, and then you got fiber to the calendars, and then fiber to the premises and all that kind of stuff like, you know. So can I ask you, as an engineer, all of these things are changing, because everything we've spoken about has changed, really in the last maybe 30 years, which in the grand scale of things is not really that long, especially when you're talking about massive, you know, infrastructure. How did you handle going from technologies that are just getting faster and faster and require a new rollout? Oh, no, we have another new rollout. Now we've got another new roll out. Did your head not, you know, fry?

Brendan Kearns  17:04  
This is one of the problems with networking, because everything, it's all about different technologies working together. If you change from one technology, one part of the network, it has it kind of implications for everywhere in the network. And that's, that's one of the reasons that testing and protocols and the standards organisations for telecoms, they're very, very important. And ISDN was nothing but a standard. I mean, at the beginning, ISDN was just something that they wrote down on paper, and then afterwards it came into reality. Same with GSM horse and these standards ensure that we have some that all operators in the world have something to work towards. We're not held up by human lots of proprietary hardware, lots of proprietary protocols. Then you could be held up to ransom by your vendor.

Dusty Rhodes  17:58  
You weren't able to move fast and break things, is that what you're telling me?

Brendan Kearns  18:03  
Yeah, when you have standards like that, you're operating to something very exact test cases to do, and they're all written down first. Yeah, yeah.

Dusty Rhodes  18:13  
Listen, let me get back to the book, because we're kind of up to the today part of the book, and you touch on subjects like cyber security, what do you think is the single biggest security problem that you see in today's large-scale telecom networks?

Brendan Kearns  18:27  
I think it's probably something like spam text, or spam calls, which are now being aided by artificial intelligence. Now it's possible for somebody to get a voice recording and use that voice recording then to make a phone call to somebody. They something like, Oh, I'm stuck here. I need some money. Please help me. Yeah, these voice recordings, they're becoming so realistic, it can be hard to know...

Dusty Rhodes  19:01  
You don't know what to believe.

Brendan Kearns  19:03  
And also, the other thing that artificial intelligence is doing, it's making it easier for the those bad actors to do this. Yeah? Because now, instead of needing hundreds agents making calls, sending text messages, they have these AI scripts which we can do the same thing.

Dusty Rhodes  19:22  
Do you think the responsibility for cybersecurity rests more with the provider or with the customer? I mean, is there anything technically that can be done on that side of things to cut down on cybersecurity?

Brendan Kearns  19:36  
Well, the operator can make sure the calling party number is correct if that was followed through, I mean, you would see a call coming in from the Far East, maybe somewhere like the Philippines or Malaysia, or somewhere, or maybe, oh, I don't know anybody there that's probably spam.

Dusty Rhodes  19:53  
Boom, not answering.

Brendan Kearns  19:57  
Yeah, they can make the numbers look like Irish numbers now. I know, but still, I think the operator has the responsibility to make sure that the number the customer sees before he asks the call is correct. We can also do similar things with spam text messages in that we can use AI to determine whether a message is probably okay or not okay, you know, just about pure pattern recognition.

Dusty Rhodes  20:23  
Yeah, yeah, yeah. That's, that's, that's good. I hadn't thought of that, yeah.

Brendan Kearns  20:26  
I mean, some people say that the operator needs to see into the message itself. You know?

Dusty Rhodes  20:30  
That's a whole privacy issue. Yeah, you're delving into some dark waters there. And I know that there has been talk recently about European Governments wanting the ability to look at WhatsApp messages, and an issue they're saying is for, you know, kind of a child protection, but that can be expanded out to any I mean, that's that's a whole other debate. Listen. Let me go back to the book. It's called the Evolution of Telecommunications. As I say, you take it from dip, da, da, right up to cybersecurity and AI and everything today. What motivated you to write this book? Brendan?

Brendan Kearns  21:08  
A number of years ago, I got this message. I was on the circulation list, and the message attachment was a PDF transcript of a talk given by the head of P & T in 1961 he gave his talk to the engineers in Dublin. And, okay, I went to this. And what amazed me was the language, the English in this it was also straightforward. All normal. I can understand what the guy was saying. Where is the jargon? Because engineers nowadays we're guilty of making things very complicated and making things not accessible for normal people. We use too much jargon, I think. And I thought to myself, My God, when they someday, when I'd like to write something simple and clear to explain, you know, what we do as engineers, because it's a bit of a barrier between us. And also, I've been a big fan of these popular science books from the 80s and 90s. Like The Selfish Gene by Richard Dawkins. And actually, my favourite book, actually, is 1984 by George Orwell, you know, again, very simple SEER language. 

Dusty Rhodes  22:23
Yeah, great book. 

Brendan Kearns  21:23
I think we're done to see from here a year and a half ago, and then I had no excuse to do this, you know.

Dusty Rhodes  22:24  
Do you think it's important? I find history and the way things came together, and the fact that history does repeat itself? So we were talking about, you know, kind of moving fast and breaking things with engineers from 200 years ago. It's still happening to this day. Do you think that sharing the knowledge and the experience you have is important for future generations of engineers?

Brendan Kearns  22:43  
 I do. I mean, in the past, there was no barrier to do work in engineering. For example, Morse himself was one of the best portrait painters in the world. He actually has, he has a painting in the Louvre in Paris. He was that good, and he was motivated when he heard his wife had died, yeah, and when she was buried before he even got the message, so he got home and found he said, There must be a faster way to exchange information. So, yeah, I hope that the book itself can inspire one or two people in this country to enter engineering and know that it's not completely about ones and zeros. I mean, the history of engineering is very interesting, and I tried to make it interesting in the book as well.

Dusty Rhodes  23:26  
I think it's great because you're looking at stories from way back when, and you're looking at engineers and the challenges that they had were facing, and how they solved them, and, you know, the hoops they had to jump through in order to fix it. So seeing that and seeing how people think is amazing, but I think it's also a book about change. And I mean, you had people working for you when you were with Eircom and Telecom Éireann, and you're dealing with constant change. Is there anything you can share just from your own experience? And I'm talking about leadership now. Okay, what kind of leadership lessons did you learn when you were working with teams and going through these big technological shifts?

Brendan Kearns  24:01  
I assembled a team to look at this new technology called IMS IP Multimedia subsidism. It was a voice over IP system for operators. I always like to work on small teams, no more than four or five people, where everybody is completely engaged and where no I would only start off a new project with some sort of a workshop. You see, how much do we know about this topic? How much do we not know about us? These workshops were like, all the ideas were put together at the beginning, and we then went on to look at the new technology, small teams, where everybody was honest with what they knew and didn't know. That's my way to do things I discovered.

Dusty Rhodes  24:52  
And did you find that working with other engineers, then there was a certain curiosity, and how can we do this kind of feeling in the air?

Brendan Kearns  25:00  
Of course, yeah, yeah. We engineers we're very inquisitive people. We say we do like to break things from time to time. That's necessary, you know, but then you have to fix them afterwards. Engineering is the art of giving something flesh, in my opinion.

Dusty Rhodes  25:16  
Brendan, can I ask you about your work experience and working your way up the ladder. All right? About change? Because there's two things I want to do. I want to talk about change within a career and then transition to something completely different, because you have done both. Okay, what do you think is an effective way for an engineer to advance their career when you're in a huge organisation like Eircom?

Brendan Kearns  25:36  
Yeah, the first thing you have to do is make a decision about what track do I want to take? Do I want to advance my career as an engineer, or do I want to go into management? For me, It was to be an engineer. I wanted to be the best engineer I could be. And I always had people available to work for me, but formally speaking, they were working for somebody else. I could do something myself. I would on my own, and if I were working on a slightly bigger project, I would also go there and get some people. So those two tracks are valid, one for pure management and the other for engineering. I would say that I know more about my own track than the other side. 

Dusty Rhodes  26:20
Do you ever regret not going into management? 

Brendan Kearns 26:20
No, I don't. Nowadays, management is far flatter than it used to be when I joined. First, I was in Telecom Éireann, the first time I was in a group, and then we had a manager there, and that group was part of a division. That division then was part of something else, a department. I think there were about 10 layers of management in Telecom Éireann at that time, and now there's only maybe four or five, because people have been given more responsibility. I think nowadays, more responsibility has fallen onto the pure engineering side.

Dusty Rhodes  26:55  
And then can I ask you, then about transitioning to a new phase where you're getting out of large, nice, safe, paid salary or whatever, and you're transitioning into a new phase of your life. You said that you left the company 18 months ago, and now you're into a whole new phase of your life. And you've completely changed. You've gone from engineer to author. How did, how did that transition come about?

Brendan Kearns  27:17  
I have always been interested in writing, you know, I was one of these people, I wanted to do something, but I never had the time to do it. So for me, the transition wasn't that hard. Actually, the problem for me was to establish a new routine. So when I was writing the book, I would come down to the office every morning as if I was going to work. That sort of helped me in the way that bit of compound interest, you know, you don't see one day another day, one day time goes by, and suddenly you have one chapter. You show the chapter to somebody, and they say, okay, not bad. Then you get courage, you know, you get the energy to move on to the next chapter, and so on, so forth. I mean, I brought the first draft of the four chapters to my Christmas party. Believe I did that, but I did. We already had some drinks, and I wrote it with a folder. I mean, I said, What do you think about this? Guys, when you're writing something this big, you have to be a little bit obsessed in today's world. I mean, today's world is for browsing and for skimming and for the internet.

Dusty Rhodes  28:16  
It's seconds, seconds of attention. Yeah.

Brendan Kearns  28:23  
It's very hard to get the focus to but I did a bit like a helping hand. I think you know that I was very, very honed in on one thing. And yeah, speak to my wife. She might say I disappeared for few months.

Dusty Rhodes  28:36  
But you got the head down and you did listen. I think your personal story is a fascinating story, but the book and the way you've written it and literally gone through the history of telecommunications from the year dot right up to today, is just amazing. If you're interested in learning more Brendan's insights into the history and future of telecoms, you can find a link to his book. It's called the Evolution of Telecommunications. You can order it super easy on amazon.ie. And I put the link in the description area of this podcast, but for now. Brendan Kearns, thank you so much for joining us.

Brendan Kearns  29:04  
Thank you, Dusty. It’s been a pleasure. 

Dusty Rhodes  29:08  
We hope you enjoyed our conversation today. If you know another engineer who would appreciate these insights, please do share this podcast with them. They can find us very simply by searching for Engineers Ireland, wherever they get their podcast. This episode is produced by dustpod.io for Engineers Ireland, for advanced episodes, more information on the latest trends in infrastructure or career development advice. You can find a wealth of resources on their website at engineers ireland.ie, until next time for myself. Dusty Rhodes, thank you for listening.

Telecommunications Past to Future: Brendan Kearns

In this episode of AMPLIFIED, Dusty Rhodes is joined by Eamon Daly, Director at Egis, to explore the realities of delivering Ireland’s most vital infrastructure. From motorways and tunnels to Luas extensions and the future of MetroLink, Eamon shares stories from over 27 years in engineering. He explains the challenges of balancing deadlines, budgets, sustainability, and resources — while also highlighting the career opportunities for the next generation of engineers. Packed with insights on leadership, mentorship, and the future of transport in Ireland, this conversation offers a rare inside look at how critical national projects are brought to life.

THINGS WE SPOKE ABOUT
● How major road and transport projects in Ireland are planned, designed, and delivered
● Lessons from major infrastructure builds — Dublin Tunnel, Jack Lynch Tunnel, Luas, and MetroLink.
● Overcoming geotechnical challenges: peat, karst, and precision bridge engineering.
● Balancing deadlines, budgets, and sustainability on mega-projects.
● The evolving planning system and how it affects delivery timelines.
● Resource challenges — why Ireland needs more engineers and international expertise.
● The value of mentorship, varied experience, and networking for career growth.
● Future-proofing skills: opportunities in transport, rail, and sustainable infrastructure.

GUEST DETAILS
Eamon Daly is a Director at Egis. Eamon has over 25 years' experience, specialising in Transportation and Traffic Engineering. Notable projects he has completed work on include Luas Finglas, N22 Baile Bhuirne to Macroom and N4 Collooney to Castlebaldwin.

In this episode of AMPLIFIED, Dusty Rhodes is joined by Eamon Daly, Director at Egis, to explore the realities of delivering Ireland’s most vital infrastructure. From motorways and tunnels to Luas extensions and the future of MetroLink, Eamon shares stories from over 27 years in engineering. He explains the challenges of balancing deadlines, budgets, sustainability, and resources — while also highlighting the career opportunities for the next generation of engineers. Packed with insights on leadership, mentorship, and the future of transport in Ireland, this conversation offers a rare inside look at how critical national projects are brought to life.


THINGS WE SPOKE ABOUT

● How major road and transport projects in Ireland are planned, designed, and delivered
● Lessons from major infrastructure builds — Dublin Tunnel, Jack Lynch Tunnel, Luas, and MetroLink.
● Overcoming geotechnical challenges: peat, karst, and precision bridge engineering.
● Balancing deadlines, budgets, and sustainability on mega-projects.
● The evolving planning system and how it affects delivery timelines.
● Resource challenges — why Ireland needs more engineers and international expertise.
● The value of mentorship, varied experience, and networking for career growth.
● Future-proofing skills: opportunities in transport, rail, and sustainable infrastructure.

 

GUEST DETAILS
Eamon Daly is a Director at Egis. Eamon has over 25 years' experience, specialising in Transportation and Traffic Engineering. Notable projects he has completed work on include Luas Finglas, N22 Baile Bhuirne to Macroom and N4 Collooney to Castlebaldwin.

MORE INFORMATION
Looking for ways to explore or advance a career in the field of engineering? Visit Engineers Ireland to learn more about the many programs and resources on offer.
https://www.engineersireland.ie/  

Engineers Journal AMPLIFIED is produced by DustPod.io for Engineers Ireland.

