October 2017

FORGE YOUR OWN PATH

No two roads to leadership are the same. As a Smart Building Practice Co-Leader at Deloitte, Joann Michalik is like many engineers – she solves problems. She’s also a risk taker, a relationship builder and someone knows the value of having fun. Click the button below to read more about how Joann makes sure she’s staying on the forefront and delivering for her clients and her team.

Forge your own path: a conversation with Joann Michalik

Q. Tell us about your role. What approach do you take to helping businesses deploy advanced technologies and process improvements?

As Smart Building Practice Co-Leader, I need to be on the forefront of the industry. The role is a combination of leading a team of industry leaders and practitioners while creating the next generation of offerings for clients. At Deloitte, we try to be at the forefront of an issue, so gathering insights from our team, and developing the solution that will bring value to our clients is key. But consulting is more than the next solution – it is about trust in your service provider. My approach is to build relationships and trust over time by bringing the best of the firm, delivering value, and truly partnering with clients.

Last year I had the honor of interviewing over 12 CTOs and visiting 10 Department of Energy National Labs for a survey about “Advanced Technologies in Manufacturing.” This study highlighted what was working and not working in U.S. Manufacturing. The thought leadership provides value to my clients, well beyond any assignment. Instead of coming to me with an assignment, my clients now came to me for insights which led to assignments they had not considered.

The insights developed through these research efforts help business leaders ascertain advanced technologies critical to future competitiveness, and demonstrate the benefits of deploying such technologies. The insights can be used for businesses to see where they are on the maturity curve relative to others and to consider adoption and implementation of enabling technologies that make the most sense for the organization.

 

Q. What advice do you have for engineers who want to grow into a leadership role in business?

Engineers are particularly good at learning something new or experimenting with a new idea. The skills they need are people skills. One of the best things my mother told me as I went off to engineering school was to find time for “fun.” She was telling me there was more to life than what is found in books.

Leadership is built with the help of others. Your network and your ability to learn will see you through as long as you are willing to push yourself forward. You make mistakes, but that is OK – just don’t make the same mistake twice.

The rate of change is rapidly increasing and jobs will be changing. Your path to leadership is not the path I took, but the one you craft. Build a team. Implement a project. Ride each wave; grab the next wave and ride that one. Just don’t give up learning and trying new things.

Q. Your first job out of college was at General Electric. Tell us about your eleven years there, and what it was like starting out your engineering career at a renowned American company.

When I joined GE, it was the time before Jack Welch (Reggie Jones was CEO). GE and manufacturing were very different. Manufacturing was still a hot spot to grow a career and GE, with a history back to [Thomas] Edison, was the place to be. I don’t remember the percentages of women in manufacturing, but let’s just say it was not common, but I loved it from the start.

I started in the Manufacturing Management Program (MMP) – which was a two-year program for engineers to learn all about manufacturing and be ready to lead. Every six months I got a new job – first production control, then shop supervisor, maintenance engineer, and a raw steel buyer. I worked in the semiconductors, steam turbine & generator, and aerospace instruments businesses. Once I graduated from the MMP Program, I held many more assignments, including working in sales, plant consolidation, and as beta site manager for flow manufacturing (Lean Six Sigma). This rapid succession of new assignments, training, and businesses, allowed me to try new things, take risks in a relatively protected environment and grow.

Q. It appears you’ve had an interest and aptitude for engineering from a young age. As a high school recipient of the Rensselaer Medal and later as a graduate of the U.S.’ oldest technological university, Rensselaer Polytechnic Institute, whom or what do you credit for prompting your interest in STEM?

I credit my family. We were always fixing things, because we had to. I became very hands-on. Math was just fun. I became so good at math, I would often get to an answer without really thinking about it – it just came to me. (I can’t do that now –too many calculators!) But the turning point was my high school physics teacher, Dr. Eaton. Dr. Eaton, had found teaching after a career in industry as a chemical engineer. He made physics fun, saying, “You have to live physics.” He took an interest in me and suggested I consider engineering. At the time, I did not know what engineering was, and my family had less of a clue, but after winning the Rensselaer Medal, I decided to take a look at engineering –and never looked back.

