You've earned the trust of colleagues because you know your craft.
But somewhere along the way, your role changed.
Today, success isn't just measured by the quality of your technical work.
You're expected to influence stakeholders.
Lead projects.
Align teams.
Build client relationships.
Create commercial impact.
And no one ever taught you how.
Not because you're not capable.
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Nobody tells you this:
The better you become as an engineer, the less your success depends on engineering alone.
Suddenly you're expected to influence decisions, align stakeholders, guide colleagues and create business impact.

You're responsible for delivering (end) results, but you depend for input on other people.
You know the best technical solution, but you struggle to get buy-in from others.
You feel less confident when a meeting is not only about the technical details.
You're expected to think commercially without any formal training.
You want your opinion to be heard and recognized, but you don't want to become "salesy."
You want to grow at a professional level without losing your technical identity.
Why this happens?
Engineering schools teach technical excellence.
Companies promote technical experts.
Yet almost nobody teaches engineers how to lead projects, influence decisions or create business value.
You don't need to become a salesperson or a corporate manager .
You don't need to leave engineering behind.
You need business skills that work with the way engineers think.

For more than ten years, I led engineering businesses in the energy and offshore industries.
I started as Managing Director at the age of 26, later became Sales Director and General Manager, and spent my career helping engineering organisations grow.
Along the way, I noticed something remarkable.
The biggest challenge was rarely technical expertise.
The engineers I worked with were brilliant problem-solvers. They knew how to design, analyse and deliver complex projects.
But as their responsibilities grew, the expectations changed.
Suddenly, success depended on influencing stakeholders, leading teams, communicating with clients and making commercially sound decisions
Skills they had never been taught.
Time and again, I saw talented engineers struggle—not because they lacked technical capability, but because they were expected to succeed in a business environment without the tools to do so.
The teams that made the biggest impact weren't the ones with the smartest engineers.
They were the teams that knew how to connect technical excellence with business value.
That insight shaped my own career.
Today, it's the foundation of CTD Business Skills for Engineers.
My mission is simple:
To help engineers grow beyond technical delivery without losing the technical identity, credibility and way of thinking that made them successful in the first place.
If that resonates with you, I'd love to have you on this journey.
Plug & Play tools that help you solve a specific and reoccurring bottlenecks, like be visible in meetings, etc.
Business Skills Academy: structured training modules that help you build the capabilities to grow a person and a business.
strengthen your communication.
extend your leadership.
increase your commercial value.
scale your team, department or business.
increase your technical impact.
Coaching & Tailor made implementation
Individual: engineering level to management executives.
B2B: In-house Business Skills Programs for tech company & Growth implementation for tech companies: Transform your technical organisation.

Early access before the public launch.
Behind-the-scenes updates while the Academy is being built.
Practical insights you can apply immediately.
The opportunity to influence the first program.

If that sounds like the professional you want to become, I'd love to keep you informed.