David G. Ewing

In today’s tech-driven business world, the ability to navigate technological challenges isn’t just for engineers anymore—it’s a must-have skill for leaders across all industries. As an engineer-turned-CEO, I’ve discovered that the most valuable asset isn’t specific technical knowledge, but a mindset primed for problem-solving, adaptation, and continuous learning.

My engineering degree taught me to dive deep into technical challenges. But here’s the thing: Whether you have a technical background or not, you need to be ready to roll up your sleeves as a leader and “dive in,” in order to innovate. 

One of the most striking realizations I’ve had in my career is just how quickly technology evolves. Much of what I learned during my time at Harvard and MIT is now outdated—a fact that becomes glaringly apparent when I see the advanced capabilities of my son’s high school robotics team today. In today’s world, shying away from technology or avoiding challenging questions is a critical misstep. Every business, regardless of industry, is now driven by AI and data. As such, leaders must cultivate an insatiable curiosity and actively engage with emerging technologies, irrespective of their background.

Adapting and continuing learning is far more valuable than any specific technical skill. Whether you’re an engineer, a marketer, or in any other field, understanding and embracing technology is no longer optional; it’s a core skill for leaders of all kinds. The engineering mindset is a powerful tool kit for any leader facing the complexities of our rapidly evolving world. 

So, how exactly does an engineering mindset translate into effective business leadership? And what if you didn’t get an engineering degree? How can you take the best lessons from the engineering world and use it to be successful? 

Here are three key principles that I’ve distilled from my experience in transitioning from engineer to CEO:

ENGINEERING PRINCIPLE #1: BREAK DOWN BIG PROBLEMS INTO SMALL ONES

Everyone’s heard the expression, “The only way to eat an elephant is one bite at a time.” It can be overwhelming as a business leader to see all the problems the business has to overcome. You might feel yourself begin to shut down. 

The much better approach is to take out a blank piece of paper, write down the problem in one sentence, and then draw three lines to break it down into the three biggest sub-parts of that problem. Keep doing this until you’ve got it all mapped out. Then, start working on one piece at a time. Let your intuition guide you as to where you want to go next and solve the small parts before you try to tackle the big one.

This systematic approach to problem-solving is a cornerstone of the engineering mindset. It allows you to tackle seemingly insurmountable challenges by breaking them down into manageable pieces. In business, this skill is invaluable when facing complex market disruptions or optimizing intricate processes.

Innovation, in my view, isn’t just about creating new technologies. It’s about applying existing tools and knowledge in novel ways to solve real-world problems. As an engineer turned CEO, I’ve learned to look beyond surface-level issues and dig into the foundational elements of change.

For example, we had a customer with a call center who was concerned about the fact that their calls were taking five minutes. We re-engineered their process so that calls could be done in 90 seconds. When we flipped the switch 90 days later, the calls still took five minutes. But what we found was that the calls were so much more meaningful and concrete that customers were spending those five minutes buying two to four times as much as they had been buying previously. The project became the highest ROI project in the history of the company.

When we defined the problem, we thought it was about reducing call time. But when we redefined the problem, we realized we were trying to maximize customer lifetime value. We realized we had solved a different, more valuable problem. The lesson? Never be so sure of what you want that you wouldn’t take something better.

This approach to problem-solving and innovation is deeply rooted in the principles of the engineering mindset. It’s about questioning assumptions, reframing problems, and being open to unexpected solutions.

ENGINEERING PRINCIPLE #2: GET OUT OF THE OFFICE

A mentor of mine once told me, “I’ve never had a great idea sitting in my office.” He’s right. To think creatively, you’ve got to expose yourself systematically to all kinds of new places to get inspiration. Depending on whether you’re an introvert or an extrovert, you’ve got to find the things that work for you and find a way to stay plugged in. You aren’t going to have a great idea just sitting behind your desk.

Another mentor at MIT told me that if you never miss an airplane, you’re spending too much time sitting in airports. His point wasn’t to be sloppy and show up late for every flight. Rather, he was emphasizing that you’ve got to push yourself and sometimes take a little bit of risk. If everything you do is a success, then you’re probably not taking enough risks.