QUOTES

  • "Sustainability needs to come into all projects – it’s business as usual now" - Eamon Daly
  • "Good mentorship is vital. You’re going to make mistakes, but there’s always a solution and it’s never as bad as you think" - Eamon Daly
  • "Ireland has great projects and mega projects ahead – it’s a fantastic time to be a young engineer" - Eamon Daly
  • "Networking outside your organisation is always useful – we’re constantly talking to consultants, contractors and clients to see what’s coming next" - Eamon Daly
  • "I’ve always stayed involved in design because it’s something I really enjoy – even while leading and managing teams" - Eamon Daly
  • "As a capital city, Dublin needs a rail link into the city centre. MetroLink is about way more than just the airport – it’s part of an integrated transport system" - Eamon Daly

 

KEYWORDS
#Engineering #Infrastructure #Ireland #Transport #Sustainability #CivilEngineering #MetroLink #Luas #Motorways #Tunnels #Egis #EngineersIreland #CareerInEngineering #FutureOfTransport

 


TRANSCRIPTION

For your convenience, we include an automated AI transcription

Dusty Rhodes  00:02
Hi there. My name is Dusty Rhodes, and you're welcome to AMPLIFIED, The Engineers Journal podcast.

Eamon Daly  00:07
We certainly need a rail link into our city centre. That's a given for me. Metrolink, it's way more than just one link from the airport into the city centre. It's part of an integrated public transport system.

Dusty Rhodes  00:26
Delivering world class infrastructure while driving Ireland's journey towards a sustainable future. Sounds ideal, but ultimately it's a major balancing act. We're about to get the inside story on what it takes to set up and manage vital national assets, including over 1200 kilometres of motorways across the country. Joining us to fill us in is a leading expert with over 27 years of experience in the field as a director at Egis. He's at the very heart of transforming our critical national infrastructure. It's a pleasure to welcome Eamon Daly.

Eamon Daly  00:59
Hi, Dusty. It's great to be here.

Dusty Rhodes  01:01
So listen, Eamon, tell me what got you into this fantastic industry we have called engineering.

Eamon Daly  01:07
Well, as a secondary student in St Keirans College in Kilkenny, I wasn't sure what career path I wanted, so I was stronger at maths and science subjects and things that involved problem solving, which I found, you know, throughout my career is what engineering design is largely about. So I decided to put engineering down into CEO farms. I was lucky enough to study Civil Engineering in UCD, graduating in 1995 with a degree and a master's in transportation engineering in 1996.

Dusty Rhodes  01:36
And what was your very first gig?

Eamon Daly  01:38
So I started working in Kilkenny county council as a graduate engineer in the road design office under the guidance of Oliver Manion. He was a Senior Executive Engineer at the time in the County County Council. I worked on some projects such as Callan  bypass and other local projects in Kilkenny, and I stayed there for probably about two years, and then I moved on to Fingal County Council, where I worked on the design of the M1 northern motorway between the airport and Balbriggan, which I think was the last major road scheme to be detailed, designed within a local authority. And it was probably the last major scheme that was an employer detail design contract, because going forward, major schemes were all either designer, builder, PPP type contracts. And in Fingal county council, I had a great mentor in Fingal county council, in John Fitzsimons, who went on and to have a very successful career in transport infrastructure Ireland. So I joined JB Barry and partners in 1999 and this was at the start again, as I said, of the major inter urban road building program in Ireland. So historically, JB Barry and partners were a water, wastewater and civil consultancy business, but with the publication of this national road needs study and the national development plan to set out to build dual carriageways and motorways around the country, JB Barry and partners, under the guidance of Liam Prendeville And Niall McDermott, set up a transportation division. And, you know, I joined them at that point, right at the start, which I felt was a really good opportunity to get involved and to grow and have good opportunities within that company to grow. And I stayed there for about four years that I worked on some really good, great projects such as the N7 Naas road, the M3 Navan to Dunshaughlin and M11 Rathnew to Arklow and the M8 Cashel to Mitchellstown. So they're all big projects, with a lot of projects being built and brought through planning at that time,

Dusty Rhodes  03:36
I do remember that M3 right out to Dunshaughlin. I did drive through that for maybe four years. It's funny how decades later you beat the man who was a who was behind it. But I'll give you this. I love that road now. I absolutely love it anyway. Let's continue on.

Eamon Daly  03:53
I left JB Barry's for in 2003 I moved to the west of Ireland, so my girlfriend at the time is a mayo woman, and she's now my wife, but we settled in Westport, and I took up a job with with Cobalt Consulting Engineers based out of Castlebar office. And I stayed with them for four years and worked on some good projects there to the N7 Nenagh project, and I worked on the gas terminal Bell and a boy, but in 2007 I got an opportunity to rejoin JB Barry's and open up their Castlebar office. So the west of Ireland office, and we started with a project called the N 17 Tuam to Claremorris. That wasn't a great time to start up an office, because 2007 was coming into recession, but we had a small crew here for every four or five people, and we managed it through a few years. And, you know, as we came out with recession down, we started to grow the office and where, I suppose we're here to this day,

Dusty Rhodes  04:53
It's interesting, though, for anybody who is in engineering, and you're working on all these amazing projects, and then all of a sudden. It's like, oh, hang on, I'm now in charge of the regional office. I've now got people who are working for me. It's a completely different skill set to actually doing engineering. How did you handle that transition from a technical engineering role to being a leader?

Eamon Daly  05:14
Well, I think the transition was quite easy for me, because we started off with a small number of the office, and it grew from there. And look, even though I'm I'm leading people and and, you know, managing people like I've always stayed involved in the engineering design and the detail of projects. It's something I really enjoy

Dusty Rhodes  05:34
I want to get into the meat and potatoes and some of the projects that you've mentioned that you have worked on. And, of course, now today, we've got Egis, who are working on the Dublin tunnel. Jack Lynch tunnel is under their preview. The purview is another word, Lewis as well, which I believe you're directly involved with. But let's go back to Galway and the end 17, you were involved in the new road there from Gort to toe, and a ton of problems that presented you, I believe, as well.

Eamon Daly  06:02
Yeah, the N17 is a motorway scheme from the south of Galway up to to in the order about 60 kilometres long. And we were designed that in a giant venture with Arab so the contractor was a company, a PPP company, called direct route. And the contractors were Robert Sisk and Lagan. So we designed a northern half of the scheme, approximately 30 kilometres of motorway. But there were some significant challenges on that project, soft ground, so there was, there was a significant depth of peat, and that was underlined by Mars. It was soft ground up to, you know, 3014, 15 meters depth. So particularly, you might dig out the soft ground or a case it, but it wasn't, it wasn't an option with that depth. And then there was a constraint that the road had to be built by a certain time. So you can search our soft ground, but it takes a long time to settle and compact. So we came up with a solution of about two climbs of the road where we put in these circular band drains and compacted the ground quicker. Um, but look, it was, it was, it was a challenge at the time, but it's worked out really well. Another, I suppose, another thing on that project was karst as well. Here is, is for the limestone and karst rock. So we came up with a protocol to identify cars in the area. And we did come across some significant cars features, and we had to develop solutions for those, geotechnical solutions for those so it was, it was a really good project.

Dusty Rhodes  07:32
Can you give me an example of one of the solutions?

Eamon Daly  07:35
Yeah, I can. And in some cases, there were just standard details where we fill this the car treat. It was small enough in one particular solution. It was, it was quite a large hole in the ground for the simple terms, and it was near, near a bridge structure. So we actually ended up building a structure, a concrete structure, above the hole, and span the hole with foundations either side of it. So it was like a structure on a structure.

Dusty Rhodes  08:01
And was this kind of around the time where you had taken over, you were in charge of the regional office, and this was you, for the first time.

Eamon Daly  08:10
Well, it was, it was probably, it was probably a few years later, but, like, I suppose, why we have a regional office? We use our offices around the country with different people in different people in different offices, and we've different specialists and different plates. And they all, they all take part in the design, and are all part of the team.

Dusty Rhodes  08:28
That's that's good also. Now it wasn't just around the goal. You're also involved in the the N22 around the Macroom.

Eamon Daly  08:37
Yeah. So that part more recent, in the last two or three years. It's a project down in County Cork, I suppose, 22 kilometres of motorway. There was a significant number of bridges on that project, and it was well over 40 bridges and a lot of other smaller structures as well. And look, there was a lot of challenges to that project. The topography was was difficult down there, there was some large River bridges. In fact, there was, I suppose, two. Two in particular is the bow Hill River Bridge, which was 120 metre two span steel bridge. And it was a lot of constraints around the site. There was high voltage lines and poor ground conditions. So we came up with this innovative solution to push launch to bridge rather than lift the beams in place. And I think it's the, it's, I'm almost certain it's the largest one of its, of its, of its kind, in Ireland.

Dusty Rhodes  09:32
So tell me more how the push launch works.

Eamon Daly  09:36
So the push launch basically, you set up a structure beside it, basically, and you put you in simple terms, you just push the bridge in from one side over to the other. But it has to be quite precise, because it has to land on, on, on intermediate beam, intermediate beams along the way.

Dusty Rhodes  09:53
So the picture in my head, strange enough, is of ER at the TV show, and they're in the operation theatre, and they've got the big fat man. On a gurney that they brought in. They're pushing him onto the operating table. Is that what you did with the bridge?

Eamon Daly  10:04
Well, we push it in, but it's it gets very precise. Well, it is precise. It has to land on it, on intermediate peers. It has to push to the far side and land in the right sedation at the right at the right level.

Dusty Rhodes  10:18
Do you ever worry about the precision of that? Because, I mean, quite often you have to be just within millimetres, or bang on it.

Eamon Daly  10:25
Yeah, it's within millimetres. But no, look, it's measured all the time and surveyed all the time, and there's great technology

Dusty Rhodes  10:32
For at the moment, is there any particular challenge when you're doing getting things together and getting them merged up perfectly with a two span bridge, as opposed to a regular bridge.

Eamon Daly  10:44
Well, look, yeah, well, generally, generally, where we have a two span bridge, we're lifting in beams or cranes, so it's not as difficult. But with a push launch, we're pushing it from one side to the other. It is more challenging because you have to push it across through, through the intermediate piers to land on the far side on the end here, but went out to far side.

Dusty Rhodes  11:04
And where did the bridges come from?

Eamon Daly  11:07
So the bridges came from Spain. So the steel came from Spain, from Seville, actually. So they were brought up by by shift from Seville into Cork and transfer up, you know, by road, by road, yeah, and they are huge, like the depth of the beams are, I think there were 3.75 meters in depth. So you can imagine there two are huge.

Dusty Rhodes  11:30
So this is essentially the bridge is a it's a two lane road, and you're transporting it on a two lane road. Yes. How does that work?

Eamon Daly  11:40
Well, again, we your specialists, specialists transporters, who do that. And if the special equipment, and they do it overnight time and flood roads with escorts.

Dusty Rhodes  11:52
There was another bridge who you were working on the the N22 and it was, it was a bit of a record breaker as well, I believe.

Eamon Daly  11:57
Yeah. So there was, there was, there was two large, single span this time, River bridges, Belani and the Slan bridges. And, you know, initially, when we looked at those bridges, there were going to be steel bridges, but, but we developed a concrete bridge designed for those, and they were the longest single span concrete bridges constructed in Ireland at the time, I think SLR and there were, I think it was 49.9 meters long. Was the longest spa. So we didn't quite get to 50 meters, but close enough.

Dusty Rhodes  12:31
At what stage of the project did you go? We're not going steel, we're going concrete.

Eamon Daly  12:34
So again, we looked at it. We would have been involved in the tender design for the conscious of design and build. So we design for a contractor. So we do a tender design, and then we move on to, if they're successful with a tender design, we do a detailed design for them. So initially, we would have looked at the tender design stage to see if there was efficiencies, and, you know, economies of scale, to try and come up with a solution that might, might value engineer to value engineer to bridge for the contractor, basically to make it, to give them no maybe additive advantage grant.

Dusty Rhodes  13:10
So was it more a financial decision than it was a construction decision?

Eamon Daly  13:15
I look at it's a bit of both as well, like, you know, and there's, there's a different cost to steal as well. No, great. So there were areas, and there's a there's a construction element to it as well.

Dusty Rhodes  13:28
And did you ever have kind of a situation where you know you want to go one particular direction, or, even worse, you want to go one particular direction with something new, all right? And then you've got that balance of, well, we need to do it this way. And then there's the finance and everything. How do you get your idea across the line with a customer?

Eamon Daly  13:49
When we're working on design builds with big contractors, they certainly have opinions, and we have, we have also have a set of what's called works requirements that we have to comply with as well, so the employer or the client, the client would have a set of works crimes. So we've got to comply with that, and then within that, within that, we will talk to the contractor. We will value engineer solutions that will optimise the design for them.

Dusty Rhodes  14:15
We've been talking about Galway. We've been talking about cork. Let's keep on the west side of the country and the independent republic of Donegal. Have you done any work up that neck of the woods?

Eamon Daly  14:26
Yeah. So, so we're currently, we've done quite a bit of work up in Donegal over the years, but we're currently working on a significant project up in Donegal called the Donegal 10 t project. So that involve, you know, three sections of the national primary network. In Donegal. There's a section that bypasses Bally buffet, there's a section that bypasses letter Kenny, includes a new bridge over the sweaty river. And then there's a section that from Letterkenny down to Lifford again, which shines the a five in Northern Ireland. And eventually it's into in the Republic again. So that's a large project. It's a multimodal project. So it's not only a road project. It includes active travel and kind of parking share sites that allow, for, you know, transfer onto to the active travel, and for, you know, parking and bus pickups and things like that. So it's a significant project up in the north, in the north west. And Donegal is probably an area that has had, you know, maybe a lack of investment over the years. And, you know, I suppose it's peripheral to Ireland, really, and even more so with Brexit, you know, it's probably more peripheral. There's no rail lines either, and no railway in Donegal at all. So they are very much reliant, reliant on road and road infrastructure.