Q. Anything else you’d like us to know?

I highly recommend working with people you like to be around. I am proud of the workplace accomplishments of Deloitte – which are many – but the best part is to be happy working with this team of talented, hard-working, caring and inclusive folks. The days fly by with new challenges and fun problems to solve.

September 2017

CRASH TEST SMARTIES

Steven Gacin and Bob Salemme didn’t start out as car enthusiasts, but it’s a good thing these two Honda R&D Americas engineers grew to love automobiles, because their job is keeping people safe on the road every day. Gacin is an interior design engineer and Salemme is a vehicle safety engineer specializing in front crashworthiness.

Read on for the inside scoop on how they engineer safety with an eye on design and performance.

Steven Gacin & Bob Salemme

Steven Gacin

Q. Tell us about what led you to be an engineer. Was there a moment or a person who inspired you to pursue this career?

SG: There was no one moment, but it started at a very young age. Like every developing engineer, I was fascinated with how things worked and I tinkered, and broke, many household items in order to understand exactly how they ticked and why. To calm my idle hands and mind, my father, who was a carpenter, would frequently take me with him on build activities. This only fueled my passion for creating, shaping, forming with meticulous attention to detail and ultimately becoming a “maker.” The STEAM (science, technology, engineering, art and math) programs and the rich and vibrant creative culture that I grew up with in Providence, Rhode Island nurtured my passion for art and design. Combining my love of tinkering, my fascination with creating, and my passion for the arts, science and technology, it’s no wonder that I ultimately became a design engineer!

BS: My high school counselor recommended I give engineering a shot because I did well in math and physics classes. During my first year of college, I was still undecided about what major I wanted to pursue. My academic advisor recommended that I take the Strong Interest Inventory. You answer 300 questions, and based on your likes and dislikes, the results tell you “here are the top ten careers you may enjoy the day-to-day grind of.” Mechanical engineer was third, after college professor and photographer, so I decided to go for it. It has been a tremendously satisfying journey so far.

Q. Your jobs are pretty cool. Which came first – a love of cars or a love of engineering?

SG: My love of engineering came first, and then came my love of cars. Vehicles are a great feat of engineering, the effort and complexity required to make a vehicle and to do it well takes a lot of time. The complexity of design and engineering is especially true for vehicles designed for the consumer market, where you are not just making a metal box with tires to get from point A to point B.

So much needs to be considered to make a vehicle catered to the customer’s needs and satisfaction, from the meticulous design of the transmission, suspension and programming systems for optimal performance on the road, to the extensive crash testing to provide the safest cabin space, and that small seemingly insignificant radius on the center console where your thumb may rest! To create a truly well-crafted vehicle, there is no one field of engineering to get you there. We need individuals from all backgrounds — mechanical, electrical, process, industrial and human factors engineers — to create something that consumers will love. It’s a great way to learn about methods and detail outside your field.

BS: My love for engineering came first, too. I always really enjoyed the lab portions of my engineering classes. There is something really fun about finding different ways to solve open-ended problems. When I started at Honda, my car knowledge was limited – I knew they had four wheels and an engine. As soon as I started the job, I bought myself a car with a manual transmission. I purposely bought a hoopty with the goal of learning how to fix it as it broke down. Honda also provided extensive training programs which enabled me to gain the necessary experience to confidently do the job of a crash test engineer.

Bob Salemme

 

Q. Steven, what is it about vehicle and occupant safety that you find most interesting? Most challenging?

SG: What I find most interesting about occupant safety is the challenge and complexity of it all. To develop a vehicle that will protect people in a worst-case scenario crash event is no easy feat, and there’s a lot to consider. Every aspect of every vehicle component, from its material selection, to its structure, shape, breaking strength and position, plays a role in a vehicle’s final crash performance. We can’t prevent all crashes from happening… yet. So, we’re tasked with trying to reduce the overall impact to the people in the vehicle, which can be generally done by slowing down the crash event.

How do we do this? First, we must understand that every crash event has three main phenomena:

  • The vehicle crashing into a moving or stationary object
  • The occupant crashing into the vehicle interior once the car’s motion has been affected
  • The occupant’s internal organs crashing into their own skeletal frame.

