Latest news with #femaleengineers
ABC News
4 days ago
- Business
- ABC News
Meet the Fijian female engineers making their mark in Marshall Islands
Thirty years ago, the presence of a female worker in the power plants in the Marshall Islands wasn't just unusual; it rarely occurred. Fast-forward to 2025, and five women engineers from Fiji are working for the Marshall Islands Energy Company in Majuro across multiple departments, including the power plant, the system planning and engineering services division, and data analysis. All five say their experience working in Majuro with the government's utility company has been "transformative" for them. But they are also having an impact on the Marshalls Energy Company (MEC) in a variety of ways, including by breaking into a traditionally male-dominated work sector. When you see any of the women on the job or as they are clocking out, they dress just as the men do, with safety clothing and heavy boots. Although the current crop of female engineers is from Fiji, their presence is a daily reminder to Marshallese young women that the sky is the limit when it comes to education, training and future job opportunities. Cheryl Shirley is an electrical engineer at the MEC power plant. Cheryl said she came to the Marshall Islands on a two-year contract, unsure of exactly what to expect but eager to contribute and grow. As her time progressed, she found a deep connection not only with the community but also with the values and challenges that shape life on the islands. "This experience has been transformative — both professionally and personally," she said. "Looking ahead, my plans extend beyond the original [contract] time frame. I hope to stay longer, to continue learning, and to give back in more meaningful ways." Shannon Prakash has a Bachelor of Electrical and Electronics Engineering from the University of the South Pacific. She is working at the MEC Compliance and Revenue Protection Unit as a data analyst. Utility company management said the work of this unit over the past year has resulted in an "extraordinary 60 per cent reduction in system losses" by making use of advanced accounting capabilities to identify losses, theft and billing issues. She said she aimed to constantly review her performance and identify opportunities for improvement, both in the projects she's currently working on for MEC and in consideration of MEC's future plans and projects. The main power plant in Majuro, capital of the Marshall Islands, is operated by the Marshalls Energy Company. ( Supplied: Marshall Islands Journal ) Lucy Victoria Vuetaki Tifere is an electrical engineer with the system planning and engineering services division at MEC. In this capacity, she contributes to the technical planning, development, and improvement of energy infrastructure to support reliable and sustainable power delivery across the Marshall Islands. "Prior to joining MEC, I was employed at Goodman Fielder International, a leading food manufacturing company [in Fiji]," she said. "This role allowed me to gain valuable industry experience and apply engineering principles within a high-demand operational environment — strengthening both my technical and problem-solving skill." She received a Bachelor of Electronics Engineering in Instrumentation and Control, with honours, from Fiji National University. Lucy's academic and professional experiences have "equipped me with a strong foundation in electrical systems, instrumentation, and energy system design", she said. Vasiti Qolikoro Kotoiwasawasa is currently serving as an electrical engineer with MEC's System Planning and Engineering Services Division. Before joining MEC, she spent seven years working for FMF, a food manufacturing company in Fiji, a space where attention to detail, strategic thinking, and teamwork are essential. "Today, my focus is on maintenance coordination with computerised maintenance interface systems," she said. "While it may not always be front-page work, it's a role that ensures the reliability of systems that people rely on every single day — power, infrastructure, and public service continuity. "It gives me purpose knowing that my contributions, though often behind the scenes, make a real difference." Vasiti said being a woman in a male-dominated field has been one of her greatest challenges. "I've had to learn to stand my ground, speak up, and prove my capabilities — not just once, but continuously," she said. "It has tested my resilience and sharpened my confidence. I believe that representation matters, and by being present and committed, I hope to inspire other women and girls who dream of working in technical fields." She said she was proud "to be part of the team that keeps the lights on, quite literally, for this island nation". Alexandra Lutuni is currently on a two-year contract with the MEC as an electrical and electronics engineer. "My journey into engineering was deeply inspired by my older siblings," she said, pointing to her sister, one of the few female sea captains in the Pacific. Watching her pursue a challenging and rewarding career in a traditionally male-dominated field instilled in me a strong sense of purpose and resilience. "Her example gave me the courage to follow my own path into engineering." She said that over the course of her career, she's come to appreciate engineering not just as a technical discipline, but as a transformative experience. It has taught her how to think critically, adapt quickly, and work collaboratively with people from all walks of life. "It's shaped the way I approach problems and helped me grow both professionally and personally," she said. "Being part of the energy sector in the Marshall Islands has been incredibly fulfilling. I'm proud to contribute to a team that's focused on sustainable development and innovative energy solutions." Marshall Islands Journal
RNZ News
6 days ago
- Business
- RNZ News
Meet the Fiji female engineers making their mark in Marshall Islands
