Lessons Learned from SGH’s Newest Senior Managers: Leadership, Mentorship, and Professional Growth

Meet the Senior Managers

• Kevin Black, Senior Project Manager, Fire Engineering
• Jeremy Bowers, Senior Technical Manager, Water & Industrial Infrastructure
• Matthew Colturi, Senior Project Manager, Building Technology
• Emanuel DeAndrade, Senior Project Manager, Structural Engineering: Heavy Civil
• Michelle Evans, Senior Project Manager, Structural Mechanics & Materials
• Piyush Garg, Senior Project Manager, Water and Industrial Infrastructure
• Steve Keppel, Senior Project Manager, Structural Engineering: Heavy Civil
• Mary Kretschmar, Senior Project Manager, Structural Engineering
• Megan Ladd, Senior Project Manager, Structural Engineering
• Rachel Lynde, Senior Project Manager, Building Technology
• Siena Mamayek, Senior Project Manager, Building Technology
• Sean Overholt, Senior Project Manager, Structural Engineering
• Steven Palkovic, Senior Project Manager, Structural Mechanics & Materials
• Melissa Roth, Senior Project Manager, Applied Science & Research Center
• John Stuart, Senior Project Manager, Building Technology
• Aaron Yung, Senior Project Manager, Structural Engineering

What makes a great project manager, technical leader, or mentor?

Piyush: A great mentor or leader should be able to identify the way each individual works and learns and guide them in the manner that is most useful to them. If somebody learns best by seeing things first, they should be given more examples to follow, versus someone who learns better by doing things themselves, who should get more practice exercises.

Sean: I think a great manager, leader, or coworker seeks input from everyone and knows how to really listen. We all have things we can learn from each other, and diversity of thought generally leads to better outcomes.

Rachel: I think a great project manager and mentor is someone who creates a safe space for you to explore solutions and make mistakes as you learn something new.

Megan: A great project manager leads by example and treats team members with empathy and respect. They understand the big picture while staying closely engaged with the technical details, and they’re willing to roll up their sleeves and work through a challenging analysis alongside their team. Good leadership means giving people ownership and room to grow while being someone they can count on for both technical support and encouragement.

Siena: A great manager can only be as good as the team they build around them.

Mary: Listening—to things that are said and unsaid. Understanding and acting on what clients, mentees, and team members need has been the best way to earn trust and have more projects.

Aaron: A great leader doesn’t have to be the most vocal person in the room. Leadership often starts with listening, understanding what people need, and creating opportunities and spaces where they can thrive.

What’s the best professional advice you’ve ever received?

Melissa: We’re surrounded by subject matter experts. Be open and willing to learn from our colleagues.

Rachel: My grandfather told me to always say, “Yes, I can do that,” even when you may not have done that task before. Go and figure out how to become the expert, or find someone to help teach you how to solve the problem in front of you.

Aaron: Take ownership of your career. You are your own best advocate.

Emanuel: Don’t let the pursuit of perfection prevent progress. Thoughtful decisions made in a timely manner are often more valuable than waiting for the perfect answer.

What’s a mistake that taught you something important?

Sean: Two years into my career, I completely botched incorporating a large quantity of lateral drilled pier reinforcement into the drawing schedule—about $100,000 in construction cost. Hat in hand, I admitted my mistake to the project manager and Principal in Charge, we corrected it, and I learned the value of backchecking my own work.

Kevin: Early in my career, I focused heavily on finding the right technical answer. I learned that even the best solution has limited value if you cannot clearly communicate it to clients, project teams, and stakeholders.