Dusty Rhodes  15:49
But the railway is more to do with the terrain, isn't it, than funding in Donegal?

Eamon Daly  15:54
I wouldn't think so. Historically, there's been a lot of railway networks, but they're all abandoned, disused at the moment.

Dusty Rhodes  16:03
Do you think there is an idea in the back of your head there, kind of, let's get those rail lines working again?

Eamon Daly  16:09
Well, there is, I think there's recent studies. There's an all Ireland rail study, which does talk about linking Derry down to letter county with a rail line.

Dusty Rhodes  16:17
It will be good. And it's been done before, where previously abandoned rail lines have been brought back to life, to great effect. I'd like to ask you about just the management of motorways and roadways, because you're very involved in that side of things. And now Jamie Barry is now known as Egis Ireland, and they are a multinational, big company. What kind of global experience. Are they bringing to you, from managing motorways across Europe and roads across Europe to managing roads in Ireland? What are they bringing to the game?

Eamon Daly  16:49
Yeah, I suppose back in I suppose 2018 or 2019 and as a company in JB, Barry's, suppose we're always looking what's happening next, and we could see that there was going to be a push into into public transport, and it was going to be a lot of investment in rail and light rail. And we didn't have that experience at the time, so we did a bit of looking around, a bit of digging. And eaters are a company that kind of kept coming to us today. They're operating in the Irish market since about 1994 I think. But as you said, in the operation side of things. So they manage Dublin tunnel and Jack Lange tunnel and some of the more ways around Ireland. But they also have strong rail capabilities internationally. They had a small Irish rail team actually in Ireland at the time, so we brought them on board for a TII framework, and very soon afterwards, actually, we won a contract to bring the Lewis fingerless project through from option selection through to planning stages. So that was kind of our first project. We grew our relationship with them since then, and obviously we've come, we've come part of the these group fairly recently. So you go back to your question, yeah, they have strong operational capability. Manager said that the jack Lance and Durban tunnel, and they're involved in motorway mains, said they operate part of the motorways around Ireland.

Dusty Rhodes  18:23
Have you had an opportunity to look at stuff that they've done abroad on a bigger scale that you just kind of went in your head? Good, god, that's amazing.

Eamon Daly  18:33
Obviously, I'm aware of some of the projects they're involved in. You know, for example, the Paris Metro, and they're doing a lot of work on Paris Metro, on extending those lines, which is, I suppose, but is in a good position looking at at the development of Metro link in Ireland, where we've got real benefit at the moment is that, you know, we're using their resources on, on on some of our projects. So we're currently working on the detailed design of the Adair bypass for sis Sorenson, who's our client to contractors. And again, that is a real pressurised project. Needs to be open in time for the Adair for the Ryder Cup. So there's a does that project has about, you know, 12 or 13 bridges out and need to be all designed quite quickly. So we're using Egis offices around Europe and further afield to design those bridges. So we're using designers in Serbia, Poland and Thailand design bridges for us, which is a significant benefit to us.

Dusty Rhodes  19:36
Obviously, now you're pulling into the cavalry as it were, to get there. And what happens when you are when you're on a big, big project like that, and there's a very definite deadline, projects always run late. Do you mean problems always occur? Things happen money runs out, or people get sick, or whatever it happens to be like, you know, there's always problems have to be over when you've got a hard deadline like that. How do you hand. All, all of the problems leading up to that deadline.

Eamon Daly  20:04
Well, you're right on all engineering projects. There's challenges, there's things that change. People want to do things differently a certain time. But what we have is we've a really strong management team case we bring in additional resources. We can do that now, with the wider group, it's easier for us to do that. And then there's, like, there's huge communication on the project, so we're dealing with a contractor on that. So there's, there's meetings happening every day. Scheduled meetings happen, you know, a few times a week. And we things are brought to a head really quickly, and we make decisions and we move forward.

Dusty Rhodes  20:43
Let me ask you about something you mentioned. You mentioned the Lewis, yeah, and the Metro link. And there were some very controversial comments recently from Michael O'Leary with Ryanair, which is just what he does. All right, yeah. But I thought what he said was that the Metro link out to the airport, he said, is a waste of time. And I've you know, yeah, I'm used to hearing that. But what he said was that the amount of people who go to Heathrow Airport in London is something like 15% take the tube, which goes all over London. And he's saying his point of view is that an Irish version of that will be a waste of time, because literally, you're just going down through whatever Ballymore and fingers that kind of a way, and it's only the people who live in those direct areas would actually get the benefit. Is there any sense? Or is he completely wrong? Or how do you respond?

Eamon Daly  21:34
But I'm not directly involved in the measuring project myself. I'm giving you my own personal opinion on it.

Dusty Rhodes  21:39
That's all I want. And this has nothing to do with the companies, just between Eamon and Dusty and that's it.

Eamon Daly  21:46
Absolutely so for me, I think that's a real simplified view of the thing. First of all, I think that as a capital city, we certainly need a rail link into our city centre. That's a given. I think if you look at the capital cities all around the world, they all have a rail link, and generally it's an underground Rail Link. But he gets a very simplified view. For me, it's way more than just one link from the airport into the city centre. It's part of an integrated public transport system. So what I mean by that is that Metrolink isn't just a rail. It has stations. It has linkages. So it's going to link to dark plus it's going to link to the Lewis, it's going to link to the heavy rail system, and it's going to link to bus connects. Yeah. So it's way, if people can can, and aside down in any public transport system, people need to move or jump jump trains, or jump from bus to train, or jump from Lewis to train. And this is what it will do, and it's the first line. It may continue and it may expand. But what it does do, it also. It's certainly going to help, at some point, to reach our climate targets. And I read some, and I hope I'm writing this, that by somewhere around 2050 it's going to divert three, 50 million car trips, or something like that, which is a huge number. So it's going to take significant passengers, and it's a really efficient way of travel.

Dusty Rhodes  23:10
And, you know, I'm a big believer in, if you build it, they will come. It's taken from some movie or whatever. But if it's not there, people will moan. But as soon as it's there and you've gone through all of the pain, it's like, Ah, no, sure. I'll go into town. I'll take the metro link out to the airport. And I know from myself and my friends, when you're travelling abroad, and you get there to the airport, and if there's no train, you kind of go, Ah, come on. You don't do that when you come back to Dublin, for some reason. I don't know why, but the bus connects the bus side of it was another thing that Michael was saying. He says, there's a really good bus service from Dublin Airport, and there's always, I always feel sorry when I'm when I come home to Dublin, and I'm hearing people that kind of like, Yeah, I'm going to get the bus to Galway now. And I got ugh. But the fact that you can get the bus from Dublin Airport non stop, around the M 50 and straight over to Galway is a huge improvement, and what it was years ago. And I know the bus connects are making similar kind of improvements. Can you tell me more about them? Because you're involved in them as well.

Eamon Daly  24:11
Yeah, we're involved in a couple like we've we're involved in a bus connect scheme in, actually in Galway that's currently with on commission and all for black food. But we're also involved in the bus connects projects in Dublin. So there's 12, I suppose, quality bus corridors being sustainable transport corridors, just call them being constructed in Dublin. And the first two of those bus corridors have already been tendered. So we're a part of a team with a with a contractor called call Graham's, and we've tendered the first two projects with them, so we're the preferred bidder on one of those projects. So we're hoping that was they would get over the line at some point, but if not, we'd be involved in in in one of those projects at some point in the future.

Dusty Rhodes  24:55
Let's talk about a topic that is always close to every engineers heart or. Dread planning. Lots of changes in the planning scenario. Kind of recently, we've got a renaming of the planning board. There's changes in legislation and stuff like that. It's still a it's still a difficult area.

Eamon Daly  25:14
Where do the problems arise for you? It's changed hugely over my career anyway, so when I, when I started off planning of road schemes back in the early 2000's you could take, I suppose, a road project from feasibility study right through to planning, maybe in the order or years or five years. Now it's taken, you know, 10 years or 10 years plus to get it through the system. And you know, things have changed through that period. Like the whole process is like feasibility the option selection is a good one. So we would have gone through an option selection to choose the right type of project and the right type of road and the right location for within about 12 months, and that's taken significantly longer now, and there's just different processes. So now, when we start a project, we need to justify if it's a bypass or if it's a if it's a rail line. So we have to look at, you know, the forms of transport initially, to come up with, to see if it's a bypass. And then we saw a process of looking at long list of options and shorter lists of options. And so it just takes a lot, a lot longer. There's more processes, and that's to do with the planning as well, to show that we've gone through all the processes correctly. And then there's also approvals, in terms of business case approvals, which is is getting more and more stringent, and we need to get a government approval at certain points and in the process. So one of the things you mentioned was the new Planning and Development Act was in 2024 and again, I think there was a few things for that was really to help with accelerating the planning process and the all kind of the law aims to balance kind of faster housing and infrastructure. How would it need to protect, you know, their heritage. So recently, we've kind of seen some projects go through the planning process quicker. So connects, as an example, there was a same bypass, and they've gone through without the need for all hearings. Which is a positive, is a positive, positive thing in that it's going to help, help Quicken up them. So I think there's been changes on what can all has become on commission, and really it's, it's all to do with trying to get decisions made in a more timely, more timely manner.

Dusty Rhodes  27:24
And are you feeling positive that that may happen?

Eamon Daly  27:27
I am thinking positive. Yes. I've seen, you know, as on some projects recently, we've seen there are closed and we've seen post connects. It does seem to be happening. Yeah.

Dusty Rhodes  27:35
And tell me about resources as well, because that's that's another problem in engineering that people need to get over. You're often asked to do too much with not enough.

Eamon Daly  27:43
Yeah, I think, I think resources is a huge challenge at the moment in Ireland. So we can see the national development plan. I think that the I think it's 270 5 billion to be spent between 2026 and 2035, and of that, and even a transportation is over 20 to 22 billion. We can see there's a housing crisis, huge need for housing to be built and and now all takes resources. So there's only so many resources in Ireland. We can't We can't make them. There's only so many coming out each year from the university. So we do need to use international resources and design centers, but there's also a need to bring those resources to Ireland and into the country to work here. But again, it's a bit of a vicious circle, because we bring people into the country, there's nowhere to house them. So it is, it is a challenge. But also, you know, within our practice and consulting engineers, where, you know, we're looking for, for a large number of engineers and technicians and as our other consulting engineers, but also the clients are also looking for people to manage their projects. So you've TI and local authorities and the NDA and Irish Randy are all looking for for engineers and people to manage the projects for them on their side. So yeah, it is a challenge. It's when we're trying to work through and even as a company, it's difficult.

Dusty Rhodes  29:04
It's a strange thing, because I hear that quite a lot, that we don't have enough engineers, and there's no point in asking where we're going to get them from, because we're all engineers listening and the pair of us chatting. But where, what would you say to engineers listening to our chat today. What should they be saying to their friends, or their nieces, nephews, their friends, kids, or whatever, to try and encourage them to just get into engineering, because it's such an amazing, fascinating career.

Eamon Daly  29:33
Well, I would say that there's, there's, there's variety every day, just different challenges. Every day, the projects are all different. There's a variety of different like, I'm working in transportation, but we even within transportation, there's rail, there's there's bus, there's roads as a significant variety, and then there's the whole, you know, there's, there's housing and infrastructure, that type of infrastructure. There's water, wastewater sign, again, there's a huge need to. We can't build houses without, you know, improving have a new water supply, and water treatment is the huge factor. So it's great opportunities for anyone you know, coming in or young people, I suppose, our graduates in Civil Engineering at the moment, and it's similar, like when I graduated and in 1995 from UCD was probably a great time to be graduating, because I think the class in 94 a lot of them emigrated to get work. And I think the majority of the 95 this class, when I graduated, all got employment within Ireland.

Dusty Rhodes  30:35
And they were lucky Absolutely. I often think, since I've started doing the podcast, it's kind of like you say traveling the world or whatever, but they, they used to say that if you contend bar, you can work anywhere. And I actually think that engineering is a bit like being a bar man, except the pay is way better and the hours are far more sociable. I can't see why, because you said it yourself when you started off, you said you were kind of, you were getting your experience, and you were in the big cities and all that kind of stuff, but you wanted to move to Mayo. Boom. Off you went,

Eamon Daly  31:09
Yeah, absolutely, yeah, you know. So you're following your life, yeah? And even more so now, like with hybrid working, it's, you know, oh, it's even easier again, yeah.

Dusty Rhodes  31:15
And also the fact that you're able to bring in people from from around Europe, when you have a deadline on and you're able to bring in that help, like that's what I'm just saying, is the flexibility and and everything. There's so much to it. Way more people should be getting into engineering. Listen. Let me kind of wrap up our little chat today. Another thing is very important to engineers, right across the board, is sustainability. Your point of view with sustainability? Give it to me.

Eamon Daly  31:40
Obviously, sustainability is huge. At the moment, climate is huge, so sustainability needs to come into all projects. So again, example, there's Italy was famous. We've come up with a really innovative sustainable solution, and that the majority that is going to be a grass track, which is a really sustainable design, but also in terms of other infrastructure projects. So we're not only developing road schemes, but we're looking at how to develop a more sustainable so we're really looking at, you know, for example, the cut, fill balance, so how much we should dig out and where we to place it? Can we reuse that material so there's really as little amount of waste as possible within a project. And we're also looking at sustainable ways of travel within a project. So we're building active travel elements alongside a road to allow for people you know, to have more choice and to shift from cars to cycling, bicycles or whatever it is, looks the same. It's part of what we're doing now all the time, it's really business as usual.