By Eve Burns, of the Marshall Islands Journal Engineers from Fiji working for the Marshalls Energy Company in Majuro, from left; Vasiti Qolikoro, Lucy Tifere, Shannon Prakash, Alexandra Lutuni and Cheryl Shirley Photo: Eve Burns Thirty years ago, the presence of a female worker in the power plants in the Marshall Islands wasn't just unusual: It rarely occurred. Fast-forward to 2025, and five women engineers from Fiji are working for the Marshalls Energy Company in Majuro in multiple departments, including working at the power plant, in the System Planning and Engineering Services Division, and in data analysis. All five say their experience working in the Majuro with the government's utility company has been "transformative" for them. But they are also having an impact on the Marshalls Energy Company (MEC) in a variety of ways, including by breaking into a traditionally male-dominated work sector. When you see any of the women on the job or as they are clocking out, they dress just as the men do: With safety clothing and heavy boots. Although the current crop of female engineers is from Fiji, their presence is a daily reminder to Marshallese young women that the sky is the limit when it comes to education, training and future job opportunities. Eve Burns connected with the five young women engineers to learn more about them. Cheryl Shirley is an electrical engineer at the MEC power plant. Cheryl said she came to the Marshall Islands on a two-year contract, unsure of exactly what to expect but eager to contribute and grow. As her time here progresses, she found a deep connection not only with the community but also with the values and challenges that shape life on the islands. "This experience has been transformative - both professionally and personally," she said. "Looking ahead, my plans extend beyond the original (contract) timeframe. I hope to stay longer, to continue learning, and to give back in more meaningful ways." Shannon Prakash has a bachelor of electrical and electronics engineering from the University of the South Pacific. She is working at the MEC Compliance and Revenue Protection Unit as a data analyst. Utility company management said the work of this unit over the past year has resulted in an "extraordinary 60 percent reduction in system losses" by making use of advanced accounting capabilities to identify losses, theft and billing issues. She said her aim is to constantly review herself and her performance here and see what opportunities are available after she's completed the projects she's working on for MEC, as well as taking into consideration the future plans and projects of MEC. The main power plant in Majuro, capital of the Marshall Islands, operated by the Marshall's Energy Company. Photo: Marshall Islands Journal Lucy Victoria Vuetaki Tifere is an electrical engineer with the System Planning and Engineering Services Division at MEC. In this capacity, she contributes to the technical planning, development, and improvement of energy infrastructure to support reliable and sustainable power delivery across the Marshall Islands. "Prior to joining MEC, I was employed at Goodman Fielder International, a leading food manufacturing company (in Fiji)," she said. "This role allowed me to gain valuable industry experience and apply engineering principles within a high-demand operational environment - strengthening both my technical and problem-solving skill." She received a bachelor of electronics engineering in instrumentation and control, with honors, from Fiji National University. Lucy's academic and professional experiences have "equipped me with a strong foundation in electrical systems, instrumentation, and energy system design," she said. Vasiti Qolikoro Kotoiwasawasa is currently serving as an electrical engineer with MEC's System Planning and Engineering Services Division. Before joining MEC, she spent seven years working for FMF a Food Manufacturing Company in Fiji a space where attention to detail, strategic thinking, and teamwork are essential. "Today, my focus is on maintenance co-ordination with Computerized Maintenance Interface Systems," she said. "While it may not always be front-page work, it's a role that ensures the reliability of systems that people rely on every single day - power, infrastructure, and public service continuity. It gives me purpose knowing that my contributions, though often behind the scenes, make a real difference." Vasiti said being a woman in a male-dominated field has been one of her greatest challenges. "I've had to learn to stand my ground, speak up, and prove my capabilities - not just once, but continuously," she said. "It has tested my resilience and sharpened my confidence. I believe that representation matters, and by being present and committed, I hope to inspire other women and girls who dream of working in technical fields." She said she was proud "to be part of the team that keeps the lights on, quite literally, for this island nation," Alexandra Lutuni is currently on a two-year contract with the MEC as an electrical and electronics engineer. "My journey into engineering was deeply inspired by my older siblings," she said, pointing to her "sister, one of the few female sea captains in the Pacific. Watching her pursue a challenging and rewarding career in a traditionally male-dominated field instilled in me a strong sense of purpose and resilience. "Her example gave me the courage to follow my own path into engineering." She said that over the course of her career, she's come to appreciate engineering not just as a technical discipline, but as a transformative experience. It has taught her how to think critically, adapt quickly, and work collaboratively with people from all walks of life. "It's shaped the way I approach problems and helped me grow both professionally and personally," she shared. "Being part of the energy sector in the Marshall Islands has been incredibly fulfilling. I'm proud to contribute to a team that's focused on sustainable development and innovative energy solutions," she said. An indication of the positive experience these five engineers are having is that all of them indicated their interest to continue working in Majuro with the Marshalls Energy Company beyond their initial contract periods.