The difference between being number one and number two is often not 100% or 50% or even 25%—it’s less than 1%. That’s the difference between first place and second. And yet, the gains of being in first place versus second are tremendous. You must get out of the office, push and lean out and understand that not everything can be comfortable.

In engineering, failure is often seen as a valuable learning experience. The same should be true in business. By celebrating failure—or at least not fearing it—you create an environment where innovation can thrive. This doesn’t mean being reckless, but rather understanding that calculated risks and occasional setbacks are part of the journey to success.

One of the most valuable lessons I’ve learned from the engineering mindset is the importance of continuous learning. For example, I had a friend who regularly flew to Asia, and every time he did, he brought a textbook on a subject he knew nothing about. He always started his 12 to 14-hour flight on page one. By the time he got to the other side, he had mastered at least a quarter to half of the textbook and would finish the rest on the way back.

The willingness to make some white space in your life to dive in and learn something is often the only thing stopping you. All of us can study, learn, and gain more technical depth and understanding. You never know when that’s going to pay off, but it always does.

This mindset of continuous learning and growth –a.k.a. getting out of the office — is crucial in today’s rapidly evolving business landscape. As a CEO, I’ve found that this principle has instilled in me a curiosity and drive to always be learning, adapting, and improving.

This brings me to a mantra that my mom always drilled into me: “Always Be Becoming” (ABB). What it means is you always must be becoming something else. Maybe you’re becoming an AI expert, a marketer, or a better leader. You’ll always be becoming something because once you stop becoming something, it’s over, and you’re a has-been.

This principle is about staying in front of changes and innovations. As a CEO, it’s crucial to be aware of emerging trends and technologies that could impact your industry. By actively seeking out new experiences and perspectives, you’re more likely to stumble upon the next big idea or solution to a pressing problem.

ENGINEERING PRINCIPLE #3: UNDERSTAND THE BALANCE BETWEEN IMPACT AND INTENT

Nobody wakes up every day and says, “You know what? I’m going to give a half-hearted attempt and do a crappy job for my company or my team.” And yet, not everybody can make a great impact every day. It’s important to recognize that everyone has the intent of doing well, but that doesn’t mean it translates into the desired impact. As a leader, you must point out as constructively as possible when people are not making the impact needed, without ever insulting their intent.

For example, I once had an engineer who tried to write as many lines of code as he possibly could. The code wasn’t half bad, but he never put any comments anywhere, never documented his ideas and never let anyone know what he was thinking. He had a belief that if he produced lines of code (intent), he was doing a good job. We had to get him to realize that he had to produce lines of code that the team could use (impact) then he was truly successful. 

This principle is about understanding the difference between effort and results. In engineering, we’re taught to focus on outcomes and measurable impact. As a CEO, I’ve learned to apply this same thinking to people management. It’s crucial to create a culture where effort is appreciated, but impact is rewarded.

For example, as optimists, we’re always convinced that our product is ready to go the second we’ve built version 1.0. But the reality is 1.0 is never good enough. It’s important to be patient and to test and be rigorous with your products to make sure that the one chance you have to impress the customer is not wasted.

Remember to always test, test, test. This patience and attention to detail are hallmarks of good engineering practice. In business, they translate into a commitment to quality and customer satisfaction. It’s about resisting the urge to rush to market and instead taking the time to refine and perfect your offering.

THE ENGINEER’S MINDSET IN BUSINESS LEADERSHIP

My journey from engineer to CEO has taught me that true innovation isn’t just about creating new solutions. It’s about applying a systematic, curious, and adaptable approach to business challenges. Breaking down complex problems, focusing on fundamental elements, remaining open to unexpected outcomes—these are the keys to driving change and creating exceptional experiences for employees and clients alike.

While you may not come from an engineering background, if you open your mind to the idea that you will always be becoming something new, then you have the adaptable mindset that will put you on the right path to figuring out your business and experiencing joy under pressure.

The tech world is full of obstacles, but with the principles of the engineering mindset and a CEO’s strategic vision, these challenges become opportunities for innovation and growth. By embracing this mindset—breaking down problems, getting out of your comfort zone, and understanding the balance between intent vs. impact—you can navigate today’s complex landscape with confidence and creativity.

Remember, in the end, it’s not about having all the answers. It’s about having the right approach to finding them. That’s the true power of an engineering mindset in business leadership.

Fast Company