December 2025
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Young engineers rising: A current and conscious career path
The oil and gas industry, with more than a century of history, has evolved into a mature field with a plethora of international and corporate standards, procedures, best practices and rules-of-thumb. Beyond the technical complexities, engineers in this sector must also navigate contractual and administrative responsibilities, where hands-on experience is invaluable. However, the industry's perceived complexity and outdated image can deter young engineers from pursuing a career in this field. In this article, the authors analyze how industry can attract and engage the next generation of engineers, and what strategies can be employed to motivate and guide them as they embark on their oil and gas careers.
The future workforce. The memories of when the authors first entered the workforce are now distant. Fresh out of university, we often heard statements such as "it takes at least 10 years to become a good engineer" or "good engineers work hard.” In other words, time and effort are necessary to achieve something worthwhile in this business. Two decades later, industry is challenged with attracting young talents to the oil and gas field at a time when the spotlight has shifted to alternative energy, green technologies and artificial intelligence (AI), just to mention a few. In this era of instant gratification, where anything that is not readily available and easily accessible is perceived as not worth pursuing, we must adapt our approach to engaging and mentoring the next generation of engineers.
In this article, drawing from our professional experience and expertise, we will share what we believe are the most important and constructive lessons to pass on to our younger colleagues in their daily work, in corporate training and in university master's programs. We do not pretend to offer a one-size-fits-all solution, but rather, we have compiled the advice that we wish we had received at the beginning of our careers. Our goal is to provide practical insights that can help young engineers navigate the complexities of the oil and gas industry and set them up for success in their future endeavors.
We firmly believe that the wealth of knowledge and experience accumulated in the oil and gas industry over the past century should not be disregarded, even as new engineering fields emerge. In fact, we argue that starting with a solid foundation in a mature industry (e.g., oil and gas) is essential for designing and managing modern projects effectively. By encouraging young engineers to begin their careers in well-structured areas like oil and gas, they can leverage the knowledge and expertise of a consolidated industrial sector and then transition to new technologies. We are confident that, by following some of the advice outlined in this article, young engineers can enhance their technical and managerial skills, ultimately becoming versatile professionals capable of managing diverse projects and teams across various sectors of industrial engineering.
Beyond the degree: Why graduation is only the beginning of your journey. Your degree is just the starting point! Acquiring the skills you will need in the workforce takes time and patience. For technical skills, 10 yrs might be an exaggeration, as much depends on the technologies you will be working with. However, for the skills that cannot be found in engineering textbooks, a lifetime is hardly enough. Do not be impatient—even when it seems like you are not learning anything—and find inspiration in what you are doing. Evaluate. A repetitive job can be a chance to promote automation, digitalization and eventually AI skills. By embracing this mindset, you will be well on your way to building a strong foundation for a successful and fulfilling career.
Change your approach to learning. In most universities, education is based on a classic teaching method with standardized learning programs and texts. Teaching methods depend on the individual professor's choices, but the basic framework is that of a figure authorized to teach the subject and verify the level of preparation achieved by the student, often judging students in a canonical, schematic, exclusive and sometimes rigid way.
The professional world operates differently. Although most companies assign tutors and have established courses for training new hires, a crucial part of professional growth occurs through on-the-job training, working on projects and company initiatives. So, do not be surprised if you are thrown into situations where you will be asked to complete or manage tasks you have never seen before and do not know in detail. This is all part of the game. It may create stressful situations, but this is a good way to test yourself and, above all, develop skills that no one can teach you. These skills will serve you well, especially later in your career, as you advance and find fewer manuals to rely on. There will be difficult moments when you must lean on valid references and work in teams to make the most of everyone's experience. Keep in mind that you are and will always be your most important and decisive tutor.
Chart your corporate path, flexibly. Start defining a professional path that meets your aspirations before entering the workforce. The more information you have about the companies in the industry that interests you, the more informed your choice will be.
You can certainly gather a lot of information from the internet, but do not underestimate the value of direct and personal relationships with professionals in the field (e.g., a company’s “open days”). Collect information about the company’s core business, its most important current projects, the typical growth plan for a new hire, job opportunities in different geographic areas, multicultural contexts and the role of a new hire in that typical company’s structure.