Harvard Business Review
01-08-2025
- Business
- Harvard Business Review
Research: The Hidden Penalty of Using AI at Work
The VP of engineering at a leading technology company stared at the quarterly adoption metrics with growing frustration. Twelve months after rolling out a state-of-the-art AI coding assistant—a tool that promised to boost developer productivity significantly—only 41% of engineers had even tried it. More troubling still: Female engineers were adopting at just 31%, and engineers 40 and older were adopting at 39%. This finding emerged from our research with 28,698 software engineers at the company. The leadership team was surprised. They'd put a lot of money and thought into this. They'd invested in cutting-edge tools. They'd thoughtfully addressed access, infrastructure, and skill development. They'd assigned a dedicated team for deployment and promotion. They were ready to see productivity soar. The company isn't alone—across corporate America, the pattern repeats. According to a survey by Pew Research Center, two years after ChatGPT's launch, only 16% of American workers use AI for work—despite 91% being allowed to. The conventional explanation points to skill gaps or training friction. Some employees might not recognize where AI could help them, or they lack confidence in their technical abilities. Indeed, frontline tech workers like software engineers and data scientists are more likely to use AI than workers in other industries. Yet even among these early adopters, usage remains surprisingly low and unequal. What explains this? The Competence Penalty To understand why, we conducted a pre-registered experiment with 1,026 engineers from the same company. The design was simple: Participants evaluated a Python code snippet that was purportedly written by another engineer, either with or without AI assistance. The code itself was identical across all conditions—only the described method of creation differed. The results were striking. When reviewers believed an engineer had used AI, they rated that engineer's competence 9% lower on average, despite reviewing identical work. This wasn't about code quality—ratings of the code itself remained similar whether AI was involved or not. The penalty targeted the perceived ability of the person who wrote it. The competence penalty was more than twice as severe for female engineers, who faced a 13% reduction compared to 6% for male engineers. When reviewers thought a woman had used AI to write code, they questioned her fundamental abilities far more than when reviewing the same AI-assisted code from a man. Most revealing was who imposed these penalties. Engineers who hadn't adopted AI themselves were the harshest critics. Male non-adopters were particularly severe when evaluating female engineers who used AI, penalizing them 26% more harshly than they penalized male engineers for identical AI usage. Follow-up surveys with 919 engineers revealed a fuller picture. Many engineers actively anticipated this competence penalty and strategically avoided using AI to protect their professional reputations. Those who most feared competence penalties in the tech industry—disproportionately women and older engineers—were precisely those who adopted AI least. The very groups who might benefit most from productivity-enhancing tools felt they couldn't afford to use them. The Competence-Penalty Cost These findings reveal a hidden tax on AI adoption. What looks like simple reluctance to use new tools actually reflects rational self-preservation. The true cost extends far beyond lost productivity—although productivity losses alone can also be substantial. Consider the technology company from our research. They invested heavily in developing their AI coding assistant and its deployment. With only 41% adoption—and lower rates among key demographics—they captured less than half the expected benefits. The result was a net loss of at least 2.5% of annual profit and potentially as high as 14% depending on the calculation method (based on salary value loss vs. projected profit gains of adoption). For a company of that scale, even the conservative estimate represents hundreds of millions in lost value. Another consequence of the competence penalty is potential use of shadow AI. When employees fear using official AI tools, they don't necessarily avoid AI altogether. Instead, some might use other unauthorized AI tools, more than their employers would anticipate. These activities are difficult, if not impossible, to track and expose the organization to many risks ranging from data security to compliance. They can undermine responsible AI usage through inconsistent practices. The competence penalty also exacerbates existing workplace inequalities. It's reasonable and perhaps tempting to assume that AI tools should level the playing field by augmenting everyone's capabilities. Our results suggest that this is not guaranteed and in fact the opposite could be true. In our context, which is dominated by young males, making AI equally available increased bias against female engineers. This likely happens through a process