ROUNDTABLE | NEXT GENERATION
Jasen Doyle
Chelsea Linton
Kevin Brewer
Margie Nijs
more emphasis is placed on worker qualification, there are growing opportunities for young professionals to enter the training and education side of the industry as well. Liz Hunter: I believe the path is anything that interests you. You can start as an operator and move your way up to management; you can start in technical and move to commercial.
What skills (technical and non-technical) are most valuable early in a career in this field? KB: When you are starting out, the intangibles are just as important as technical skills. They are the things people have as part of their character, like the willingness to show up and learn, to be on time, to be focused on the job. Technicians must be good at working with their hands and curious about mechanical and electrical systems and motors. I think of high school age kids who are fascinated by fixing cars and tinkering with machines. People who like variety make good crane
technicians. In sales, you look for people with problem-solving skills, who like to look beyond the surface and dig deeper. They are always asking why and do not just accept the first answer they get. The service team is often the face of the company and the brand, so they must have the right soft skills and be good at communicating with customers and internal partners. MN: This depends really on the role, but curiosity, critical thinking, positivity and a can-do mentality go a long way. You don’t need to know everything on day one. Strong communication skills, respect for safety and the ability to adapt quickly help people succeed early, especially as technology plays a growing role across the industry. JD: Professionals entering the field should develop a solid understanding of load dynamics, rigging fundamentals and the equipment they’re using. For crane operators, that includes being able to read and interpret load charts and lift plans and understand inspection requirements and safety standards. However, that technical knowledge alone isn’t enough. Situational awareness is incredibly important in lifting operations, as is communication.
50 Summer 2026 |
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CL: A mix of technical know-how and strong communication is key. People who can take complex technical issues and explain them clearly to teams or customers often stand out. It’s important to keep building both sets of skills throughout your career. One way to grow non-technical skills is through joining community networks like the Young Professionals Network of MHI, where roundtable discussions cover practical topics like time management and prioritisation and overcoming imposter syndrome.
What misconceptions do young professionals often have about working in lifting equipment and material handling? KB: More than there being misconceptions about the industry, the real problem is that there is no awareness of it. Young people don’t even know that this industry is a thing. MN: Many assume the work is old-fashioned or mechanical. In reality, the industry is becoming more digital and data-driven every year. Others might think the work is very routine-focused, when actually it involves problem-solving, customer interaction and continuous learning. Also, some may not realise how many development and mobility opportunities exist across teams and countries. JD: One of the biggest misconceptions is that this work is mostly physical labour. In reality, a large portion of the work involves planning, coordination and engineering. Most of the work involved in a critical lift happens long before the equipment ever moves. In many cases, about 75% of a critical lift is spent on planning. Another misconception relates to career earnings potential. Historically, young professionals may not have viewed material handling careers as particularly lucrative, but with the current shortage of skilled professionals, the earning potential in this field is very competitive. CL: A lot of people think the industry is ‘old school’ or purely mechanical. In reality, it’s becoming increasingly hi-tech, with innovations like smart sensors, digital inspection tools, remote monitoring systems and automated lifting solutions. It’s a field where technology and engineering go hand-in-hand.
How can mentorship improve safety and overall performance in crane operations and inspections? Candice Gouge: We don’t have a formal mentorship programme, but we have been working through a professional development programme (PDP). We make sure that someone in the company has responsibility for development. That is the lifelong learning team, which is there for people who want development and promotion. We put together a personal plan based on growth that the team member is looking for. Sometimes there is an informal mentor helping with the development process. We are working on a formal mentoring
programme to capture knowledge and leave a legacy from the retiring professionals. It is about succession planning for people on the PDP programme and people who want to be mentors. It is also for people who are in new-to-leadership roles. We don’t want to promote people who have no leadership experience, but they can’t get promoted without experience, so the idea is to put scaffolding around new leaders. KB: It allows people to work with experienced colleagues and ties in with the apprenticeship programmes for technicians. For lifting mechanics, we have a four-year programme that includes some classroom time and some on the job learning, which involves some partnering with senior technicians to learn the tricks of the trade, the nuances of the business and transfer senior knowledge. MN: Mentorship makes a huge difference because it connects new employees with people who’ve learned from real-world experience. A mentor can explain not just what to do, but why, and help build the judgment that keeps people safe. It also builds confidence as newcomers feel supported. JD: Mentorship is one of the most important ways to improve safety because it helps people build experience the right way. For a long time, a lot of people in this industry learned through trial and error, and we’ve moved beyond that. A strong mentorship approach should follow a crawl, walk, run model where people learn the fundamentals first and gain experience alongside knowledgeable professionals.
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