Injury generally increases as time to decelerate decreases. The faster a vehicle stops during a crash event, the higher the probability for injury. But, if you can increase the time or duration of each phenomenon, you can mitigate the severity of the impact. The longer it takes the vehicle to come to a full the stop, the more delay we see in the speed of impact of the person against the vehicle interior. That allows for the deployment and functionality of the airbag system. The airbag system then reduces the speed of impact of the person’s internal organs against their own skeletal frame, thus reducing injury. Each of these steps adds time to the event; you can think of it like the dream states in the movie Inception. In each of the three main crash phenomenon or “dream states,” there is a small compounding time difference (milliseconds or so) which ultimately accounts for a major difference in the crash that can positively or negatively impact the overall event, depending on how you design and control each part.

Every aspect of every vehicle component, from its material selection, to its structure, shape, breaking strength and position, plays a role in a vehicle’s final crash performance.

– Steven Gacin

Q. Bob, as a front crash engineer for many of Honda’s top-selling vehicles (Accord, Crosstour, Pilot, Odyssey), how do you collaborate with teams across the company to improve vehicle safety?

BS: With over 30,000 parts on the car, there are many different groups involved in bringing a final product to customers. Each group is focused on a different aspect– durability, dynamic performance, crash testing, and fuel economy just to name a few. Each group has priorities which have the potential to negatively impact other groups. For example, if the vehicle was built like a tank, passing safety targets may be easy, but the fuel economy folks may have trouble meeting their targets. The “trick” is finding a balanced system that satisfies all the various groups.

Steven Gacin

 

Q. Steven, what engineering principle(s) do you apply most to your work on steering wheel feasibility and restraint systems?

SG: The engineering principles I use most generally are manufacturing, testability, integrity, integration, ethics, and design/form.

Manufacturing: The steering wheel or restraint system should be easy and cost effective to create.

Replication: We need to be able to replicate the results and identify those items that can remain constant and isolate others – consistently.

Integrity: The steering wheel or restraint system should have structural integrity. Material selection and part structure are carefully considered.

Integration: The steering wheel or restraint system should have clear “one-way” integration into the system. It cannot be mis-installed, misaligned or misused.

Ethics: The parts should be developed with the best interest of the customer and the company in mind. NO SHORTCUTS.

Design/Form: The parts should be designed for a purpose and it’s GOTTA look good!

Q. Bob, a big part of engineering involves modeling & simulation (M&S) and test & evaluation (T&E). What M&S and T&E processes and technologies does Honda use in its vehicle safety programs?

BS: Prior to crashing any of the cars, there is extensive modeling done to simulate crash tests. We use various software packages to create, run, and post-process the models.

On the test side, during development, we run many component tests & front crash simulator tests (sled tests). Once we have demonstrated that the restraint system has prospect on the sled, we can then run the full-scale crash test. Once the full-scale crash test has been run, the simulation model can be validated. Did the simulation match the test? Why? Why not? How does the simulation need to be tweaked to closer match the physical test?

Once the simulation has been validated, we can confidently use the model to predict the effect of various changes.

Oftentimes, we get emails from people who have been in terrible car accidents. They will send us pictures and thank us for building a car that was safe enough for their family to walk away from after an accident. Moments like these really cement the realization that the work I am doing is helping to save lives.

– Bob Salemme

Q. How does a front crash simulator work? What capabilities does it have that would surprise or impress people?

BS: The front crash simulator uses a hydraulic piston to push a vehicle rearward on a track. As the vehicle moves rearward, the occupants engage the restraints (seatbelts & airbags). Here’s a good video link to demonstrate.

Front crash simulators are an important tool in a crash test engineer’s arsenal. They are a cost-effective way to try many different restraint tuning knobs before going to the full-scale crash test. A sled test may cost just a few thousand dollars whereas early prototype full-scale crashes can sometimes cost up to a million dollars.

Q. What’s it like to know that the work you do every day helps save lives?

BS: Oftentimes, we get emails from people who have been in terrible car accidents. They will send us pictures and thank us for building a car that was safe enough for their family to walk away from after an accident. Moments like these really cement the realization that the work I am doing is helping to save lives.