called social identity threat. When members of stereotyped groups—for example, women in tech or older workers in youth-dominated fields—use AI, it reinforces existing doubts about their competence. The AI assistance is framed as a 'proof' of their inadequacy rather than evidence of their strategic tool use. Any industry predominated by one segment over another is likely to witness greater competence penalties on minority workers. The penalty on AI users also raises uncomfortable questions about workplace disclosure policies. While transparency is a core component of responsible AI use, when it comes to internal workplace dynamics, it may do more harm than good. Our findings suggest that requiring employees to disclose AI usage to colleagues could create unfair professional risks. Striking the right balance is key. In environments where competence penalties are likely, it may be more responsible not to require disclosure. Breaking the penalty The tech company in our study had already done more than most. They formed dedicated AI teams, created incentives, and provided training. Yet these investments fell short because they didn't address the underlying competence threat. Our findings suggest the necessity of a more refined approach. 1. Map your organization's penalty hotspots. The competence penalty creates a troubling dynamic. Those who might benefit most from productivity-enhancing tools are precisely those who feel they cannot risk using them. In our research, young women in tech stand to gain the most productive time, yet currently adopt at the lowest rates. Addressing that gap represents low-hanging fruit for organizations seeking to maximize their AI investments. To locate teams where the competence penalty is highest, look for demographic vulnerability and power imbalances. Teams with few women or mature-age engineers in junior positions but many non-adopting male reviewers in senior roles create perfect conditions for competence penalties. Examine time-to-promotion metrics by demographic and AI usage to reveal whether penalty effects are already impacting careers and measure the urgency of the problem. Check whether vulnerable groups face mandatory or voluntary AI disclosure policies and gauge the impact of disclosure on their career outcomes. Convert the influential skeptics. Non-adopters impose the harshest competence penalties, and in most organizations, they're still the majority. In our study, engineers who hadn't adopted AI themselves rated AI-using colleagues particularly harshly, with male non-adopters penalizing female engineers most severely. Breaking this cycle requires strategic social influence. When employees see respected colleagues successfully using AI without professional consequence, the perceived risk diminishes. The most effective approach leverages visible role models who demonstrate that AI use and professional excellence can coexist. The most powerful champions are those who mirror the demographics facing the highest penalties. Our research found that women in senior roles were less afraid of the competence penalty than their junior counterparts. When these leaders openly use AI, they provide crucial cover for vulnerable colleagues. A study by BCG also illustrates this dynamic: When senior women managers lead their male counterparts in AI adoption, the adoption gap between junior women and men shrinks significantly. Individual examples inspire, but structured programs create momentum. Consider the ' 30 Days of GPT' challenge launched by Hilary Gridley, head of product at Whoop. The program progressed from simple tasks like meeting agendas to complex workflows with custom GPTs. Daily demonstrations and public celebrations of wins created psychological safety; team members saw peers at all skill levels succeeding with AI. When skeptics see colleagues they respect—not just senior leaders—successfully using AI for real work, their resistance weakens. Pinterest's annual Makeathon demonstrates how to scale this approach across an entire organization. The company-wide hackathon was open to all employees, technical or not. Teams pitched AI-driven ideas, built prototypes, and showcased projects. Internal leaders served as 'hack doctors' and team leads, lending their credibility to AI experimentation. The results speak for themselves: 96% of participants reported continued monthly AI use, and 78% of engineers credited AI with time savings. Redesign Evaluations to Remove the Signal When engineers must tag their code as 'AI-assisted,' they become vulnerable to biased evaluations. Unless organizational culture changes, this tag carries prejudice. The solution is straightforward: Stop signalling AI use in performance evaluations until your culture is ready. Our experiment showed no quality difference in AI-assisted work despite the competence penalty. This disconnect reveals the path forward—shift from evaluating how work is done to what is accomplished. Replace subjective competence ratings with objective metrics such as cycle time, accuracy, defect rates. Organizations should phase out public 'AI used' tags once compliance logs