Dusty Rhodes  32:46
Let me ask you, if you can give a little bit of advice to people listening about moving up the chain, what would you say, from your own experience, are the most effective ways for an engineer to fast track their career in a large consultancy.

Eamon Daly  33:01
It's very good question, Dusty. So as I said, it at the moment is a really positive time that the outlook for engineers is fantastic. At the moment, there's going to be great projects and mega projects in Ireland over the next, you know, 10 to 1520, years. So there's a great experience, a great it's a great time to be a young engineer. I would suggest get as much design experience as possible. Get as much varied experience as possible. So if you're working in roles, do it for a while. Learn a bit about about rail, about railways, learn about, you know, structures. Get you know, vary your experience. But also, I suppose, with so much work on it also brings a bit of pressure and design pressure. So I think good mentorship is good that someone you can go to and talk to as young engineers, you're going to make mistakes, you're going to worry if your design, you've done is correct. And there's problems all the time in engineering, but they do get resolved. Don't be afraid to ask for help to explain your concerns, there's always a solution. It's generally not as bad as you think it is.

Dusty Rhodes  34:07
Making mistakes is almost the best way to learn. Not big mistakes now, but little mistakes. You mentioned a mentor there? Did you have a mentor yourself?

Eamon Daly  34:16
I've had lots of mentors over the years. I suppose I spent a long time in JB, very in parallel stuff we went to, really since 1999 with a short sabbatical to the west of Ireland, giant hobos. But I when I joined JB, Barry's in 1999 Liam penderville was there at the time, and he led up the transportation division. So I've worked closely with Liam since, since 1999 and he's been, he's been a great mentor to me over those years.

Dusty Rhodes  34:46
And how did he mentor you? What? What way did he improve you?

Eamon Daly  34:50
I would say, just be able to bounce things off and through the talk problems, through issues, through, I think that's, that's really it's as simple as that to see, oh, that things come up. And we talked things through and we came up with waste was awesome, or to move forward.

Dusty Rhodes  35:05
And so if Liam, I think, I think Liam was the managing director, if I'm not mistaken, that's correct. Yeah, quite often it's hard to sit down and have a coffee with your managing director just to chat out problems, but it's good to have a mentor who's maybe one or two steps above you.

Eamon Daly  35:18
Yeah, absolutely, absolutely any like, I think you'll have mentors who are our peers. You'll have mentors who are, you know, maybe your line managers, but, but also, anyone in the company can be a mentor to you. I think it think, you know, you have to be able to approach people and be able to talk soon.

Dusty Rhodes  35:32
And you don't necessarily have to go because I'm in with the internet now, there's loads of people, oh, I'm a coach and I'm a mentor, and another, you don't have to go there in that line. It's people around you that you can use.

Eamon Daly  35:42
I think it's people, people who know of know the industry, as people you can provide and as people who can you can talk to if you're an issue or a problem, or you you have a concern.

Dusty Rhodes  35:50
And then outside of your immediate environment, I'm thinking about professional networks, I suppose, like engineers Ireland or industry organizations. Have you found them to be valuable for your own career growth?

Eamon Daly  36:03
Yeah, absolutely. Like engineers aren't do do great work. They've great CPD continuing professional development, so they're constantly putting on talks or lectures. So I find them very good, and attend those regularly. We're also part of the Association of consulting engineers of Ireland, again, which, which kind of, I suppose, give advice and protect Consulting Engineers. So yeah, I find both those organizations to be, to be very helpful.

Dusty Rhodes  36:29
And they have live meetups, as they call it these days, events, as you say, where you can actually go and hold a cup of coffee or playing to Guinness or whatever, and you say hello to somebody, and how are you? Did you find that kind of conversation with people useful.

Eamon Daly  36:43
And it's like, I think, I think networking outside your organisation is always useful. And look, we as consultant engineers, or regularly talk to other Consulting Engineers, see what's happening and what's going on. And, you know, we talk from time to time with, you know, on certain projects or really large projects, about teaming up with other consultants. So it's always good to talk. We talked to contractors. Constantly, me up at them to find out what's going on from their side and what projects are coming up and what they're looking at. So we're constantly looking and chatting to them. 

Dusty Rhodes  37:11
So now you're kind of sitting high up in the operation. You've got lots of engineers who are coming up the ladder. We may have a couple of engineers listening, going, I want to move up. If you were starting your engineering career today, what areas would you focus on to future proof your skills?

Eamon Daly  37:29
And I'm a little bit biased, so I'd be saying transportation, you know, and we, you can see we spoke about the National Development Plan area and on the likes of Metro and Inc and the Lewis and the road network that needs to be improved, so I guess there's great opportunity there.

Dusty Rhodes  37:46
All right, good  stuff. Listen, Eamon. You have been an absolute genius and a joy to talk to, and you've given us so much of your time and so much great information.

Eamon Daly  38.14
Thank you very, very much.

Dusty Rhodes  38:19
If you'd like to find out more about Eamon’s work and the topics we discussed today, you'll find notes and link details in the description of this podcast. But for now, Eamon Daly, Director at Egis, thank you so much. We hope that you enjoyed our conversation today. If you know another engineer who would appreciate these insights, please do share this podcast with them. They can find us by searching for Engineers Ireland, wherever they listen to podcasts. The podcast is produced by dustpod.io for Engineers Ireland, for advanced episodes, more information on the latest trends or career development device. You can find a wealth of resources on the website at engineers ireland.ie. On the next time for myself. Dusty Rhodes, thank you for listening.


Looking for ways to explore or advance a career in the field of engineering? Visit Engineers Ireland to learn more about the many programs and resources on offer.

Motorways, Metrolink & More: Eamon Daly, Director at Egis

In this inspiring episode of Amplified: The Engineers Journal Podcast, aerospace engineer and entrepreneur Stephen Ringler, Managing Director of Space Store, shares his journey from working on NASA’s Juno mission to launching a space-themed retail and education company in the UK. Host Dusty Rhodes delves into Stephen's early fascination with space, his experiences navigating large-scale engineering projects, and the challenges of budget cuts in the space sector.


Stephen also explores the power of inclusive space education, revealing how Space Store aims to make space accessible and exciting for everyone — from schoolchildren to corporate teams. Packed with insights on testing, risk management, active listening, and keeping passion alive in a demanding industry, this episode is a must-listen for anyone interested in engineering, innovation, and the future of space exploration.

THINGS WE SPOKE ABOUT
●    Space belongs to everyone - not just scientists and engineers.
●    Testing is critical: break it until it stops breaking.
●    Communication and collaboration are essential in large-scale engineering projects.
●    Active listening leads to better engineering outcomes and more relevant solutions.
●    Drive and passion need support - from self-talk to strong mentors.
●    How space innovation directly benefits life on Earth - from MRIs to climate tech.

GUEST DETAILS
Stephen has over 20 years of experience working in the Space sector as a Pointing Precision Engineer, Programmatic Analyst, and Business Developer. With his training that began at UCLA and his vast experience and network in the Space community, his aim with Spacetime Development is to provide top-notch business development support and engineering services to high-tech companies. Stephen enjoys exploring castles and playing board games, jazz piano and drums. 


MORE INFORMATION
Looking for ways to explore or advance a career in the field of engineering? Visit Engineers Ireland to learn more about the many programs and resources on offer. https://www.engineersireland.ie/   
Engineers Journal AMPLIFIED is produced by DustPod.io for Engineers Ireland.

QUOTES
•    "Break it until it stops breaking, and then we can send it to space."
•    "The space industry belongs to everyone."
•    "We bring space to Earth - that’s what we do."
•    "Sometimes we solve problems that people don't have."
•    "If you're ultimately trying to take human beings and put them somewhere else, everything that is part of a human being needs to be thought about taking them somewhere else."
•    "If I lost either engineering or teaching, I think I would die a little on the inside."


KEYWORDS
#SpaceEngineering #STEMEducation #AerospaceInnovation #EngineeringLeadership #SpaceForEveryone #TestBreakFix #FutureOfSpace #InspiringEngineers


TRANSCRIPTION
For your convenience, we include an automated AI transcription.


Dusty Rhodes  00:01
Hi there. My name is Dusty Rhodes, and welcome to Amplified, The Engineers Journal podcast. 

Stephen Ringler  00:04
The space industry belongs to everyone. If we're ultimately trying to take human beings and put them somewhere else, everything that is part of the human being needs to be thought about taking them somewhere else. And I have to make that point that it's for everyone. 

Dusty Rhodes  00:12
What happens when a rocket engineer has a Build A Bear epiphany on a date night? We're about to find out with today's guest. It's an engineer with years of experience in aerospace engineering, working on everything from NASA's Juno mission to wrestling with the ultimate challenge, how do you make space accessible to everyone? And here's the kicker, he has actually cracked it. He's created space store, the world's first space themed retail concept, built using a team that includes NASA astronauts. Loads and loads of interesting conversations about problem solving as we chat with our guest today. It's a big welcome to Stephen Ringler, how are you? 

Stephen Ringler  00:56
Very good. Thanks so much for having me dusty. 

Dusty Rhodes  00:59
You're welcome. Listen, I have to start off and ask you, how did you I normally ask people, How did you get into engineering, but you're different. How did you get into space engineering? 

Stephen Ringler  01:08
Yeah, it's funny. There's really two reasons. The first reason is, there's a show called Star Trek The Next Generation. And I tell people, when I grow up, I'd like to still be captain Jean Luc Picard, and I'm getting close. I'm getting close. I've got the you've got the receding hairline there, yeah, got the hairline going. That would be a dream to meet him. And then secondly, my grandfather worked on the Apollo missions, and I thought that was super cool. So I was like, I gotta learn more about this.

Dusty Rhodes  01:36
Wow. So did you? Was your grandfather, like, able to share much about what he did on the Apollo missions. How was he involved?

Stephen Ringler  01:43
So what I have picked up is he worked on the logistics side. So there's quite a lot of logistics of transporting different products, etc. So that that was the side he worked on. And I believe the company, the company he worked for, was ultimately bought by Boeing. 

Dusty Rhodes  02:00
Ah, very good. So basically, you started off with life. You had the interest in engineering. You wanted to solve problems. It was in your blood with your grandfather, yeah, and you're a natural Trekkie. There you go. You had no You had no choice. 

Stephen Ringler  02:12
And you know, my parents bought me a really nice telescope when I was young, too, and that just was fascinating. I Yeah, so I was sold

Dusty Rhodes  02:21
You were done, never looking back. So listen, tell me that some of the stuff that you were actually involved in, because you're well known for being involved in NASA's Juno mission and its ultraviolet spectrograph instrument. What was your engineering role in that project? Yeah.

Stephen Ringler  02:35
So it was a really cool role. So I worked as what's called an inheritance analyst. So the ultraviolet spectrograph is an instrument that had flown on previous missions. And one of the things we do with NASA is when we're bringing on a previously flown instrument and looking at it on a new mission, we need to analyse how much heritage comes from the previous instrument, how much is new, and how's that going to affect the system? So I was brought on board to look at past instruments, the current instrument, and basically say, Yeah, this is this is good to go. So that was my role.

Dusty Rhodes  03:13
So did you have to come up with ideas for let me just double check, was this the actual same physical instrument, or were you looking at kind of version one, and you then had to go and create a version two? 

Stephen Ringler  03:27
Yeah, great, great question. So versions of instruments, like, if you ask any, anyone that works in the industry, engineers, they're never happy with what they have. They always want to make it better and better and better. And so I think this was version three or four of an instrument, and it had quite a few upgrades. And it specifically had upgrades on certain motorized parts that I had expertise in. So there's something called a stepper motor, which is a certain kind of motor that I was able to help with the analysis of and ensure that it was doing what it needed to do.

Dusty Rhodes  04:02
Okay, cool. What about NASA? Because, I mean, it's a huge organisation. I'm guessing there's a million people working for NASA or something like that. It's a lot. It's a lot, all right? And the problem with organisations like that is that they are just full of different agencies and sections and fiefdoms and little kingdoms and everybody you know, and you're trying to work across all these people and be nice to everybody, but yet some of them are really getting in your way. How do you let me ask you, what were the key challenges in that kind of like collaboration, working with a lot of different agencies, and as well as the challenges, how did you overcome them?

Stephen Ringler  04:44
Great question. So I think you're right. So if you think of any bureaucracy, any large organisation, you're going to have what we call stove piping, so people working in kind of very specific sections, and you have. To learn to work across the stove pipes to make anything work. So let's just take Juno, for example. The mission probably had somewhere around 1000 2000 people that worked on it at some point. So communication is gonna be key. And that's everywhere from the highest level setting the objectives, the science missions, all the way down to the instrumentation level where I worked, which is setting what instruments are going to go into space. So you have to just learn to be friends with everybody that you meet. So a very important piece of advice for engineers is really, always be kind like always try to make friends with everybody that you're working with, because you never know when you're going to have to work with them, and it turns out, you're going to be meeting lots of strangers on these projects, people that you haven't worked with before in order to make it progress. Because one kind of interesting fact about space missions, especially ones that go out to the outer planets, is we have very specific launch windows that we fly. So if we don't make that launch window, if we don't hit that date, we don't send the mission, or we have to wait another year or two. So hitting that deadline is very important.

Dusty Rhodes  06:05
That's a hell of a deadline. You don't normally get that that tight? Why? Why is the deadline that specific?

Stephen Ringler  06:12
It really comes down to the alignment of the planets, quite frankly. So it's where the planets are at any given time, because we use something called gravity assists to help us get a spacecraft out to the outer planets as well as to the inner planets. What that means is that a satellite, as it approaches another object, it could be Mars, it could be Earth, it could be it could be any object that we have in space, and we will fly around that object and be able to slingshot around it to get some extra speed. So that's the reason that we have to have them aligned correctly.

