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Re:Engineered is a podcast for engineers and technical professionals who've realized that being great at the technical work isn't enough anymore. Hosted by Chris Stasiuk, an engineer turned coach who spent 25 years growing from project engineer to shareholder at an engineering consulting firm, and now coaches technical professionals on the leadership skills no one taught them. The show treats communication, leadership, and influence as systems. Not personality traits. Not corporate theater. Skills you can learn and apply without pretending to be someone you're not. Episodes include solo takes, newsletter riffs, and conversations with engineers and experts in areas technical professionals often overlook. No theory. Real frameworks from real engineering environments, with direct guidance on managing up, leading without authority, and navigating difficult conversations. No buzzwords. No corporate platitudes. No advice from consultants who've never built anything. If you're the one who actually solves the problems but keep getting passed over for people who talk more than they contribute, this podcast was built for you. Because being a great engineer isn't enough anymore.
Unknown Host hosts Re:Engineered.
A ceiling that took fifty years to disappear into the wall. A gap in a laminate floor that took a few afternoons and still refuses to disappear. Chris stands in his dad’s kitchen working out the difference, and what it m
A carpenter canceled an hour before a first-look meeting for a shed build. Forty-five minutes later, he apologized. Most people read that apology as the thing that cancels out the mistake. It doesn’t; it’s a second data
You can fix the exit criteria, wire the alarm to the right variable, and still never leave. The scaffolding you built to survive the state was designed to pay down the exact pain the criteria were watching for, so no pas
You can write the exit criteria down, keep them current, and still never move. Not because the number is wrong. Because the work you are supposed to be leaving keeps showing up, and every time you take it, the decision i
A junior engineer did everything right on paper. Then he got put in a lead role before anyone had pressure tested him, and a values gap surfaced that no interview could have caught. Chris Stasiuk ran the correction early
When a candidate lists everything wrong with their previous employer, an engineer’s instinct is to hear it as information about the previous employer. It is often better read as information about the candidate. This epis
A non-compete signed in good faith does not care about good faith when conditions change. Engineers know this. They build redundant pumps before commissioning starts because hindsight is expensive and foresight is cheap.
When you get promoted over a former peer, your structural authority changes on a specific date. The relationship does not. Most engineers assume it self-adjusts, or they avoid naming the shift because the conversation fe
The work you handed off came back half done, so you figured the person wasn’t ready or you delegated too soon. Wrong read. The work didn’t bounce because they failed. It bounced because you handed over the easy part and
Engineering judgment gets treated as something mysterious. A gift. Something senior engineers have and junior ones don’t, with no clear path between them. That framing is convenient for the senior engineers and useless f
Most engineers stepping into leadership have the credentials. The degree, the certification, the years on the job. What they don’t have yet is earned credibility, and that gap is real whether they acknowledge it or not.
Engineers think they have a communication problem. They have a system problem. Every individual communication failure compounds into a predictive model that other people run of you, and that model is what gets used in ro
Engineers don’t fail in high-stakes rooms because their analysis is wrong. They fail because they’re answering in the wrong unit. A project manager walks a client through a scope change in hours; the client asks for doll
Engineers don't lie about what they don't know. They go quiet. That instinct is correct in technical work, where you don't sign off on a calc you haven't verified. It backfires in leadership, where silence isn't neutral
Engineers operate on a transmission model. You send, therefore you’ve communicated. But communication with people who have to act on the information isn’t a transmission. It’s a confirmed receipt. Chris breaks down a six
Engineers default to comprehensiveness because leaving something out feels wrong. In a design review or on a set of drawings, that instinct is correct. In leadership, it backfires. The person asking the question usually
Engineers can have every leadership mechanic in place and still be invisible to the people who matter. The problem isn’t the quality of work. It’s an undesigned signal path between that work and the people making decisio
Engineers treat conflict like a system fault — find the root cause, fix it, restore steady state. In human systems, that instinct doesn’t resolve conflict. It suppresses it, and suppressed conflict doesn’t disappear. It
Engineers trying to influence peers, contractors, and cross-functional teams face a total authority gap — and they handle it badly. The default moves are logic and persuasion, which creates resistance, or avoidance, whic
Most engineers are deliberate about the signal they send downward and sideways. The upward signal gets left to chance — not because it seems unimportant, but because “managing up” sounds like politics. This episode refra
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Re:Engineered is hosted by Unknown Host. The show is categorised under Business (careers) and has published 0 episodes.
Re:Engineered regularly covers Business, Careers. It sits in the Business category, with a careers focus.
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