exist, retaining them only for internal audits. Blind reviews that hide personal information can help reduce bias against minorities already subject to scrutiny. When evaluators can't see who wrote code or whether AI was involved, they are likely to judge solely on merit. Some leading companies are going beyond neutrality—they're actively rewarding AI use to turn competence penalty into competence bonus. Microsoft's Julia Liuson, president of the developer tools division, recently instructed managers to include AI usage as 'part of your holistic reflections on an individual's performance and impact,' with some teams considering formal AI metrics for next year's reviews. Shopify's CEO Tobias Lütke has made 'reflexive AI usage' a baseline expectation, announcing plans to add AI usage questions to performance and peer reviews. He frames AI proficiency as an 'unobvious skill' that requires feedback and development—positioning those who master it as more valuable than those who don't. The Path Forward The competence penalty points to a fundamental misalignment in how organizations approach AI adoption. While companies focus on access, training, and technical infrastructure, they overlook the social dynamics that determine whether employees actually use these tools. This insight sheds light on several puzzling patterns plaguing AI transformations. Why do employees secretly use ChatGPT while ignoring approved tools? Why do groups that could benefit most from AI augmentation adopt at the lowest rates? Why do companies see limited ROI despite massive AI investments? The penalty hits hardest where competence is already questioned. Our research shows that women using AI face nearly twice the reputation damage as men. Older workers in youth-dominated fields face similar bias. The irony is that those who most need AI's equalizing power can least afford to use it. But the penalty isn't inevitable. Organizations can dismantle it through three targeted interventions: map where penalties concentrate, mobilize respected leaders as visible AI champions, and redesign evaluations to reward outcomes over methods. All in all, the organizations that lead AI transformation won't necessarily have the best tools or biggest budgets. They'll be those that create environments where every employee can use AI safely. Until then, companies are not only wasting licenses but, more importantly, wasting human potential is ready.
Yahoo
23-06-2025
- Business
- Yahoo
J.S. Held, Together with the Women's Engineering Society and UNESCO, Celebrate Women in Engineering
JERICHO, N.Y., June 23, 2025 /CNW/ -- Global consulting firm J.S. Held joins the Women's Engineering Society and the United Nations Educational, Scientific, and Cultural Organization (UNESCO) in celebrating International Women in Engineering Day (INWED). INWED provides an important "platform to showcase successes and achievements of female engineers" and, in 2025, celebrates under the theme Together We Engineer. Together We Engineer perfectly embodies the practice of engineering by more than 100 J.S. Held female engineers across ten countries. A collaborative collection of female experts who apply their engineering expertise to complex financial, technical, and scientific matters, helping clients proactively manage risk and respond to complex, contentious, and often catastrophic situations. Meet the J.S. Held Experts In the spirit of the 2025 Women in Engineering theme, #TogetherWeEngineer, J.S. Held is proud to highlight the work of a few of the firm's engineering experts: A data scientist working from India leverages her expertise in programming languages and database systems to analyze financial, operational, and transactional data, delivering insights that support both proactive risk management and reactive crisis response. Her work is integral to helping organizations mitigate the impact of misconduct and economic crime by applying technology and data science. A forensic investigations expert in Phoenix, Arizona, who applies her structural engineering and construction management background to conduct forensic investigations. An oil & gas expert working from the United Arab Emirates applies her experience as a project and cost engineer in the international oil & gas industry to her work, providing contractual analysis and quantum support on various contentious and non-contentious matters on projects spanning multiple sectors and jurisdictions, and authoring reports in the Arabic language for use in litigation proceedings. A digital transformation expert leverages her professional experience in SaaS products (web and mobile) in corporate and startup environments to support successful digital transformations for contracts and claims management, providing valuable data analysis for mid/long-term strategies and supporting the implementation of digital tools. A mechanical engineer applies expertise developed at the National Highway Traffic Safety Administration (NHTSA), where she led federal research on crash test dummy biofidelity and human injury risk evaluation in postures associated with autonomous vehicles, to her work