Once you are inside, study the organizational charts to understand who does what, and do not be afraid to reevaluate what you like. You will be surprised at how your initial ideas can change over time. Be open to cross-fertilization between departments and company structures. The market changes, organizational models change and you must be ready for change.
For example, we have represented a possible growth path within a design company that has its core business in the energy, oil and gas, and petrochemical sectors (FIG. 1). We know that companies are different, each with their own peculiarities, and what follows is not exhaustive. There are many facets and, fortunately, infinite career possibilities.
FIG. 1. A possible growth path within a design company that has its core business in the energy, oil and gas, and petrochemical sectors.
If we were to advise young engineers who have the opportunity to choose how to start their career, we would suggest cultivating a technical role initially—possibly in project execution—before potentially moving into a managerial role.
You must be willing to get your hands dirty. The industrial engineering sector can be broadly categorized into three main types of companies:
- Engineering companies that design and build plants for clients, whether private or public entities.
- Plant owners that manage operating facilities and outsource new projects to engineering companies.
- Licensors that own the technology necessary to build industrial plants and sell it to end users.
Some companies may overlap across these categories, but understanding the above distinctions is essential for navigating the industry.
Whether your aspiration is to become an excellent technician or a top manager, it is essential to "get your hands dirty." Spending hours in front of a distributed control system (DCS) will help you create better process simulations. Spending time with a welder working on a #2500 pipe will give you a different perspective on pipe specifications. Spending months in the field, getting the sounds and dust of the construction and pre-commissioning in your ears, will help you approach project schedules in a more informed way.
As a manager, you must know the professional figures involved in all phases of a project, from when you decide to finance an investment to when you operate the plant with the goal of making a profit. Being/seeing the professionals that interact during all phases of a project is crucial for making important decisions for your company's business, whatever it may be.
Learn the craft and put it aside. If you decide to pursue a managerial career, especially if you have already achieved technical excellence, a significant challenge will be to take a step back and leave the "fun part” to the technicians. Organizational activities will take up a lot of your time, but they should not be neglected, as they will put the people working for you in the best possible position to work as a team. It is likely that you will start as a new hire managing or designing high-level software, dynamic simulations, commercial simulators and massive databases, and eventually reach the pinnacle of your career as a senior manager or executive, reading emails on a plane and giving presentations prepared by others. Nevertheless, the interface with technicians is crucial for your company, for yourself and for your team. Having a solid technical background is extremely important, even if only to interpret the language of your interlocutors. Moreover, brilliant technicians who interface with a manager perceived as a former brilliant technician will give their best to make a good impression.
Learn to communicate with non-technical management. If you decide to continue a technical career path, regardless of how far you go, you will find yourself facing peers or superiors who are less knowledgeable than you on a specific topic, and with whom you need to share your expertise so that the team can make informed decisions. Train yourself to communicate in these contexts, to share your technical skills in a clear, honest and precise way. Put yourself in the shoes of your interlocutors, ask yourself where they are coming from, what they expect from you and, consequently, how you can best utilize your technical background. If you can convey your know-how in the right way, at the right time and in the right context, it will be valued and so will you.
Know the procedures. To excel in your role, it is essential to familiarize yourself with your company's procedures. As a new hire, you will likely spend a significant amount of time deciphering acronyms and trying to make sense of the documentation. Do not worry if it seems overwhelming at first—it is normal to feel confused. Be reassured that, as you begin to apply the procedures in your daily work, you will find that they become more intuitive and easier to understand. In fact, after a few iterations, you will likely re-read the procedures and wonder why they seemed so complicated initially.
Once you have internalized the procedures, it is time to think about how to improve them. The market is constantly evolving, and business models are adapting to stay competitive. As a result, procedures must be regularly reviewed and updated to remain effective. Take the initiative to analyze the procedures that seem inefficient or outdated, and brainstorm ways to optimize them. To do this, you must have a deep understanding of the current procedures, which can only be gained through hands-on experience. By experimenting with the procedures and identifying areas for improvement, you will be able to contribute to the company's growth and success.