Dusty Rhodes  06:46
Okay, so essentially, what you're doing, you are engineering a project that is aiming for a moving target.

Stephen Ringler  06:51
Yes, everything's moving in space.

Dusty Rhodes  06:55
Wow. I'm trying to come up with an engineering equivalent of that, and all I can think of is, like you're trying to build something on a barge on a river that's moving and you need to finish it before you reach the bridge. Okay, okay, I'm not an engineer. Engineer. I always tell people, I'm a sound engineer. That seems to cover it. That's that's my excuse for getting in here.

Stephen Ringler  07:15
Sound engineering is great, too. I do that as well, and we look at frequency plots all the time on spacecraft, just like we do in sound engineering. 

Dusty Rhodes  07:23
Well, listen, tell me a little bit about this, actually, because I want to go back to the ultraviolet spectrograph instrument. I mean, what is it? Sounds exotic, but what is an ultraviolet spectrograph instrument? What does it do? And how does it work? 

Stephen Ringler  07:36
Great, great question. So there's something called the electromagnetic spectrum, which is effectively where all light passes through. And you and I and all the listeners are very familiar with a very, very small section of that spectrum, and it's called the visible spectrum, and that's what our eyes can see. Okay, that's everywhere, from the colour red all the way up to the colour blue, and everything in between. But that's just a very small section of it. It actually goes way beyond that. You've heard of radio waves, which might be how some broadcasts going. Then you've also got microwaves, what we use to heat up our food. And then you can get even into ultraviolet light. And ultraviolet light we cannot see, but we know about some of the effects right? Ultraviolet light is one of the things we try to protect ourselves from, the sun or sun sunscreen, and also, we made an instrument that can look at that specific light, and in that specific light, we're able to detect things that we couldn't see with our eyes or with the optical so That's why we have different instruments that run in ultraviolet, infrared, microwave. There's all, all sorts of different instruments.

Dusty Rhodes  08:48
So occasionally, when we see something on the news about a new galaxy has been discovered, a new star system, or something like this, or new pictures have come in from the satellites that are orbiting Earth. I mean, they look amazing. I mean, the colour is huge, and it just it looks like a piece of art. But better is that the kind of thing that has been captured by the ultraviolet spectrograph instrument.

Stephen Ringler  09:13
Ah. So the ultraviolet spectrograph instrument works in a very different way than the telescopes that you see. So the telescopes that we see like take James Webb Space Telescope, which is the new kind of biggest and brightest and awesomest telescope in space that works in the infrared, so it's a different light that we don't see. And when you get those images, it's taken just like a camera picture that we would take on our phone. So it comes in as like a square, okay, but then we can't actually see any of that light, so we have to do what's called false colouring of the information that comes in to turn it into something that you and I can see.


Dusty Rhodes  09:51
So then, if that was looking after infrared, then the ultraviolet side of things, what do you discover with your instrument?


Stephen Ringler  09:58
So the ultraviolet, um. Sensor is a scanning sensor, so it actually looks at it's a little hard to explain, but basically, instead of looking at like a square picture, it even though the focal plane is still a square, it's actually only looking at a very small slit, and then all the rest of the pixels have to do with different wavelengths in ultraviolet. So it's doing a scan of Jupiter as it goes around, and the primary thing it's looking at is what's called the Northern Lights of Jupiter. So the Northern Lights of Jupiter are just like what we have here on Earth, except they're three times the size of planet Earth. They're gigantic. And the reason that's interesting to scientists is because Jupiter has one of the biggest, strongest magnetospheres in our solar system, apart from earth, and the magnetosphere here on Earth is what protects you and I from ultraviolet rays coming in and hurting us. So it's another it's effectively a big magnet, and we're studying that with the ultraviolet spectrograph.

Dusty Rhodes  11:04
Cool. Now, before I know that, because I love all of this, I'm just a space and an aviation kind of a guy coming back to kind of a engineering aspect of that. What's the biggest professional challenge you faced?

Stephen Ringler  11:17
Okay, I'll tell you what I think the biggest professional challenge I faced. It really comes down to being sold a dream when I was a kid about we're going to send humans to Mars. We're going to go to these ice planets around Jupiter. And then when I got into the industry, and I worked for NASA, watching the budget GET CUT and CUT and CUT and CUT was incredibly painstaking, and so much so that, and I've heard it's gotten cut even more that I actually decided to up and leave where I had dreamt of working forever and to try a different model, which is here in the UK, where they do things a bit more commercially. Now, no model's perfect, whether you use kind of the government funded model, if you use a more commercial model, but that that was a really big challenge for me to see, that you have to start doing more or the same with less and less money. And that actually became to a point of diminishing return, and we're still not on Mars with humans.

Dusty Rhodes  12:21
So for you, then the solution was, right? I'm not putting up with this anymore. I am a person. I have got my own dreams and things that I want to achieve, and I've got my heart in this to a certain extent. If it's not going to work here, I'm going to make it work somewhere else. And I think what you've done is literally jumped out of the pan and into the fire, because it's one thing having a professional challenge in a big organisation, but you decided to go out and then do it on your own, on a completely different thing, and share your passion and enthusiasm for, you know, engineering and space and everything the world, by uh, setting up a space store. So tell me, tell me kind of where, because you've a great story to go with this. All right, you went from NASA to build a bear, or another way. You went from Build A Bear to starting a space store, and you did all this on a date night. Of all things, are you crazy?

Stephen Ringler  13:16
Of all things with, with my lovely wife, who we are still very happily married. No, I mean, it's I personally find looking back on it, because this was about 11 years ago when I moved from NASA to the UK, and they in the UK, they brought me on board to help set up, or not set up, but expand their space community here at a place called Harwell campus, which is a Science and Technology campus that hosts what we call the space cluster. So when I came there was like 20 ish space companies. Now there's like 100 there's quite a few people working in space. But I came over with the feeling of, you know what, I'm a little lost. To be quite honest. I had this dream to work in this one place. I did that. I loved it, but I got disappointed, so I was trying to find myself, and within the first three months, we had to go back to America for a work trip, and we were on a date, we were walking through a shopping centre, and we saw Build A Bear, and I was just like, Huh, what if we had build a rocket. Wouldn't that be cool? Wouldn't there be kids like me who maybe, know, not into stuffed animals, but more into rockets? Wouldn't that be rad? And that's where it just snowballed so. And what's funny is, I've never actually created the build a rocket part of the company, yet. I would like to someday, but it just snowballed into this thing about, well, okay, there is still people. There's young people that have the same dreams that I had when I was a kid. But how do we how do we bring that to them, and how do we bring it to them, also realistically, so they understand what they're getting into so it's not to say, stop the dream. I think we should still send people to Mars. I think that's a great dream. We should do. It, but how are we going to do it? What are the what are the obstacles? What are the challenges, like funding that gets in the way and working cross globally? How do we, how do we make these things work? And so that's that's kind of where that passion all got directed to, for space door.

Dusty Rhodes  15:14
So you're kind of thinking of kids who, like you said, you little bit of space in your blood with your your grandfather, you like watching their space shows on on TV, and you wanted to reach and just touch it and try it out and see if there's some See, this is kind of the core mission of space store, where kids, teenagers can come in and they can touch it and experience and kind of get an idea of it. How do you do this? Because, you know, you're still on earth, to give them a sense of space.

Stephen Ringler  15:43
Well, we bring space to Earth, that's what we do, and experiences is what people are looking for. When we started the company, I asked two questions to a whole bunch of people. The first question was, do you like space? Yes or no, and would you pay for an experience of space on Earth, yes or no. And it turned out that 96% of people said yes, they like space. 92% said they'd pay for an experience of space on Earth. So I thought, well, that's a pretty good market to go for. That's almost everybody. But of course, we had to pick and choose different categories to kind of start with, and the journey has really led us to doing a huge focus on the education side. So working with young people between the ages of 15 all the way up to 22 but then also you'll be, I'm sure you know, you said you're a big space enthusiast. There's a lot of adults out there that love this too. So we actually work with corporations, and we go in and provide kind of edutainment. And I think of one of my jobs in life is to try to convert people from whatever industry they're working in to come over to the space industry, even as adults.

Dusty Rhodes  16:51
So let me ask you, Steven, what actual activities then do you offer at space? Or give me examples?

Stephen Ringler  16:57
Well, we do all sorts of activities to get people interested in space. And one thing to I know we're going to talk about engineering, but I must make this point, and that is that the space industry belongs to everyone. So if you think about it, if we're ultimately trying to take human beings and put them somewhere else, everything that is part of a human being needs to be thought about taking them somewhere else. So that means we need to think about food, clothing and fashion. We need to look at architecture, we need to look at design. We need to be able to tell stories creative writing. We need to be able to tell history. So I'm mentioning subjects here that aren't engineering and math, and I have to make that point, that it's for everyone, and so that is one of the core drivers for us, is that we have activities that cover the gamut. Because, as I mentioned, 96 people, percent of people like space. Why would we want to close off our industry so that only the small five to 10% that might pursue engineering, and that's one of the problems that I discovered when I worked back at NASA. And it's not a problem of NASA, per se. It's a kind of a global problem we have in our industry that we focus so much on. You have to study math and science if you want to do this, and then we've really pigeon pigeonholed ourselves, and now a lot of people just feel very distant from the space industry. They don't know what we're doing. I remember when, and you might remember this too, when the Space Shuttle Program was retired under President Obama, I had so many people ask me, oh, so the space the space program is over, like the space program is not over. You still use Sat Nav to get to where you're going. You still use credit card machines that go through satellites, you know, like, What are you talking about? And we as an industry have had a problem of being able to keep the public engaged in what we're doing. So I want to make that point that it's not just for science and engineers, but we do activities across the whole bit

Dusty Rhodes  19:02
it's come but it's that's kind of like, you know, in engineering is like, you know, scientists and engineers build buildings, and then the other 90% of the population don't give a darn How was built, all right, but they use it. So it's the same thing in space. So what you're doing is, you're kind of showing the 90% hey, here's the kind of things that you'll be able to do, but we still need the 10% of engineers in order to kind of figure out the problems. Figure out the problems and put

Stephen Ringler  19:24
it together. And truthfully, we need more than 10% and that's part of why my my goal, and part of why I love engineers Ireland, because you guys are doing this too. You are trying to inspire more people to join the industry for that exact reason. So I do like secretly, not secretly. I want people to get into stems or steam science, technology, engineering, arts and math. I want them to do that, and we do activities along that way as well. I think one that's one that's really fun is we've partnered with another organisation here in Oxford called House of fun, and they have been doing an engineering activity Workshop. At schools using a very cool type of Lego kit. It's a Lego kit that, effectively, I know, wait for it can build over 200 different models. And when I, when I found out what they were doing and how they were doing it, I, like, I leaped on it, and have now become very involved with them to bring the engineering aspect to schools, and we've started engineering clubs, engineering workshops, where I can actually teach kids at the young age of five, six all the way up to secondary school, the engineering process. Because, get this, I mean, I'm at schools. Literally every day. I've been I think yesterday, I was at two or three schools, and last week, I think I went to seven different schools, and I have the same conversations with students, and I say, you know, I teach them about engineering roles, what's a procurement engineer, what's a mechanical engineer, what's a quality assurance engineer. They have no clue about what these rules are, but I can teach them the role and then have them do the role while they're building something around Lego and then I can teach the engineering design life cycle, from requirements to building it to testing it all the way around. And that's one of the activities that I've been super passionate about over the last few months. Since we've we've started this partnership to really get that engineering piece in there as well. So that's one example. I've got many more examples I can tell

Dusty Rhodes  21:23
you about. Well, let me ask you a specific question. Then, I'm an engineer. I'm based in Ireland, going to the UK, either for a trip myself, or perhaps a quick holiday or a weekend away with it, with family. And I kind of think, hmm, maybe I'll get the kids to come along, or maybe I want to see this myself, all right, to inspire that little, ah, career in engineering could be good. Do you have a specific experience that you offer at Space store that will be good in that specific circumstance? Yes,

Stephen Ringler  21:50
yes, we do. It's called astronaut experience for two, but you can do it for four, you can do it for six, and you can come to our shop in Oxford, at the heart of Oxford, at the covered market, and we basically provide you an hour and a half experience that's very hands on, that will hopefully inspire not just young people, but also trying to convert adults to work in our industry. And that activity, that experience includes using augmented reality, which is a type of engineering that we've had to use to create augmented reality. So we have the solar system, we have different rockets, et cetera, that we can use to kind of get those juices flowing. We use virtual reality. So we have a number of different activities that they can they go in and they go into space, and they see what it's like to be in space, and they see what it's like to launch on a rocket. We then take them on a kind of scientific discovery journey using meteorites. So we take actual rocks from space and kind of tell them the story of how we got them here on Earth and what's so special about them. We also have replica space suits. So we actually have suits that aren't the real thing, which are really expensive, and they're not costumes which are really cheap, but they're they're somewhere in between that give a really realistic experience of, hey, this is what a space suits like, and these are the engineering pieces of the spacesuit to keep that astronaut alive. And then we also do a little fun thing about food and how space food works, because a lot of people have misconceptions about how how food works in space, and so we teach them about that. And of course, you get a nice little cool astronaut certificate as you leave. So that's that's probably the best thing. If you're visiting, come to the shop, spend an hour and a half with us. It's good fun. And hopefully, if you're looking to get inspire your kids, it'll do that for you.

Dusty Rhodes  23:35
Cool. If you're planning a trip to the UK spacestore.com.co.com, is the website or just search space story? You get it. Let me move on to problem solving and teams. Did you work with the Aerospace Corporation? Am I right?