SG: It is one of the most rewarding experiences. When you work on a vehicle’s development for years, with the need to meet deadlines, cost and weight requirements, industry requirements, government requirements and consumer market trends, it’s easy to get enveloped in the process and lose sight of the underlying reason why you’re doing what you’re doing. But, when you receive that letter from a family you’ve never met, who has just been in an awful accident but walked away alive and with few or no injuries, it helps put things back in perspective and further justify what I do, and who I do it for.

Steven Gacin and Bob Salemme contributed to this Q&A in their personal capacity. The views and opinions expressed are their own, and do not necessarily represent the views of Honda R&D.

August 2017

READINESS AND RESILIENCY: ENGINEERING THAT SAVES LIVES

Dr. Menzer Pehlivan was 13 years old when she survived a devastating earthquake in Turkey. Today, she’s a geotechnical engineer working to make structures safer to reduce risk and increase resiliency from natural disasters. Through her appearance in the IMAX film “Dream Big,” she’s also working to show children the fun of engineering and its potential to change people’s lives for better.

Readiness and resiliency: engineering that saves lives

In an image from the IMAX film, Dream Big, engineer Menzer Pehlivan and a group of children enjoy a ride on a roller coaster, a feat of engineering that brings fun and thrills to people everywhere. Photo credit: MacGillivray Freeman Films.

Q. What or who inspired you to become an engineer?

My interest in engineering started with the Kocaeli Earthquake and the devastation in Turkey, my home country, following that event. I was a 13-year-old living in the capital city of Ankara, located approximately in the center of Turkey, when the earthquake hit the northwest region of the country around 3:00 a.m. on August 17, 1999. Although the epicenter of the magnitude 7.4 earthquake was approximately 200 miles away from our hometown, my family and I awoke in fear due to the strong shaking in our apartment. There were more than 17,000 casualties, tens of thousands of injuries, and hundreds of thousands of people left homeless. Hearing that thousands of lives could have been saved if the structures had been designed to satisfy life safety criteria, inspired me to become a civil engineer and to focus on earthquake engineering. I have a strong desire to help reduce risk and increase resiliency —ahead of future natural disasters.

Q. As a geotechnical engineer, you specialize in engineering buildings that keep people safe. How do you learn which building designs and materials increase resiliency in natural disasters?

Geotechnical earthquake engineering is still a young and advancing field. The practice is steadily progressing with evolving technologies that make more advanced computations possible. However, we get the most valuable information through extreme events, which provide us with an opportunity to examine how hazard-resistant design practice performs because it is difficult to replicate the behavior of full-scale, naturally deposited soil over thousands of years in a laboratory. Understanding the performance when a disaster occurs and accurately documenting the post-disaster observations are crucial for advancing engineering practice to reduce risk and increase resiliency before the next natural disaster. Case histories from each event demonstrate the success of good hazard-resistant design practices as well as those that need improvement.
After the 2015 Gorkha Earthquake, I traveled to Nepal for post-earthquake reconnaissance with the Geotechnical Extreme Events Reconnaissance (GEER) team. I spent ten days in Nepal with the GEER team, and we collected valuable data on site response and topographic effects, liquefaction and other ground failure mechanisms, and damage to infrastructure including hydropower plants. During the mission, we had the opportunity to interact with local engineers and to discuss findings, remaining hazards in the region, and potential future actions needed to increase the resiliency, and reduce the earthquake-induced risk, especially for the developing hydropower infrastructure that is of prime importance for the country. We compiled the geotechnical field reconnaissance findings in a GEER Association Report (GEER-040). The report was made available shortly after the 2015 earthquake sequence for researchers and engineering professionals, who can help advance the local state-of-practice and reduce the risk associated with earthquake-induced hazards in the region.

“Every project has its unique challenges, and as engineers, our job is to find the most efficient solution to each problem.”

Dream Big delves into the inspirational story of civil engineer Menzer Pehlivan, who as a young girl experienced a devastating earthquake in Turkey. Here, Menzer uses everyday items to demonstrate to children how engineers design and build earthquake-proof structures. Photo credit: MacGillivray Freeman Films.

