I didn’t originally set out to become a mentor — it happened naturally as my career progressed and I found myself increasingly involved in supporting others through their professional development, chartership journeys, and career decisions.
I work in the commercial office fit-out and refurbishment sector, leading MEP technical delivery within a design-and-build environment. Over time, I became very aware of the widening skills gap within our industry. Teams are leaner, projects are faster, and younger engineers are often expected to carry responsibility far earlier than previous generations — sometimes without the structured guidance that many of us benefited from earlier in our careers.
Volunteering as a mentor through the Chartered Institution of Building Services Engineers felt like a practical and meaningful way to give something back.
What I value most about mentoring is the honesty of the conversations. Many mentees arrive with similar concerns: uncertainty around chartership, imposter syndrome, career stagnation, or simply not knowing which direction to take next. Having been through those same stages myself, I’m able to offer perspective, structure, and reassurance — not by providing all the answers, but by helping them ask the right questions.
My approach to mentoring is deliberately pragmatic. We focus on clarity of goals, realistic timeframes, and consistent check-ins. Whether someone is preparing for IEng or CEng, stepping into leadership for the first time, or navigating a change in role, the aim is to help them build confidence and momentum rather than overwhelm them with process. Progress is rarely linear, and part of the value of mentoring is normalising that.
A recurring theme in my mentoring is the importance of communication across all workstreams. Technical competence alone is no longer sufficient in today’s engineering environment. The ability to communicate clearly with clients, designers, contractors, and commercial teams — alongside developing soft skills and commercial awareness — is essential, particularly within a design-and-build context. Helping mentees recognise this early, and supporting them in building confidence beyond purely technical delivery, is a key part of how I mentor.
One of the most rewarding aspects has been watching mentees gain confidence in their own judgement. Often, the technical capability is already there — what’s missing is belief, context, or a sounding board. Being able to support someone through that transition is incredibly fulfilling.
Mentoring has also had a positive impact on my own professional development. It forces reflection, sharpens communication, and reinforces the responsibility that comes with senior roles. It has made me more intentional as a leader, more empathetic as a colleague, and more aware of the role we all play in sustaining the profession.
Balancing mentoring with a demanding role isn’t always easy, but it’s achievable with planning and mutual respect for time. The return on investment — for both mentor and mentee — far outweighs the commitment.
To anyone considering volunteering with CIBSE, my advice would be simple: don’t wait until you feel “ready.” You don’t need to have all the answers. If you’re willing to listen, share honestly, and support others with integrity, you already have something valuable to offer.
Our industry depends on people stepping forward — not just to deliver projects, but to develop people. Mentoring is one of the most direct and impactful ways to do that.