Stephen Ringler  23:49
I did, yes. All right, yeah, nearly 14 years I think, wow. And what did you do there? Yeah, so I am what's called a precision pointing engineer. Whoa. It's a fancy way of saying. We like to take things in space and make sure they point in the right direction. Perfect example, if anybody has, you know, TV from you know, satellite TV, there's a satellite above your country. You want to make sure it's pointing at you. That's what we do.

Dusty Rhodes  24:16
Cool. Tell me what were the most critical lessons that you learned while you were there about project management.

Stephen Ringler  24:23
So okay, on project management. I mean, I think this goes across technical and project management is testing, testing, testing. So when it comes to putting something in space, you can't go fix it. So the rigor that's required to test and make sure something works on the ground before we send it up is incredibly important, because if it gets up there and something breaks, that's it. You're done. You've just wasted hundreds of millions of pounds or more. So I think a lot of people don't appreciate that in the engineering design. Cycle that after you build something. So you design it, you build it, and then you test it to be very comfortable with when you test it, it to not work, and then to go back and circle around the design and build part that is just going to happen. And a lot of people kind of think, Oh, well, if you have a really good design, it's just, you build it, it's just gonna work. Yeah, that is just not the case in engineering, in any form of engineering, but in space, especially because we have no means to fix it, or virtually no means to fix it. So that would be number one lesson is make time for the testing. Really plan your testing out until that time.

Dusty Rhodes  25:37
And do you also make it a point of try to break it. I mean, go out of your way to try and break it? 

Stephen Ringler  25:43
I go out of my Yeah, that's funny. You say that. I tell people that my middle name is, I'm going to break it. And that's on purpose, like, because I'm a test engineer as well. And actually, on some recent projects, I've been training up some young test engineers, and I tell them their job is you need to break it. Break it until it stops breaking, and then we can set it to space.

Dusty Rhodes  26:07
Okay, well, then let me ask you. Then following on from that, because one of the Okay, I'm gonna say in inverted commas, exciting things about space engineering is that things go wrong and frequently, and things blow up and, you know, talk about breaking things. Goes wrong. How do you approach risk management? Because that's such an important part of engineering, how do you approach risk management and mitigation for these engineering technologies,

Stephen Ringler  26:34
risk management and risk mitigation is like the top of the list, especially for space programs, but you have to categorize risk based off of the objective of your mission. So what do I mean by that? So for NASA, there are four different classes of missions. There's a, b, c and d, simply put a James Webb telescope, no tolerance for risk. That thing has to work. We're going to put all the money we can possibly into it. That's why it cost over 10 billion pounds or $10 billion Excuse me. Class D is more on the research side. We're going to we're going to accept risk. We're going to see what the risks are and say, You know what, I'm going to live with that even though it might go wrong, because we're going to spend less money. So at the start of pretty much any engineering meeting that you're running, whether you're on a Class A to Class D mission, you start with the risks you have, what's called a risk register. You you've identified. These are the key things, and how are we taking those risks from week to week and making sure that we're conscious of them, we're trying to mitigate them, or we're going to accept them. So that's, it's, it's, frankly, it's the start of every meeting.

Dusty Rhodes  27:43
Wow. And you can apply that, of course, to every engineering tech project across course, is just a good philosophy. Another thing I want to ask you about was, I mean, you're a very good public speaker, and listening to you chatting here is evident. I'm thinking of engineers where you've got a project and you've got particular technical things behind it, and you want to make it work, all right, but then you hit that wall where you have to make a presentation, all right, and you're talking to people who are not technical, or they're stakeholders, and they're more interested in the money, and you're trying to communicate this complex technical information to them as because you need them to sign off on or say, yeah, what's your way of dealing? Because you've dealt with some really mad stuff, all right, but yet, you need to get funding for it. So how? What's it? What? What tip? One or two tips you would have for presentations, for engineers, to convince

Stephen Ringler  28:36
people, I've got a few, I've got a few tips. The first tip is that people are people. At the end of the day, all humans eat, all humans sleep, all humans have hobbies. So think about every human you meet as like they're actually probably not that different than me. They probably are interested in something. They probably like something to eat, and they probably live somewhere. So if you kind of bring your guard down to the point of like, Hey, we are all in this together, and we're humans, I think that that's one kind of block that helps. Because I think when I first started, I got this impression, and don't get me wrong, you do need to respect those that are that have gone before you. You need to have a deference. I think that's very important, especially for for young engineers to really think about, you know, how do I respect the the folks that have gone before me, but also remember that they're people, and they've gone through the same path that you're going through. So that that's, that's kind of tip number one, it's kind of that mind, mind change about who you're working with. Tip number two is, if you can get involved, even at your own company or with some of your friends, any sort of kind of like weekly or fortnightly practice, how to practice talking technical or talking to different people. We do that at the company, one of the companies I work at, and I can see a huge difference in some of the folks. Yeah. Yeah, tip number three is talk to a mirror. And this sounds weird, but I think one of the problems that we struggle with internally is that we struggle to be okay with who we are. You've probably heard this before. Suddenly you're on a microphone and you hear your voice, and it's higher than the voice that you hear in your head, and that immediately puts people off, and they think, Oh, do I sound like that? And I might you need to become okay with who you are and how you sound, and I found the best way to do that is, if I'm gonna give a talk or I'm gonna give a speech, is I stand in front of a mirror, I'll look myself in the eye, and I'll give myself that talk. And you can learn a lot from that process. So those are three tips. I've got more, but yes, I think it's very important to practice those skills.

Dusty Rhodes  30:46
I also want to ask you about kind of engineering skills, because from what I've read about you, it appears to me that you've got kind of three key engineering skills. All right. One of them is passion, all right, which a top skill for anybody. But do you think that turning passion into career can be a bit of a killer, like I was always into radio broadcasting, and then I got into and I loved it for a long time, and then eventually, kind of, how do you keep that passion alive and then use that passion to motivate teams

Stephen Ringler  31:19
that that's, that's, I think, fundamental to, again, us being human beings. If you are doing what you love, it doesn't feel like work, and you put your heart and soul into it. Now, I have had similar experiences that you've just mentioned around, okay, but I really like this maybe hobby, or I like this thing, and I don't want it to die because it becomes work. Yeah, so there's that kind of balance. And I think what's important, and I found to work for me, is, you know, is to learn about myself, of where does my Where does my day to day passion lie, where I can every single day, know that I'm going to enjoy what I'm doing and test that. In fact, before I even started space store, I tested it for like, a couple years. I wanted to see, will I keep working in evenings to make sure this is, you know, what I want to do for the next 10 years, because that's what you have to give when you start a company. But then I also have other passions and other things that I enjoy, like fish tanks, role playing, games, computer games, jazz piano. These are all things I like and I enjoy. I could probably do some of those things for a job, but I keep those as things that I'm like, Ah, I can. I can spend a little bit of time with that here and there. And I think that help for me is what helps balance it. But one last thing I'll say is that I discovered this in my 40s is I didn't appreciate and that, you know, you're a product of your parents a lot of times. And both of my parents were teachers, and I didn't appreciate that inside of me was the desire to teach. And now I have found that 50% of my time I spend doing engineering, and 50% of my time I effectively do outreach or teaching. And people ask me, Well, Which part do you like more? And I'm like, Well, honestly, if I lost either of those, I think I would die a little on the inside. So I need both of those things to kind of keep me going.

Dusty Rhodes  33:13
It's funny when you share your passion with other people, their interest then drives your passion again. It just keeps the fire going. It's great. Another key skill that I think you would agree with is listening, and especially active listening. Are you able to share an example of where active listening kind of improved an engineering outcome for you?

Stephen Ringler  33:35
Yes. So active listening, I can't emphasize this enough. One of the pitfalls of engineering is engineers love to solve problems, which is great. That's why we're engineers. We solve problems, but sometimes we solve problems that people don't have. And we'll just go down that path, and we will try to make this amazing thing, whatever that might be, and then we make it, and we show it to people, and they're like, Oh, well, so what? Like, I don't want that, right? And that's where active listening comes in. So there are, there are two kinds of ways that you can do research and develop products. One is called push, one is called pull, and in my experience, 95% of everything we do is what's called pull. That means that I need to talk to the customer. I need to talk to the person that's ultimately going to pay this from before I even draw anything on the board about what's your problem, what's your pain point, what are the things that are driving you crazy and keeping you up at night, and then focusing on that throughout the entire engineering life cycle. So an example that worked really well this last year, I've been leading both from a project and the technical side of project called stridor, which you can learn more about. We've got a little bit on the BBC you can see, and it's a robot that is. Designed to help clean up bad stuff, so things like chemical, biological or radiological incidents, and it helps kind of clean those things up so humans don't get in the loop. And one of the reasons I think this project has been so successful over the last year is that we got the operators, the biologists, the chemists, the people that wear the bunny suits that have to go in and use swabs and sweat to, you know, high heavens and all the we got them at the very beginning and said, tell us what your problems are, but not just them. We every month, we would bring them in and say, Are we getting it right? Are we doing the right thing? And I think that is why we've had an incredibly successful project that's continuing on. So that would be my two cents

Dusty Rhodes  35:42
on that. The third key engineering skill that I wanted to ask you about was drive. And specifically, we all have bad days and we all have setbacks. How do you maintain drive with yourself and your team?

Stephen Ringler  35:57
That is, that is probably one of the hardest parts. And I think another word that folks might use is something called Grit. Maybe I don't know who would use that in Ireland or not, but this idea of, how do you make it through when you're having a bad day? And there's a lot of different skills, a lot of different things you can do, one that I found has been very helpful for me, is something called positive self talk. So this is a technique that falls into something called cognitive behavioural therapy, and that's where you can't really change your feelings, but you can change your thoughts. And by changing your thoughts, you can help, you can help get through tough feelings, and so being able to self encourage yourself is one of those things. I think another thing is, is to keep your eye on the prize. So if you think about, I mean, take space store, for example. You know, 10 years ago, it was an idea at a shopping centre with my wife, like walking by Build A Bear. Then it eventually became something on paper. Well now, now we actually have a shop. Now I actually have a business that that's been profitable for the last year. It's actually working. And if I had given up three, four years ago during covid, when I had to put all of my life savings into the company to keep it going. I basically we had to do everything we could. It was at that time. It was at that hard part where you had to really have that, that inner fortitude and that drive, and remember the prize is still there. Keep fighting for it. And also, I mean, the third thing I'll say is you got to surround yourself with people who have gone before you. So I am very keen on mentorship. I have mentored multiple mentors. They can be they can be older, they can be younger. It doesn't really matter. It's people that maybe have done what I would like to do, or what I'm trying to do, or maybe are doing the same thing at the same time, and keeping those people around you to just say, No, keep fighting, keep doing it. It's worth it, that those are the things that I think really have helped me with. Drive.

Dusty Rhodes  38:06
I usually like to end a chat with asking, you know, where do you see yourself in five years time? It's the ultimate question everybody hates, right? But you're, you're a wee bit different, Steven. Can I ask you, where do you see the major long term benefits of space engineering for humanity as a whole over, say, the next 20 years, or even up to 2050

Stephen Ringler  38:31
I love that question, because I think that's one of the things that should continue to drive us to go to Mars, to go To the moon, to put people in space, because the technological benefits that we humanity have received from space is just mind blowing. And again, this is another part of the puzzle that we as an industry have struggled with, is helping people understand what they're benefiting from because of that. I mean, take the MRI for example, right? The MRI exists because of space. Our modern day refrigerator takes place because of space. Our modern day computer chip takes place because we develop something called state space, which is now used in every computer. So there's all these things that we just really wouldn't have done had we not gone to space. And so I think over the next 20 years, personally, we should be investing more in space exploration, because it's going to continue to provide more benefit for here, us, here on Earth. And take climate change, for example. Climate change is real, whether it's human made or not. It doesn't matter. The climate is changing, and we as humans need to adapt. So we need to think about what are ways that we can make those adaptations, because harsh living conditions already say, living in the desert or living in, you know, on the equator is just going to get harsher. So if we're trying to live in an even more harsh environment, like on the Moon or Mars, all. That technology is completely applicable to us here on Earth. So that is what I would think. Over the next 20 years, we should invest more in space globally. I think every country should do more. And yeah, I think it's going to

Dusty Rhodes  40:16
benefit us. Yeah. Wouldn't it be nice if instead of, you know, spending 5% on NATO or your defence budget, or whatever you were to also spend another 5% on exactly that.

Stephen Ringler  40:28
Oh, my goodness, I can imagine. Can you imagine? I mean, it would be, it would be mind blowing. Now I, you know, since I've got the platform, I'm going to go ahead and say something that I believe pretty strongly in. I think that, I think you're right. I also work in defence, and I appreciate defence. It's an important thing. I have no problem with it. But to your point, I think there are ways that we could vector money towards things like education and research that are going to help make this place, make our world a better and more peaceful place that will benefit us in the long run. So absolutely agree with you on that.

Dusty Rhodes  41:06
If you'd like to find out more about Stephen and some of the topics that we chatted about today, you'll find notes and links in the description area of this podcast, including to Stephen's website, which is spacestore.co, but for now, Stephen Ringler, a managing director. Oh, hang on. What is it, Steven-  I blow things up for fun – Ringler! Stephen Ringler, Managing Director of Space Store, thank you so much for joining us. 

Stephen Ringler  42:03
Thank you so much 

Dusty Rhodes  42:07
If you enjoyed our podcast today, please do share with a friend in the business. Just tell them to search for Engineers Ireland in their podcast player. Our podcast is produced by Dustpod.io for Engineers Ireland. For advanced episodes, more information on engineering across Ireland or career development opportunities, there are libraries of information on the website at engineers ireland.ie for now until next time, from myself Dusty Rhodes, thank you for listening.
 

