I’ve spent my career building things that have to work – offshore platforms, pipeline systems, critical infrastructure. The kind of work where a failed weld doesn’t just mean rework – it can mean catastrophic failure.
But I’ve learned that building reliable systems isn’t just about technical excellence – it’s about building reliable teams. The best welding procedures in the world don’t matter if the welder doesn’t understand why the requirements exist, or if the inspector doesn’t communicate findings clearly, or if the project team isn’t aligned on what success looks like.
That’s what drew me to welding engineering and what keeps me engaged after 18 years: the challenge of solving technical problems while developing the people and relationships that make solutions sustainable.
Inspired by Builders
**Background**
I grew up in Champaign, Illinois, though my family roots go back to Mt. Morris – not far from Dixon, where Ronald Reagan spent his early years. My grandfather used to swim at the local pool where Reagan lifeguarded. Though we moved away when I was young, that connection to an area known for producing builders and leaders has always been meaningful to me.
I’ve always been drawn to building and making things work – which led me to LeTourneau University, where I earned my degree in Materials Joining, Welding & Metallurgy.
I chose LeTourneau in part because of the university’s namesake, R.G. LeTourneau himself. Here was a man who became a multi-millionaire during the Great Depression – not through financial manipulation or inheritance, but by solving real problems with innovative engineering. His land-moving machines transformed construction, mining, and earthwork across the globe. He held nearly 300 patents and built equipment that literally moved mountains.
What inspired me most about R.G. LeTourneau wasn’t just his technical brilliance – it was his philosophy that engineering should serve a higher purpose, that innovation should benefit others, and that success comes from combining ingenuity with integrity. He famously gave away 90% of his wealth while continuing to push the boundaries of what was mechanically possible. That example – using engineering excellence to create global impact while maintaining strong values – shaped my understanding of what it means to be a professional engineer.
LeTourneau University gave me both technical foundation and hands-on skills. I wasn’t just learning theory – I was in the welding lab, running beads alongside classmates, teaching underclassmen as a lab assistant, and learning that the best engineers are often the best teachers. That combination of engineering rigor, collaborative learning, and purpose-driven work shaped how I approach both technical problems and team development.
People make the process work.
**What 18 Years Has Taught Me About People and Process**
Early in my career at Serimax, I learned that good welding engineering isn’t just about understanding codes and procedures – it’s about understanding people. You can design a perfect procedure, but if you haven’t taken time to explain the “why” to the welders who’ll execute it, or built trust with the inspectors who’ll verify it, you’ve just created a compliance document, not a working solution.
I spent hundreds of hours on fabrication floors and Spoolbases – not just reviewing procedures, but talking with welders about what was working and what wasn’t. Some of my best technical insights came from a welder saying “this is what’s actually happening in the puddle” or an inspector pointing out a pattern I’d missed in the data. Good engineering is collaborative, not dictatorial.
Working on major offshore projects after Deepwater Horizon taught me about leading under pressure. When schedules are tight and stakes are high, the teams that succeed aren’t just technically competent – they’re teams where people trust each other, communicate honestly, and support one another through challenges. I learned to invest time in relationships: understanding what motivates different people, recognizing contributions publicly, and addressing concerns before they become crises.
At CTLGroup, I learned the importance of translating technical work for non-technical stakeholders. Attorneys, insurance adjusters, facility managers – they needed to understand metallurgical failures without becoming metallurgists themselves. That skill – making complex topics accessible and building credibility with people outside your discipline – has proven invaluable throughout my career.
One of my most rewarding experiences has been mentoring the next generation of engineers and leaders. Watching someone progress from uncertainty to confidence, from needing constant guidance to making sound independent decisions – that’s as satisfying as solving any technical problem. I’ve learned that the best mentorship isn’t about having all the answers; it’s about asking good questions, sharing lessons learned from your mistakes, and creating psychological safety where people feel comfortable saying “I don’t know.”
Trust Compounds
**Relationships Over Transactions**
Some of the most valuable professional relationships in my career started with a single project but lasted years because we treated each other with respect, delivered on commitments, and stayed in touch even when we weren’t working together.
I’ve learned that your reputation isn’t built on your best project – it’s built on how you handle problems when things go wrong. Do you blame others, or do you take ownership? Do you hide issues, or do you surface them early? Do you protect your own interests, or do you look for solutions that work for everyone?
I’ve seen projects saved not by brilliant technical solutions, but by people who’d built enough trust and goodwill that when crisis hit, everyone pulled together instead of pointing fingers. That’s the kind of professional I aspire to be – someone people want on their team not just because of technical skills, but because they know I’ll have their back when things get tough.
Throughout my career, I’ve prioritized staying connected with former colleagues, mentors, and clients. Some of my best professional opportunities came through relationships I’d invested in years earlier – not through transactional networking, but through genuine mutual respect and willingness to help each other succeed.
Service in all contexts.
**Beyond Engineering**
Outside of work, I’m actively involved in my church community, where I’ve served in leadership roles including finance committee work and community group co-leadership. These roles have deepened my understanding of servant leadership – leading not through authority but through service, building consensus among diverse perspectives, and developing others to lead.
I’m passionate about creating environments where people can grow – whether that’s mentoring young engineers in technical skills, helping community group members navigate life challenges, or simply being present and available when someone needs perspective or encouragement.
I’m also increasingly interested in how the principles that make good teams – clear communication, mutual respect, shared purpose – apply beyond professional settings. Whether it’s family, community, or any collaborative endeavor, the fundamentals remain the same: invest in relationships, communicate honestly, and prioritize others’ success alongside your own.
Building something lasting.
**What I’m Looking For**
After years working across diverse projects, I’ve realized what I want next isn’t just technical depth – it’s the opportunity to build something lasting with people I respect.
I want to join a team where:
**Technical excellence is expected, but humanity is valued** – where we treat each other as whole people, not just resources
**Mentorship is part of the culture** – where developing the next generation of engineers isn’t just encouraged, it’s celebrated
**Collaboration trumps competition** – where people share knowledge freely because we’re all committed to the mission
**Long-term relationships matter** – where people stay not just because of compensation, but because of the team and the work
I’m pursuing full-time opportunities where I can apply deep technical expertise while continuing to grow as a leader, mentor, and team member. Places where engineering excellence and interpersonal excellence are both recognized as essential to success.
If you’re building an organization where people matter as much as processes, where relationships are investments not transactions, and where technical work serves a mission worth committing to – let’s talk.
**Location:** Roscoe, Illinois | Open to relocation for Right opportunity
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“Failure is the Foundation of Success”
J.L. Ridenour
Engineering excellence. Human connection. Lasting impact.