Q. Can you tell us about your job (interesting projects you are currently working on) and the skills you need to be successful?

After graduating with my doctorate from The University of Texas at Austin in 2013, I started working as a consulting engineer. I worked in New York City for couple years, and I am currently working as a geotechnical engineer with CH2M in Seattle. I specialize in the analysis of seismic site response, liquefaction and other natural hazards, soil-foundation-structure interaction, probabilistic seismic hazard analysis (PSHA), seismic design of foundation of structures, and performance based design in geotechnical earthquake engineering.

I worked on the geotechnical and seismic design of projects in the U.S., Mexico, Canada, and Costa Rica. Every project has its unique challenges, and as engineers, our job is to find the most efficient solution to each problem. Engineering requires teamwork, and I feel fortunate to work with talented professionals from different backgrounds throughout each project, which provides me with excellent learning opportunities every day.

Engineering is more than just math and science. It is more about imagination, creation, innovation, and teamwork. It is about being open to new ideas, new solutions, and new visions since the engineering profession is continually advancing.

“Engineering is more than just math and science. It is more about imagination, creation, innovation, and teamwork. It is about being open to new ideas, new solutions, and new visions since the engineering profession is continually advancing.”

Q. Do you have any recommendations for engineering grads starting their careers?

Throughout my career, I have benefitted from being involved with professional societies, and I strongly recommend industry participation for every young engineer. During my Ph.D., I took a leading role in the development of the National Student Leadership Council of the American Society of Civil Engineers (ASCE) Geotechnical Engineering Institute (Geo-Institute), for which I served as vice-chair and chair. Recently, I played a leading role in the development of ASCE Geo-Institute’s Board Level Outreach and Engagement Committee, and I am currently serving as the chair.

Being active in professional organizations gave me the unique opportunity to interact with engineering professionals from different backgrounds, learn about the projects they are working on, and have a venue to showcase my work to other professionals. Through my involvement, I started building my network in the industry earlier in my career; now I have professional connections with different specializations across the world that I can collaborate with depending on the needs of a project.

Q. Anything else?

In 2016, I was one of the New Faces of Engineering selected by ASCE. Later on, that nomination led me to be a part of the Dream Big: Engineering Our World, an IMAX movie that aims to inspire next generation, especially girls, to follow STEM careers by changing the stereotypical image of engineers in society. Through Dream Big, we are hoping to reach to kids and show them engineering is fun. Through engineering, they can make an impact in the world and change the people’s lives for better. Moreover, the film shows that they can be successful in engineering regardless of their gender and their background. All they need is to believe in themselves and keep dreaming big. The movie premiered during Engineers Week in February 2017, and the feedback we have been receiving since then has been amazing. In one of the premieres I attended, a girl asked me the project I am most proud of is, and I replied saying “This is it!” It is very rewarding and satisfying when a little girl comes up to you and says “I did not think girls like you can be engineers and change the world! Now I want to be like you too.”

July 2017

POWERING THE HEART OF A ROBOT

Robots are amazing, useful, and awe inspiring. But without power, they’re nothing but a bunch of parts. Seattle-based WiBotic, maker of wireless charging solutions for robots and robot fleets, is pioneering autonomous charging capabilities for aerial, aquatic and mobile robots. We talked to CEO and electrical engineer Ben Waters about working to solve one of the biggest challenges to achieving autonomy and highly reliable systems that don’t require downtime.

Powering the Heart of a Robot

A NEF conversation with WiBotic CEO Ben Waters

Incubator labs are popping up at research universities across the U.S., including the University of Washington where collaborative innovation hub and tech incubator CoMotion is the centerpiece of the university’s innovation district. A shining star in CoMotion’s startup universe is WiBotic, maker of wireless charging solutions for robots and robot fleets (and recent recipient of $2.5M in investor funding). Led by CEO and electrical engineer Ben Waters and co-founder Joshua Smith, WiBotic is pioneering autonomously charging capabilities for aerial, aquatic and mobile robots. Waters sat down with NEF to share WiBotic’s origin story, how the company’s innovation is giving wireless charging power to swarms of robots, and how he balances roles of engineer and CEO.