Space for Everyone - Why the Final Frontier Needs Us All: Stephen Ringler, MD at Space Store

Engineering has always been about solving problems—but today’s problems are bigger, greener, and more complex than ever before. From cutting carbon in concrete to tunnelling under major cities, the pressure is on to build infrastructure that’s not just strong, but sustainable.


In this episode, we explore what it really takes to deliver major engineering projects while meeting ambitious climate targets. We’ll hear how to lead under pressure, manage high-stakes decisions, and unlock career-defining opportunities through mentorship and curiosity. Plus, we look at how engineers can drive innovation from within—by asking the right questions, building strong teams, and embracing failure as a pathway to growth.


Our guest Ross Cullen, Group Chief Engineer and Head of Engineering Services at Sisk, brings over 20 years of hands-on experience across some of the UK and Ireland’s biggest civil infrastructure projects, including Crossrail, the Limerick Tunnel, and the Luas Cross City. He’s passionate about decarbonising construction and shaping the next generation of engineering leaders. 

THINGS WE SPOKE ABOUT
●    The importance of people skills in the engineering industry
●    The challenges in working on engineering projects underground and underwater
●    How sustainability and decarbonisation play a role in engineering today
●    The need for innovation and continuous improvement in an ever-evolving industry
●    Career development and ownership, and the importance of being inquisitive.


GUEST DETAILS
Ross Cullen is Group Chief Engineer and Head of Engineering Services at Sisk. He is responsible for developing and leading Engineering strategy for the organisation supporting pre-construction and current projects under construction across Ireland, the UK and Europe. In 2018, Ross established an Engineering Services department in Sisk, growing a business out of the Civil Engineering unit and created an internal consultancy to provide construction engineering consultancy services to the wider Group
Ross is a Chartered Civil Engineer and Fellow of Engineers Ireland and the Institute of Civil Engineers. His background extends from working on complex infrastructure schemes, where he has been central to the design management process. His experience extends across multiple sectors including Infrastructure, Civil Engineering, Marine, Data, Energy, Life Sciences, Commercial and Residential.

Ross is passionate about sustainability and seeking out carbon savings in the construction industry. Ross is chair of the Sisk Low Carbon Concrete working group and is actively involved in several collaborations with industry and academic institutes to support the development of new low-carbon concrete solutions.

QUOTES

"Be inquisitive, ask questions, because people are incredibly generous with their time if you ask the questions and you show an interest."  - Ross Cullen

"You need to take some ownership for your own career. You need to decide fairly early what you like, what you don't like, because it's important to rule out certain things." - Ross Cullen

"You learn from problems. You learn from what's caused you pain. You don't learn from what goes well." - Ross Cullen

"Coming up with a good idea is the easy bit with anything… sometimes making it better isn't the right thing to do." - Ross Cullen

"Construction is a people business, and that's what makes it exciting. You meet different people, different skill sets, extremely diverse." - Ross Cullen

KEYWORDS
#Infrastructure #Engineering #Procurement #Decarbonisation #Mentorship #Sustainability #ProblemSolving #CareerDevelopment #Design #PeopleSkills

 

TRANSCRIPTION
For your convenience, we include an automated AI transcription

Dusty Rhodes  0:00  
Right now, on AMPLIFIED, we're about to find out what it takes to build big, build green and build better. Straight from an engineer who's done it.

Ross Cullen 0:08
They changed the plan, and they said you're not going to have a shaft to remove the tunnel machine. So instead, we had to come up with a way of taking the entire thing apart and collapsing it in itself and dragging it two kilometres back through the tunnel we had built. And these machines are 130 metres long and weigh 1000 tons.

Dusty Rhodes  0:25  
Today, engineers are expected to deliver complex infrastructure projects and at the same time achieve sustainability targets. While the idea is great, what are the practicalities when you need to tunnel 40 KMs under a major city or tear up half of a suburban landscape for a rail track. We're about to hear some stories about that, plus how to discover the next great thing in engineering and advance your own career. Our guest has 20 years of experience in all of this to share with us, from achieving 70% carbon reductions to tunnelling under the City of London. It's a pleasure to welcome Group Chief Engineer and Head of Engineering services at Sisk, Ross Cullen. Ross, how are you?

Ross Cullen 1.04
I'm very well. Thank you for having me on your show.

Dusty Rhodes  1:06  
Tell me, Ross, how did you get into this weird and wonderful career we have called engineering.

Ross Cullen 1:12
It's called by accident. Jesus, I dunno,I have to go all the way back to spending many years probably lying on my stomach playing with Lego 

Dusty Rhodes 1.22
Good! And it was just in your head? 


Ross Cullen  1.24
Yeah, everyone sort of said, you know, you're quite creative, or you're good at figuring things out. But you know, to be honest, I spent most of my playing sports and enjoying myself. And, you know, thinking about being an engineer was the furthest thing from my mind. In fact, knowing what an engineer was, probably I didn't have a clue, you know everyone say, Oh, you'd be great engineer here. I don't know what that is, but yeah,

Dusty Rhodes  1:45  
Very good. Ross, tell me when you were first getting into the career you saw an ad for Sisk, what attracted you to them in particular?

Ross Cullen  1:53  
Well, it wasn't even and so my career journey after I left college was that I stayed in college. I didn't fancy going out into the big bad world, so I did research for for three years, actually, playing with fresh concrete. And then, you know, seven years was probably enough. Yeah, it's time to go out to the big bad world. But a piece of advice I was given was, you know, what's the rush? Once you start working, you're in. That's it. So, you know, took your time, I suppose. I followed that, and I went and worked for a consultant in the UK on the on the design side. So I did that for for a short period, and then I wasn't scratching the itch. Yeah, it wasn't meeting my needs, I suppose. So I then reached out to Sisk and interesting story, I met two great individuals that were able to give me a better insight of myself than I actually knew, which opened my eyes up to how people can change the trajectory of your career in instant almost.

Dusty Rhodes  2:49  
Why do you say that? What what happened? 

Ross Cullen  2:53  
So It was a great interview. We chatted away for about two and a half hours. I went back to back to Birmingham, and I got a phone call the next day, and it was, we're delighted to tell you that we're not going to offer you the job that we thought we were going to hire you for.

Dusty Rhodes  3:04  
Oh, that's nice.

Ross Cullen 3:06  
So I was like, you're very upbeat about how you're delivering this message. So he's like, Yeah, well, we reckon you're going to get bored and leave. Oh, I said, that's interesting. Tell me more. And they said we got the impression you'd like to be challenged. So we have a proposition for you to come and work with our current chief engineer and to learn from him and to be challenged. And I was sort of like that sounds like, sounds interesting, sounds exciting, and nothing to lose. Why not?

Dusty Rhodes  3:41  
It must have worked quite well, because you've been with Sisk ever since. What are the pros and the cons of being loyal with one company?

Ross Cullen  3:50  
As long as I'm challenged, as long as you're challenged, there's something to achieve, or there's something you can give. You can add value. That's what's important. And I don't see it as 20 years I see it as working on part of a project, another part of a project, different project team. You're working with different people. The beauty about my role as an engineer, that kind of looks after loads of areas, means I get to help lots of projects, lots of teams, and get to work with different people all the time. So that's it's dynamic. It's exciting. I'm helping them, and they're giving me work that challenges me and my team. So it's interesting. Construction is a people business, and that's what makes it exciting. You meet different people, different skill sets, extremely diverse.

Dusty Rhodes  4:35  
Tell me a little bit about your role, because the official title is group chief engineer and head of engineering services. What is it that you do on a day to day to day basis? 

Ross Cullen 4:43  
So I have a team of highly skilled engineers that are broad experience and experts of nothing is the way we control ourselves. So we like to take people's problems on sites. So how do we build a bridge across a big river? How do we get the tower cranes to stand up? How do we get the double basement? To support themselves and not impact the neighbouring buildings. So we take those challenges and we work through them and come up with solutions for the project team. So project teams have endless lists of problems that they're dealing with. We are there to help them take a problem that's frustrating them, we get to work in it and give them back a couple of options or solutions. So we're helping we're helping them. So we get to do that on all the projects across Ireland, UK and Europe, in all the sectors, from data to life sciences to civil engineering to buildings. So it's a variety.

Dusty Rhodes  5:35  
I’m just thinking for somebody who's listening now, and the kind of the more the day to day engineering side of things if they want to make the transition from technical engineering to kind of management or leadership, what kind of skills do you think that they need to brush up on? 

Ross Cullen  5:49  
It really is people skills. You need to have a grounding of good knowledge in your discipline. So as an engineer, you pick up all your skills. You come out of college, you're trained as a problem solver, everything else you have to learn on the job. And you learn from your supervising engineer, your senior engineer, the subcontractors you work with. You're constantly building up knowledge. And you learn from problems. You learn from what's caused you pain. You don't learn from what goes well, because when something goes well, it happens and you go through the motions. But when something goes wrong, you go, Well, what went wrong? And we're trained to think about analyzing, why did that happen? How can we improve it? What are we going to do the next time? So you're constantly learning, and there's different solutions and different tools for every situation. So as you're increasing your toolbox of skills, the more you have in your toolbox, the more equipped you are for then progressing through your career

Dusty Rhodes  6:43  
If you need people's skills, then, is that something that you pick up if you play sport, or is it something that can be learned by doing a course? Or is it just something you pick up as you go along?

Ross Cullen  6:54  
As you said, every facet of life but sport is certainly, I think, if you compare construction and you compare sport, there's a lot of similarities. People in construction like to be part of a team. They work well as a team. And you know, similar dynamics to sports. So you know, you're working for a common goal, and there needs to be alignment on that goal. And obviously a good leader is able to galvanise the team by getting consensus of what that goal is. Because the goal, you know, is is obviously to to ensure everything happens safely, the quality of workmanship is is right, and things are planned and happen on time. And also, the goal is recognising that not everything is going to go to plan all the time. And how do we react defines us. So how do we stop? Assess the situation, figure out what went wrong or what's going to go wrong, reset, move forward.

Dusty Rhodes  7:42  
All right, Ross, let's chat about some of the projects that you've worked over your career. How many projects would you normally work on at a given time or in a year? 

Ross Cullen  7:50  
Oh gosh, we could consult on nearly under projects in a year. But that's like everything from, you know, the gate at the side entrance.

Dusty Rhodes  7:59  
Okay, well, listen, let's pick up on some of the bigger ones. One of the first ones I know that you worked on was the tunnel at Limerick under the Shannon. Tell us a little bit about that.

Ross Cullen  8:15  
Yeah, that's turning back the clock now, dusty. I know, I know it was your first baby. It was my
first baby, and I was, I was sent down. So, yeah, I was learning. Is the only way to describe it, but we all have to learn somewhere. But what a fantastic job it was. It was a four way joint venture, and it was constructing 500 meter long sections of tunnel in the dry dock that we had excavated out of the north of the river. And then we constructed temporary structures through the river banks, and we essentially flooded the dry dock, and one by one, we floated up the 100 meter long tunnel sections and brought them out into the river and sunk them down into a dredge channel and linked them all together. So it was, it was a fascinating job, but I suppose what really stuck by me was I was sort of looking after coordinating a lot of the marine works. And big thing about marine works is you've nowhere to stand. So when people are planning work, you always have to be thinking, Well, where are the people going to be? Where's the equipment going to be? And rule number one of marine works is, get out of the water. Don't get your feet wet. You know, keep everything up on land or structures that you build out in the water that's not going to rely on the tide. So it was interesting, and I got to work with a lot of really experienced people. So there was a number of people working in that job that worked on the jetty and all niche back in 1979 and they had all ended up, after being all over the world with different companies back on this project, some of them towards the tail end of their careers. And someone said to me, pulled me aside one day, and was like, you realize the opportunity you have. Working with all these people, with all this experience, your job is to go and speak to them, extract stories knowledge, get to know them, and try and learn from them. And. And they were all so generous with their time, incredible mentors, and just they challenged me, and I was getting information from them the whole time, and it really gave me a good foundation going forward. So as an engineer, or advice to people coming out of college is Be inquisitive, ask questions, because people are incredibly generous with their time. If you ask the questions, and you're you show an interest, and I genuinely was interested, and I believe that really helped me get my understanding so my my foundation elements.

Dusty Rhodes  10:28  
Do you have any examples of because they say there's no such thing as a stupid question, all right, have you ever asked a stupid question in your life, and how did you feel when you got the answer? I

Ross Cullen 10:38  
I don't have any examples, but I ask stupid questions every day, and I think the more experience and the higher up you get in an organisation, you need to make sure that you're asking questions in the room. And even if it's a silly question, you can ask a question that's sort of segueing off that yeah, because it then shows everyone else that they should be asking questions and invite them in. So providing safety to people to know that you need to be inquisitive. There's no problems with that. In Sisk, everyone asks questions all the time, and it's good to confirm.

Dusty Rhodes  11:13  
It's an engineering trait to ask questions anyway, isn't it? Yes. So there you go. Listen. Another big project that you worked on over the years was a Crossrail in London. Now that's a huge thing. It was going, was going from the west of the city, over near Heathrow, right underneath the city, and over to the far side, to the east, 42 kilometres long. What's the one outstanding memory you have of that gig?

Ross Cullen  11:33  
Oh, it has to be the team. The team. So we were involved in tunnelling from East London through to Farringdon, which is in the centre, and we met the other consortium tunnelling from the west into Farringdon. So they arrived before us, and they swung a hard left and a hard right, and they buried their tunnelling machines. But they got there before us, and we arrived then with our tunnelling machines, and there was nowhere for them to go or to be buried. So the biggest memory, or the best, one of the best memories, was a couple of memories, but some of them were like, you're approaching a station, you have to extract the machine out of the head wall and into the station and drag it through. And you'd be trying to figure out what, how are we going to do that? And you'd be trying to, you'd be working on the engineering, about trying to know, how will we safely receive it into the cavern? Yeah, but you'd be tumbling, and you'd be going towards and every day, it's getting closer and closer and closer, and you're still arguing about, should we do it this way? Should we do it that way? And there comes a point where it's like, we gotta decide. We gotta make a decision, because we're not stopping, you know, so it's pressure comes on, and that they were the best times it was. It was healthy debate, but then it was like healthy debate, but we had a deadline, so let's, let's crack on. 

