10
OPINION
True leaders tune out the noise and let their expertise, talent, and technical understanding speak for itself. Prioritizing performance over perception
S uccess in engineering and design should be defined by capability, innovation, and results – not assumptions or labels. Through my experience working with dynamic teams, I’ve learned the most effective ones thrive on expertise, collaboration, and a shared commitment to excellence. Whether in engineering, architecture, planning, or environmental design, ISG values personal strengths as the driving force behind meaningful, lasting solutions for our clients and communities.
Tiara Marcus
The workplace should be guided by expertise, driven by effort, and measured by the impact it creates – not by outdated narratives or assumptions. Time and again, my belief in hard work has proven true. EARLY LEARNING. In pursuit of an industrial engineering career with a 9:1 ratio of men to women in my college courses, personal identity wouldn’t overshadow success. Through technical expertise, resilience, and the determination to succeed, people in these fields prove time and again that their focus is on one thing: excellence. Over the next 15 years, my career spanned mining, foundries, manufacturing, and heavy industry.
It’s a non-traditional background for architecture and engineering design, but one that built a deep technical foundation in quality, operations, and leadership. Each role came with its challenges – learning from some of the toughest people on earth, leading multimillion-dollar investments, and presenting growth strategies to CEOs and board members. BECOMING A METRIC. At one point in my career, I attended a leadership meeting about upcoming bonus changes. The system was being redesigned to incentivize leaders to promote diverse candidates for additional increases.
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THE ZWEIG LETTER MARCH 24, 2025, ISSUE 1578
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