Q. Why a ‘wireless charging solution’?

As an electrical engineering undergraduate major at Columbia, I attended a talk given by a professor who was working on wireless power – few companies were working on it at the time, but I thought it was really exciting. That summer I had an internship with an engineering consulting company that does big commercial building projects and they live and die by the national electric code. Learning about that line of work got me thinking: “Wow, if wireless power becomes this popular area, it’s going to impact a lot more than just how we charge devices. Because you’ll no longer plug in, everyone will be on wireless, both for power and data.”

Then I had an internship at Intel and they were very interested in wireless for phones and the wireless charging pad concept. But as we learned more about the core technology, we realized there were a lot of great things you can do to make it very flexible for devices that really need wireless charging.

I was excited about identifying real-world applications that needed this flexibility. A great opportunity came up to make implanted medical devices, such as Ventricular Assist Device heart pumps, lighter, more flexible, portable and accessible from far away. While pursuing my PhD at the University of Washington (UW), my research colleagues and I thought about commercializing that technology in the medical device industry, but realized it was a challenging business model at the time, so we continued the work in the research lab.

Nonetheless, we continued scratching our heads for other commercial applications that needed flexible wireless charging. If medical devices weren’t quite right, what is? Shortly thereafter, robotic companies came into the lab and saw we had a flexible, high-power charging system and asked us, “Does it work with robots?”

As we started thinking about robotics as an industry that would be applicable, we began understanding requirements of fully autonomous robotic systems – think underwater systems for defense, industrial surveillance, manufacturing, drones…

We discovered one of the biggest challenges to achieving autonomy and highly reliable systems that don’t require downtime, is power. The heart of a robot is its battery.

We set out to solve that problem and grew the company.

We discovered one of the biggest challenges to achieving autonomy and highly reliable systems that don’t require downtime, is power. The heart of a robot is its battery.

Q. Are you surprised by where you ended up, considering your early focus on medical devices?

Yes and no. The main reason I was interested in medical devices was a clear need for flexible wireless charging. It solved a problem that inhibited patient quality of life. But with robotics we feel the same motivation – there’s a real opportunity to facilitate the entire robotics market and allow those systems to grow and allow companies building them to focus on the application or service and rely on existing infrastructure to grow quickly.

Q. A lot of people can succeed in engineering or business, but the idea of someone being able to translate an innovation into something commercially viable – that’s rare. How are you making that happen?

There were a lot of influences in my life that gave me a great appreciation for the importance of teamwork and enabling others. I played a lot of sports growing up and learned what it meant to be on a team… you can’t win a game on your own. My mom worked in corporate HR for a long time and oversaw writing “great place to work” applications for a lot of big companies down in Silicon Valley. I had some internships with some of those companies and was amazed with how important culture is to the executives.

So instead of being entirely heads-down focused on my own thing in graduate school, I spent time figuring out how to mentor others and figured if I could help someone else find a topic they were excited about and make it their own, then the success of all the projects in the lab would be amplified. When I saw that first-hand, I thought, “Okay, there is really something to this whole culture of leadership and balancing the work you have as an engineer with work you have as facilitating the output of others.”

I talked to as many people as I could to find what I didn’t know, being curious and always putting myself in a place to keep the learning curve steep, not allowing myself to get comfortable with the things I know how to do, but pushing myself and knowing what’s important for the company as a whole, and what’s important for me to be doing.

Q. How do you stay technically sharp while leading the company?

Our growth and R&D comes from our ability to innovate and engineer quickly and purposefully. At first it was very difficult to balance engineering and the business side. I felt like we didn’t have a big team so I felt like a lot of responsibility for both fell on me. It was tempting to think, “I have the knowledge, I have to do it.”

Then it got hard to manage.

In May 2015, all in the same month, WiBotic moved into an office space, I wrote my dissertation and I got married. Probably could have planned that a bit better, but I realized I had to stop spending all my time engineering and I started considering who I needed to hire, and that was scary because you see the impact to the budget.