Dusty Rhodes  12:49  
Can I ask a stupid question? Absolutely, you said that you went left, right, and then you buried the machine. What do you mean exactly by that?

Ross Cullen 12:58  
The the tunnelling machines, they've an outer skin, and then you have all the equipment inside it. So what they do sometimes in tunnelling, if it's, yeah, the tunnel machine is bigger than the tunnel that you make, so you can't take it backwards. And because they were tunnelling first, they had nowhere for it to go, because there was no shaft to take it out. So what they do is they just go off the alignment and and go into the ground. And then they take the machine apart and just leave the outer skin. And then they pump the skin full of grout and leave it there. So, because there was no space left for us, and we were meant to receive a shaft to take it out, and then they they changed the plan, and they said you're not going to have a shaft to remove the tunnelling machine. So instead, we had to come up with a way of taking the entire thing apart and collapsing it in itself and dragging it two kilometres back through the tunnel we had built. And these machines are 130 meters long and weigh 1000 tons. So the first 120 meters are easy to take out, but that the 1012, meters at the front, that's bigger than the tunnel that's that's quite a challenge. So that that was interesting. It was, but we had a we had a great team. Worked with some really, really creative people, solved the problems. It was good.

Dusty Rhodes  14:19  
Listen, getting away from that. You were back in Ireland then, and you were involved in the Lewis cross city project. Did you learn anything from Crossrail, doing the underground tunnels that you were able to apply to overground with Luas?

Ross Cullen 14:31  
I suppose the whole time you're improving your skills and how to deal with people. So different challenges, but the challenges are always with people or involved people. So how do you how do you agree on something? How do you convince people that change is required? Coming up with a good idea is the easy bit with anything. So as engineers, we're always trying to make things better. Sometimes making it better isn't the right thing to do, because. But what's the impact? Is it add value? Does it increase functionality, or does it reduce risk? Is it safer? So you got to weigh up, what are all the elements? And then you got to go, right, okay, we now have to sell this to all the stakeholders that we want to change the plan. And sometimes you have to weigh up, how long is that going to take? How much time and effort is worth it. So I suppose, from cross trail, my learning was, pick your battles. Don't go after everything. Pick, pick what's important, what's going to add the most amount of value? And this is infrastructure we're talking about. It's going to be in place for 100 years plus. So, you know, short term gain or long term so it's about what's right for the stakeholder, what's the ultimate user of this? Is there a benefit to them?

Dusty Rhodes  15:45  
Moving on. Then you were also involved in Pearse Street, the train station in the centre of Dublin, quite a big project. Tell me about that?

Ross Cullen 15:53  
Yeah. So we had to replace the existing structure, the roof structure, over an operational railway line. So we worked with with the client, Irish rail, and the original plan was to close the railway for, I think it was like 13 weekend possessions. And that's fine, in a way, but you've gotta, you've gotta mobilise all your workforce to work these long weekend possessions. So if you do one possession, you know that's okay. It's an awful lot of planning involved. But to do 13 of them is, is the challenge for the supply chain, for the site team, for everyone involved, and it's, it's high pressure, repeated, because you have to hand back the railway after every possession so that the trains can run and people can get to work. Get to work on a Monday morning. So we developed with Irish rail. We have a great relationship with them, and we developed a solution where we built a steel structure over the platforms and over the tracks and the overhead lines, and we built a steel deck, and then we put a platform which moved along the station with a high up crane. So, you know, the knuckle boom cranes that you have on the back of trucks. We bought one of those, and we modified it and put it on a steel steel frame, and we had that above the railway tracks, and we used that to demolish the existing roof and to build the new roof in stick base. So we took a truss and we installed it in sort of three components, and prop it as we as we put it together. So we moved this window along the whole length of the station of taking the trusses out, putting the new ones in, doing the glazing and the finishing works. And it meant that we could operate on a Monday to Friday during the daytime. We could have all our steel and glazers and our fitters all working in a normal sort of shift pattern. So you have people that are, you know, not working all weekend. You're not dealing with fatigue, you're not under high pressure situations to hand back the railway after each weekend. So there are benefits to it. And ultimately, we ended up with replacing the roof successfully. The client got what, what they wanted. Our supply chain wanted to work a normal shift pattern. And it was, we was a great success, but it shows that you know, you have to have good relationships between the contractor, between the client, you have to have trust, and you have to make sure that you're doing it for the right reasons. So we were doing it ultimately, for safety, really, because it's a high pressure situation, and if you're against the clock all the time to hand back an asset, it's not a position you want to put people in working late at night, long hours.

Dusty Rhodes  18:41  
Ross, I'd like to move on to a topic that is just huge in engineering and for the planet in general, and that's sustainability and decarbonising and that whole thing. I know you're quite interested in decarbonising construction. When you talk about decarbonising construction, what do you mean?

Ross Cullen  19:00  
I mean using materials that emit less carbon dioxide into the atmosphere in their production. Okay, so if you take concrete, for example, is made with cement, and typical cement is produced by burning limestone and shale, and it emits that process emits carbon dioxide. So 8% of global emissions of carbon dioxide is from the producing cement.

Dusty Rhodes  19:23  
Okay, is another silly question. Is there such a thing as decarbonised concrete?

Ross Cullen  19:29  
There will be, I suppose. And this is the question, yeah. So there's lots of talk about different technologies which can be developed. But if you take the existing process, which is universal, there are talking about trying to do carbon store and capture, so taking the carbon that's emitted during the chemical process, and you're capturing it and storing it somewhere. That's one way. Or there's other products, like geopolymer type cements and concretes that actually don't involve. Of burning limestone and emitting carbon dioxide, so that there are other technologies, but the likes of a geopolymer concrete, you're never going to create the same volume that's required to replace all the cement that's produced globally. Okay, so I think when we talk about decarbonising construction, I think first of all, we got to look at so before looking at any sort of technology improvements in producing cement or different products, we need to use our resources wisely. So that means making sure that we have efficient designs that use the appropriate amount of concrete. So that means leaner design. But at the same time, we're designing the infrastructure that lasts for 120 years, so you have to make sure that you strike the right balance. So it's really important. It's a safety issue.

Dusty Rhodes  20:49  
So keeping all that in mind, then, are you working on it, on any initiatives, or anything new to do with low carbon concrete? 

Ross Cullen  20:55  
Good question Dusty. So we have a couple of initiatives that we've been involved in. So we're working with universities here in Ireland to assist in developing cements using industrial byproduct. So that's research that that's ongoing, and our part to play as a contractor is we want to support and facilitate. So when it comes to doing, say, a site trial that we will we will facilitate and make some resources available and some space available to produce this concrete and build a small, say, demonstrator of test piece on our project, so that we can then see how it performs, because what's done in the lab needs to be replicated in real life. Yeah, so that that's one example. And then another example was in the UK. We applied for funding, and we were successful in a consortium of seven bodies, and we built a low carbon, scalable demonstrator in the UK, and we achieved a 70% carbon reduction, which isn't insignificant. And the whole purpose, or the what was interesting about it was, it was, how do they call it? It was described as boring. So the concrete looked the same, right? Flowed the same, yeah, set the same. So, in terms of using a product that's globally the same, well, not all concrete, it's the same, but it flowed the same. It went into the shutters the same. When the shutters were struck, it reached the same strengths. And, you know, so, so we were able to demonstrate that that a low carbon concrete technology is the same, but with less carbon,

Dusty Rhodes  22:29  
When you're trying to do something new and you're trying to bring it, and this applies not just to your team, but also when you are, you know, kind of working with other people, like clients or interested parties and that kind of thing, and you're trying to do something new. What kind of kind of approach do you take if they're kind of gone “ah I'm not sure.”

Ross Cullen  22:48  
As engineers, we base everything on on fact, on numbers, yeah, on being able to predict what it's going to be, how it's going to behave. So we deal in the in the black and white. Absolutely.

Dusty Rhodes  23:00  
Listen. Let me ask you about looking for those things and finding newer ways of doing things, and how to how do you find these things? 

Ross Cullen  23:11  
Well we've got a great team here, and we explore what's out there in the market, different techniques, different materials. There's always people innovating. And if you talk to enough people, you'll find out who's innovating and who's coming up with different products, and it's just about exploring them or different forms. Or let's just take a building. Typically, people don't want any internal columns. They want big free spaces. But in apartment buildings and stuff. You don't need all those big free spaces, because the grids can be rationalised. So you can, you can then economise on the size of the columns. You can reduce the floor thickness. You can use less concrete and all these type of areas, and not really impact on the on the structure. And if you, if you sort of refine every thing in the building a little bit, you make a big saving. So it's incremental. Our marginal gains is where there are, where there are savings

Dusty Rhodes  24:09  
And it’s just kind of keeping your radar open. I mean, do you solely rely on talking to people within the industry to find new things, or do you look at particular websites or YouTube channels or particular TV shows?

Ross Cullen 24:19  
That’s a good question. I mean, I suppose we're all dialled into everything. It comes down to our networks. And if I roll back to right at the beginning of my career, talk to people, learn from them, and the more people you get to know, the more bits information you get you you know, you read you read the trade press, and you find out what's going on. And as contractors, we're always trying to push the boundaries. We're always looking for what's the next thing out there. How can we deliver? Because it's a very competitive market, how can we deliver savings to the customer and not impact the functionality of what's being delivered? So and they the customer is also challenging us more and more, especially. And sustainability perspective, how can we lower the embodied carbon in our assets? They're asking us. So we're then coming along and well, we could do this, we could do this, we could do this, and it becomes a shopping list, but sometimes that shopping list then pushes the price up. So what's the cost that they are willing to pay? Sometimes to reduce because to use less materials. So if you go back to say, maybe the 70s or 80s. And you go around say, UCD, you'll see what's called, like waffle slabs. So you'll see the soffit of the roofs, and they're all waffle shaped. And that's because it uses less concrete. Less concrete is less carbon, less materials. But to build waffle slabs is it's slower, uses more labor. So you know, material versus labor versus time. Time is money. Labor costs money. Yeah 

Dusty Rhodes  25:48  
Everything has to be factored in. I'd like to ask you a couple of questions just about kind of moving on in your career, because I believe that you speak about how understanding yourself is key to owning your career. What do you mean when you say that?

Ross Cullen  26:04  
That's a good question. When we have graduates come in, we do a day talking about, you know, engineering and what we do in technical services, or engineering services in terms of providing support to the projects. But I always spend a bit of time telling them, I suppose my story about, you need to be inquisitive. You need to you need to take ownership for your own career. Because people, they leave university, they enter into graduate programs, and we're very structured graduate programs to try and give as much opportunity to learn in an accelerated fashion. These engineers to get them across all the disciplines and to learn, but they reach a point where they get to the end of that graduate program, where it's sort of being laid out in front of them, and we need to, they need to learn from an early stage that you need to take some ownership for your own career. You need to decide fairly early what you like, what you don't like, because it's important to rule out certain things. And if you want to stay motivated, you need to do what you love. You know I love what I do, I skip into work every day, and that's because I was clear about what I didn't want to do early in my career, and I wanted to be challenged. So that's the route I went. Yeah, yeah. So people need to own their careers. That's my advice to young engineers. Ask questions and figure out what you don't like as well as what you do like.

Dusty Rhodes  27:18  
And I think you've also said that engineering is a passport to opportunity.

Ross Cullen  27:23  
That's correct. Yes, I mean, gravity is the same the world over. There are obviously intricacies in terms of codes and standards. It's a very much. It's a people on the contracting side. It's a people business. So, you know, you learn how to deal with people and problems. So look, if you're a good engineer, the possibilities are the opportunities are endless, and that's how I ended up in in London for five years. It was, here's an opportunity. Yep, let's go. And so it's a great opportunity to travel and learn different cultures and learn from people with different cultures, because that's how you you know that's how you hone your skills. You can't just work with the same people all the time you won't learn. You need diversity. And construction is a very it's very diverse.


Dusty Rhodes  28:04  
When you were coming up the ranks yourself. Ross, did you ever have a mentor? Did you use somebody like that?

Ross Cullen  28:10  
Yes, so my previous chief engineer was, was my mentor. He kind of challenged me all the way through my career and and let me make my mistakes to learn in a safe way. And I think it's really important to build a good relationship with your mentor. And it works both ways. And you know, it's it's really important, but you can have a mentor or a line manager, but there you can have several, because, you know, you learn off each other, so that there are always accidental mentoring opportunities for everyone in the industry. I think,

Dusty Rhodes  28:47  
Well, if you'd like to find out more about Ross and some of the topics that we spoke about today, you'll find notes and links and details in the description area of the podcast. But for now, Ross Cullen group, Chief Engineer and head of engineering services at Sisk. Thank you so much for joining us today and sharing so much with us. 

Ross Cullen 29.04
Thank you, Dusty. 

Dusty Rhodes 29.06
If you enjoyed our podcast today, please do share with a friend in the business. Just tell them to search for engineers Ireland in their podcast player. The podcast is produced by dustpod.io for Engineers Ireland, for advanced episodes, more information on engineering across Ireland or career development opportunities. There are libraries of information on the website at engineers ireland.ie Until next time from myself, dusty roads. Thank you for listening.
 

Build Big, Build Green, Build Better: Ross Cullen, Group Chief Engineer at SISK

Theme picker

Engineers Ireland

Engineers TV Live broadcast channel

View live broadcasts from Engineers Ireland