Q: Tell us a little about your path to MacDonald-Miller.

Dylan: I originally became a mechanical engineer because I liked problem-solving. But I told myself that no matter what, I didn’t want to be the engineer who sat behind a desk every day.

Earlier in my career, I worked in Alaska. That gave me a lot of field experience, because I was often sent out to places where you had to get the solution right the first time. You might be pulling measurements at a remote mine or working somewhere on the Arctic Slope. There wasn’t always an easy option to ship new material in later. When the solution arrived, it needed to work.

That experience shaped the way I approach engineering. Now, being out here with MacDonald-Miller in the Inland Northwest, I feel like I can bring some of that perspective with me.

Q: How would you describe your role today?

Dylan: I think of my job as an engineer as getting the project 90 to 95 percent of the way there. If we can take care of the big things like the right equipment, the right fit, the right ductwork, the right plan, then the field team can focus on the install details that make all the difference.

Then, they can plan more effectively, avoid surprises, and spend their time on the quality of the installation instead of solving problems that should have been addressed earlier.

Q: What do you enjoy most about the work?

Dylan: (Laughs) No surprises here, I like being in the field.

I think it’s one of the best ways to learn. One of my original mentors told me that if I didn’t know how to install things, I couldn’t really know how to design them. I’ve tried to take that to heart.

Getting into the field helps me grow technically, but it also builds camaraderie with the team.

There’s also something satisfying about being out in the actual space where the thing you’re designing will exist. You get familiar with the environment. You understand the constraints in a more real way. It makes the work less abstract.

Q: What have you learned from working closely with field teams?

Dylan: You learn to respect the details.

A drawing can solve a lot, but the field team still has to install it. They’re dealing with access, sequencing, tools, safety, weather, and all the practical realities that don’t always show up cleanly on paper.

When an engineer understands those realities, the work gets better. You can remove barriers before they become problems. You can make decisions that help the field team focus on quality. You can also build camaraderie and trust, because people know you’re not just handing over a plan and walking away.

Q: What does “good engineering” mean to you?

Dylan: Good engineering means designing something that can actually be built and maintained.

Constructability and serviceability is a big deal. The more time you spend in the field, the more you see the difference between a design that technically works and a design that works well in the real world.

A big part of that comes down to communication. If I can talk with fitters, sheet metal workers, technicians, and other field personnel to understand what they are dealing with, we can figure out solutions in real conditions, and I carry that back into my design work.

Q: How do you think the Inland Northwest market is changing?

Dylan: I think the INW market is still developing in terms of how clients understand the value of higher-quality mechanical work.

I saw a similar transition earlier in my career in Alaska. More focus on VRF, high-efficiency systems, design-build delivery, and qualified mechanical installation, not just the lowest first cost. I feel like the Inland Northwest is starting to move through that same shift now.

Part of it is owner education. Part of it is rising energy costs. Part of it is higher tenant expectations. Building owners are starting to see how lower-quality installation can cost more over time, whether that’s through energy use, comfort issues, service problems, or tenant dissatisfaction.

Q: What excites you about what MacDonald-Miller brings to that future?

Dylan: I think we bring a big-picture approach.

We may not always be the lowest initial bid, but once clients see what we’re trying to do for them, they often understand the value. We’re trying to be a good partner. We’re looking at the long-term solution, not just the immediate installation.

That matters more as buildings become more complex and expectations keep rising. Mechanical systems are tied to comfort, energy performance, tenant experience, maintenance, and long-term operating cost.

If we can help clients see that whole picture, we can create better outcomes.