in accident reconstruction. A London-based construction dispute expert applies her professional experience in architectural practices in Malaysia, the Philippines, and Singapore, along with her expertise in all stages of the construction process, to large-scale construction disputes in the UK and overseas by conducting research, analysis of technical design and specifications, and site investigations. Multidimensional Engineering-Informed Experts Benefit J.S. Held Clients Deep engineering expertise permeates the global organization. Multidisciplinary experts across J.S. Held combine engineering expertise with core specializations, including: Accident Reconstruction Builder's Risk Consulting Building Consulting Construction Advisory Construction Project Support Services Data Science Digital Investigations & Discovery Environmental, Health & Safety Forensic Architecture Global Investigations Health Sciences Human Factors Consulting Information Technology Strategy Advisory Surety Consulting Explore the expertise across J.S. Held by visiting Technology-enabled Expertise at J.S. Held Women across J.S. Held develop innovative technologies to deliver more effective and efficient client solutions. Multidisciplinary consulting experts are supported by in-house testing laboratories, investigative experts, and industry-leading forensic analysts. J.S. Held Commitment to Professional Development J.S. Held fosters an environment where women with engineering and other technical expertise – one of the firm's core specialties – are empowered to grow, lead, and make a meaningful impact in the industries and communities J.S. Held serves. Marjan Panah, Chief People Officer, observes, "What makes J.S. Held stand out is the breadth of expertise and diversity of our people. We leverage our different backgrounds, experiences, and skill sets to deliver unique value to our clients across a wide range of matters and geographies. Our leaders and communities ensure team members feel welcomed, respected, and appreciated." Join the J.S. Held Team J.S. Held is actively recruiting engineering experts across the global office network. Join a team of more than 1,500 professionals who serve organizations across six continents, including: 84% of the Global 200 Law Firms 75% of the Forbes Top 20 Insurance Companies 90% of the NAIC top 50 Property & Casualty Insurers 71% of the Fortune 100 Companies. Visit to learn more about opportunities to apply engineering expertise to positions in the Asia-Pacific region, Canada, Europe, South America, and the United States. About J.S. Held J.S. Held is a global consulting firm that combines technical, scientific, financial, and strategic expertise to advise clients seeking to realize value and mitigate risk. Our professionals serve as trusted advisors to organizations facing high stakes matters demanding urgent attention, staunch integrity, proven experience, clear-cut analysis, and an understanding of both tangible and intangible assets. The firm provides a comprehensive suite of services, products, and data that enable clients to navigate complex, contentious, and often catastrophic situations. Verdantix, in their Green Quadrant: Enterprise Risk Management Consulting Services (2025) report, benchmarks 15 of the most prominent enterprise risk management (ERM) advisors, identifying global consulting firm J.S. Held among the leading companies based on capabilities and momentum J.S. Held, its affiliates and subsidiaries are not certified public accounting firm(s) and do not provide audit, attest, or any other public accounting services. J.S. Held is not a law firm and does not provide legal advice. Securities offered through PM Securities, LLC, d/b/a Phoenix IB or Ocean Tomo Investments, a part of J.S. Held, member FINRA/SIPC. All rights reserved. Contact Kristi L. Stathis | Global Public Relations | +1 786 833 4864 | Find your expert.® View original content to download multimedia: SOURCE J.S. Held View original content to download multimedia: Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data
Associated Press
23-06-2025
- Business
- Associated Press
J.S. Held, Together with the Women's Engineering Society and UNESCO, Celebrate Women in Engineering
JERICHO, N.Y., June 23, 2025 /PRNewswire/ -- Global consulting firm J.S. Held joins the Women's Engineering Society and the United Nations Educational, Scientific, and Cultural Organization (UNESCO) in celebrating International Women in Engineering Day (INWED). INWED provides an important 'platform to showcase successes and achievements of female engineers' and, in 2025, celebrates under the theme Together We Engineer. Together We Engineer perfectly embodies the practice of engineering by more than 100 J.S. Held female engineers across ten countries. A collaborative collection of female experts who apply their engineering expertise to complex financial, technical, and scientific matters, helping clients proactively manage risk and respond to complex, contentious, and often catastrophic situations. Meet the J.S. Held Experts In the spirit of the 2025 Women in Engineering theme, #TogetherWeEngineer, J.S. Held