Work on your soft skills. Developing soft skills is not only crucial for managerial roles, but also essential for technical professionals who want to excel in their careers. Unfortunately, this aspect is often overlooked in technical departments. However, if you observe the careers of engineers within these departments, you will notice that technical expertise alone is not the sole determining factor for success. Some engineers who may not be as technically proficient as their peers can still have outstanding careers, while others who are highly skilled may struggle to make an impact. How is this possible?
The reason is that knowing technical skills is not the same as being able to apply them effectively in a specific company context. The key lies in the definition of a "good engineer." It is not enough to achieve high grades in university, or to have become a master of a specific technical field. That can be a starting point. If you do not learn to work in a team, to interact constructively with others or to communicate effectively without putting your interlocutor on the defensive, your work will be less effective and likely less recognized compared to someone who cultivates these aspects, even if they are technically less prepared than you. Some people are naturally more inclined to these skills, while others are not. The positive thing is that these are all aspects that can be improved by working on them, and that improve the quality of life both on the job and away from working hours.
Technology is your best travel companion. We recall the early days of our careers, when seasoned project directors struggled to use email, relied on paper-based documents and required hand signatures that necessitated physical visits to multiple offices. Even shipping paper documents worldwide was a common practice. In the early 2000s, it was still possible to be productive without being tech-savvy, as the pace of business was slower. However, we soon learned that mastering software was crucial to boosting productivity. This importance has grown exponentially in recent years, and today, we believe that engineers who cannot effectively interact with AI will struggle to succeed.
As the world accelerates, technology has become a powerful catalyst for growth. While human insight will always be essential in workflows, ignoring the potential of information technology (IT) to enhance production processes is no longer advisable. We are fortunate to live in an era where information is easily accessible, and we encourage you to be curious and informed. You have all the skills to select the right tool for the job, so stay up to date with the latest market trends, explore new IT possibilities and develop your own AI technical skills. As you navigate your career path, consider AI as your travel companion, merging your personal skills with its capabilities to create something unique and valuable. By doing so, you will not only enhance your professional capacity but also create a competitive edge that will propel your career forward.
Takeaways. Do something you enjoy, or find something you enjoy in what you do, because you will be dedicating a significant amount of time to your work—it is crucial to find activities that bring you satisfaction and fulfillment. If you are unhappy in your role, it can have a ripple effect on those around you, impacting not only your colleagues, but also your loved ones. As you navigate your career, it is normal to experience uncertainty and explore different paths. You will grow and evolve while companies will change, presenting new opportunities for you to find activities and goals that give you a sense of purpose.
As you progress, you may discover that it is not always necessary to make drastic changes to find happiness in your work. Sometimes, all it takes is a shift in perspective or approach to what you are already doing. By finding ways to make your current role more engaging and meaningful, you can increase your job satisfaction and performance. Remember, it is a journey, and it is okay to take your time to figure out what works best for you. With patience, self-reflection and a willingness to adapt, you can create a career that brings you joy and fulfillment.
The Authors
Luca Carbonari is a chemical engineer with more than 18 yrs of experience in upstream/downstream oil and gas projects on the contractor and client side. Carbonari has gained experience in onsite activities in process design, engineering, commissioning, startup, operations and health, safety and environment (HSE). His current role involves managing contractors and multiple licensors during pre-front-end engineering design (pre-FEED) and FEED execution within the Saudi Aramco Project Management Team.
Paolo Dinoi is a material engineer with more than 16 yrs of experience in oil and gas projects. Dinoi has extensive experience in piping, pressure boundary bolted joints, field engineering, assembly, erection and construction management. His current role involves managing risks and interfaces, and selecting and implementing project execution technologies within the Saudi Aramco Project Management Team.
Marco Menchinelli is a chemical engineer with 20 yrs of experience, primarily in the oil and gas industry. He began his career in process design, later specializing in steam cracking technology. Throughout his career, he has contributed to several multi-billion-dollar projects from the contractor-licensor side, spanning conceptual phases (PDP, FEED, EPC, pre-commissioning, commissioning, startup and operations). Menchinelli has held corporate leadership roles, including Olefins Operating Center Technology Line Manager, and Process Methods and Tools Department Manager. Additionally, he has served as a company trainer for engineers, operators and management, as well as a teacher in university master classes in chemical engineering and steam cracking technology. Currently, he is part of the Project Management Team at Saudi Aramco.
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