But I pursued hiring technically creative leaders who were good at product development and turning it into something customers asked for and needed. I could contribute to technical directions but when it came to how we productized it, they were able to drive forward a lot of things. That really helped me understand where I can contribute to the engineering side.

And on the business side, while I stepped away from implementation, I focused on facilitating their output, helping them be on the right path. Ultimately my job as CEO is to help the team be inspired and excited about what they’re working on. I need no personal recognition – it’s my job to focus on the team, our customers and the company’s growth.

Q. What role does CoMotion have in WiBotic’s success?

Innovation and inspiring people to be a part of startups comes from having people rooted in the universities providing guidance.

I grew up next to Stanford and if you go there, regardless of your major, you meet people and you start a company and that’s just what you do. They put you in touch with investors, mentors and advisors.

That’s what I think has been a big contribution of CoMotion over the last several years. They have technology managers sending emails to engineers and offering advice and support, and as students start to talk more about that in the labs and professors establish companies and you see people turning a research project into a company… that culture catches on and inspires other people to do more of the same.

When they’re driven by recognizing a problem and creating a solution that is more cost effective or safer or enabling something to be more reliable – those are businesses that I believe can succeed.

Q. What makes you optimistic about being an American engineer?

I’ve been very inspired by the entire process, including the amount of work and thought that went into our strategy and financing and the diligence our investors did on our company. If WiBotic reflects other American companies in terms of the way they go about it, I believe there will be a lot of great companies that start-up. When they’re driven by recognizing a problem and creating a solution that is more cost effective, safer or enables something to be more reliable – those are businesses that I believe can succeed.

Q. What else do you want us to know?

It’s been quite a journey for me in discovering that what may have brought success for the first month of the company to the first year to second year and beyond isn’t the thing that continues to bring success. There’s always a sense of situational thinking and understanding where you are. And that’s been the most exciting piece of leading a small company and working with smart people.


For more information on WiBotic, visit www.wibotic.com and follow on Twitter @WiBotic

To learn more about UW CoMotion, visit comotion.uw.edu and follow on Twitter @UWCoMotion

Engineering Summer Fun

Summer pushes the mercury higher, makes the days longer and because we’re NEF, gives us plenty of reminders about why engineering is awesome. Every four years, the world tunes in to watch the best athletes in the world compete in the Olympic Games. So until the Games in Tokyo in 2020, athletes are training hard and from fluid dynamics to biomechanics, engineering principles are everywhere as the athlete get into top shape and look for every advantage. Check out this amazing video series exploring engineering’s impact on competitive sports. It was put together for the 2012 games, but it’s still relevant – and fascinating. Chances are you’ll be watching most athletic competitions from the comfort of your couch, with the AC keeping you cool. Engineer Willis Haviland Carrier designed the first modern air-conditioning system in 1902.

Head out to your own backyard to help kids to engineer a whole summer’s worth of fun with ideas from this site including how-tos for baking soda powered boats, a Nerf battle zone, and so much more. If you’re looking for something with a little more adrenaline, there are an abundance of scream-worthy roller coasters making their debuts at amusement parks across the country. Of course there’s also LEGOLAND which celebrates the construction toy that’s inspired generations of engineers. When you need to cool off in the nearest pool, take a moment to honor the man who invented the modern diving board in 1949. Ray Rude, an engineer who spent part of his career at Lockheed Aircraft Company, used an airplane wing for his first diving board. And of course you can’t have all that fun without a little sustenance. Summer is the perfect time to engineer the perfect burger, traditional or veggie, followed by some homemade ice cream, perhaps using the recipe from one of our nation’s Founding Fathers and engineer Thomas Jefferson.

June 2017

BUILDING BRIDGES AND MAKING A DIFFERENCE

When you cross a bridge, or several bridges, to get to work, or school, or the doctor’s office, you probably don’t give it much thought. But for people in many parts of the world, just one bridge can make all the difference. If you’ve seen the IMAX film “Dream Big,” you may already recognize Avery Bang. She’s the Chief Executive Officer of Bridges to Prosperity and she’s an engineer on a mission.

In Bang’s 11 years with B2P, she has seen first-hand how infrastructure means more than just convenience. We talked to her about creativity, failure, and the life-changing power of engineering.