is proud to highlight the work of a few of the firm's engineering experts: A data scientist working from India leverages her expertise in programming languages and database systems to analyze financial, operational, and transactional data, delivering insights that support both proactive risk management and reactive crisis response. Her work is integral to helping organizations mitigate the impact of misconduct and economic crime by applying technology and data science. A forensic investigations expert in Phoenix, Arizona, who applies her structural engineering and construction management background to conduct forensic investigations. An oil & gas expert working from the United Arab Emirates applies her experience as a project and cost engineer in the international oil & gas industry to her work, providing contractual analysis and quantum support on various contentious and non-contentious matters on projects spanning multiple sectors and jurisdictions, and authoring reports in the Arabic language for use in litigation proceedings. A digital transformation expert leverages her professional experience in SaaS products (web and mobile) in corporate and startup environments to support successful digital transformations for contracts and claims management, providing valuable data analysis for mid/long-term strategies and supporting the implementation of digital tools. A mechanical engineer applies expertise developed at the National Highway Traffic Safety Administration (NHTSA), where she led federal research on crash test dummy biofidelity and human injury risk evaluation in postures associated with autonomous vehicles, to her work in accident reconstruction. A London-based construction dispute expert applies her professional experience in architectural practices in Malaysia, the Philippines, and Singapore, along with her expertise in all stages of the construction process, to large-scale construction disputes in the UK and overseas by conducting research, analysis of technical design and specifications, and site investigations. Multidimensional Engineering-Informed Experts Benefit J.S. Held Clients Deep engineering expertise permeates the global organization. Multidisciplinary experts across J.S. Held combine engineering expertise with core specializations, including: Explore the expertise across J.S. Held by visiting Technology-enabled Expertise at J.S. Held Women across J.S. Held develop innovative technologies to deliver more effective and efficient client solutions. Multidisciplinary consulting experts are supported by in-house testing laboratories, investigative experts, and industry-leading forensic analysts. J.S. Held Commitment to Professional Development J.S. Held fosters an environment where women with engineering and other technical expertise – one of the firm's core specialties – are empowered to grow, lead, and make a meaningful impact in the industries and communities J.S. Held serves. Marjan Panah, Chief People Officer, observes, 'What makes J.S. Held stand out is the breadth of expertise and diversity of our people. We leverage our different backgrounds, experiences, and skill sets to deliver unique value to our clients across a wide range of matters and geographies. Our leaders and communities ensure team members feel welcomed, respected, and appreciated.' Join the J.S. Held Team J.S. Held is actively recruiting engineering experts across the global office network. Join a team of more than 1,500 professionals who serve organizations across six continents, including: Visit to learn more about opportunities to apply engineering expertise to positions in the Asia-Pacific region, Canada, Europe, South America, and the United States. About J.S. Held J.S. Held is a global consulting firm that combines technical, scientific, financial, and strategic expertise to advise clients seeking to realize value and mitigate risk. Our professionals serve as trusted advisors to organizations facing high stakes matters demanding urgent attention, staunch integrity, proven experience, clear-cut analysis, and an understanding of both tangible and intangible assets. The firm provides a comprehensive suite of services, products, and data that enable clients to navigate complex, contentious, and often catastrophic situations. Verdantix, in their Green Quadrant: Enterprise Risk Management Consulting Services (2025) report, benchmarks 15 of the most prominent enterprise risk management (ERM) advisors, identifying global consulting firm J.S. Held among the leading companies based on capabilities and momentum J.S. Held, its affiliates and subsidiaries are not certified public accounting firm(s) and do not provide audit, attest, or any other public accounting services. J.S. Held is not a law firm and does not provide legal advice. Securities offered through PM Securities, LLC, d/b/a Phoenix IB or Ocean Tomo Investments, a part of J.S. Held, member FINRA/SIPC. All rights reserved. Contact Kristi L. Stathis | Global Public Relations | +1 786 833 4864 | [email protected] Find your expert.® View original content to download multimedia: SOURCE J.S. Held
