3P CAREERS | CIVIL ENGINEERING | ARCHITECTURE | INTERIOR DESIGN

Senior electrical engineers in utility design: are you building a career… or just solving the same problems on repeat? I’ve noticed something in conversations with experienced electrical engineers. Many are well compensated. Many are technically strong. But not all feel challenged. And not all feel valued. Sometimes the work becomes a cycle of deadlines, QA comments, and putting out fires. That’s why roles like this are worth a closer look. This opportunity is geared toward a senior electrical engineer with strong utility distribution experience—especially someone who knows Pepco standards, understands QA/QC, and holds active PE licensure in Maryland and DC. This isn’t an entry-level “grow into it” role. This is for someone who can step in, bring experience to the table, mentor others, and help shape quality delivery. A few things that stood out to me: ✔ Established women-owned firm with 40+ years in the Baltimore-Washington market ✔ Recognized multiple years as one of Maryland’s best places to work ✔ Strong utility/infrastructure project exposure ✔ Overtime + bonus potential ✔ Opportunity to make an impact beyond just production work For senior engineers, the question often becomes less about “Can I do the work?” and more about: “Is this where I want to spend the next chapter of my career?” Team quality matters. Leadership matters. Feeling respected for your expertise matters. Curious to hear from utility engineers: What tends to matter most at the senior level—compensation, technical challenge, leadership, culture, or long-term stability? #ElectricalEngineering #UtilityEngineering #PowerDistribution #DistributionDesign #Pepco #PowerSystems #ElectricalEngineerJobs #AECcareers #EngineeringLeadership #MarylandJobs #DCJobs #InfrastructureEngineering #UtilityDesign #ProfessionalEngineer

Civil engineers: great projects alone don’t make a great job. I speak with a lot of civil/site engineers across the DC Metro market, and one thing comes up often: The work may be interesting... but the day-to-day experience doesn’t always match. Too little flexibility. Too much firefighting. Not enough mentorship. Limited visibility into the bigger picture. That’s why this opportunity stood out. This role is ideal for a civil engineer who still enjoys the technical side of land development but is ready for more ownership and leadership. You’d be working on large mixed-use projects across the DC Metro area, touching core civil/site work like stormwater management, grading, utility design, and site planning. What makes this different is the overall package. ✔ Flexible hybrid schedule (typically 4 days WFH) ✔ Supportive, team-oriented culture ✔ Strong benefits ✔ Opportunity to mentor junior engineers ✔ Clear path toward greater project leadership In this market, many engineers aren’t just chasing a bigger paycheck. They’re looking for a better fit. A place where they can do meaningful work, have some breathing room, and continue growing without burning out. For the right person, this could be that kind of move. For the engineers here—What tends to drive your decision most these days: project type, flexibility, compensation, leadership growth, or team culture? #CivilEngineering #SiteCivil #LandDevelopment #StormwaterEngineering #AECcareers #EngineeringLeadership #CivilEngineerJobs #DCMetroJobs #StormwaterManagement #UtilityDesign #EngineeringCareers #HybridJobs

A question for the survey professionals in my network: When was the last time you looked at a Survey Crew Chief opportunity and thought… “This actually feels like a solid long-term move?” Good survey talent is getting harder to find. Not because people don’t want to work hard—but because experienced field professionals want the right environment. Fair leadership. Reliable project flow... Good equipment... A team that respects the field.... And honestly, that makes sense. Survey Crew Chiefs are often the ones keeping projects moving when everyone else is waiting on answers. Construction stakeout... Boundary work... Topo. As-builts. QA in the field.... Training younger staff. Problem-solving in real time when site conditions don’t match the plan. It’s not easy work. It takes skill, patience, and leadership. That’s why opportunities like this matter. This particular role is with a well-established multidisciplinary firm with a strong pipeline of land development work. The kind of environment where a field leader can stay busy, have the right tools, and continue growing instead of feeling stuck. What stood out to me is that this isn’t just “fill the truck and go.” They’re looking for someone who can lead jobs, mentor junior field staff, and take ownership of quality and delivery. For survey professionals, that can mean a real career step—not just another move. For firm leaders, this is also the bigger conversation: How do we attract and retain strong field survey talent when fewer younger professionals are entering the space? Curious what others are seeing. Are experienced Survey Crew Chiefs becoming one of the hardest hires in the AEC world right now? #LandSurveying #SurveyCrewChief #Surveyor #LandDevelopment #CivilEngineering #ConstructionSurveying #Geomatics #AECJobs #EngineeringCareers #Infrastructure #SurveyingLife #HiringNow #CareerGrowth #SiteDevelopment

The architecture market is changing right now. Firms are not just looking for designers with creative ideas. They also need people who can actually bring projects to life through strong REVIT production, coordination, and construction documentation. That’s becoming a major hiring challenge across multifamily and commercial projects. This Sr. Architectural Designer / REVIT Specialist opportunity stands out because it offers: • Strong multifamily project exposure • Hands-on REVIT and construction document work • Collaborative project teams • Contract-to-hire path with long-term potential • A chance to play a key role in project delivery Many firms today are putting more value on technical production skills, detailing, and coordination than ever before. The professionals who can bridge design and execution are becoming incredibly valuable. Curious to hear from others in architecture and design: Are you seeing more demand for strong REVIT/documentation talent in today’s market? #Architecture #ArchitecturalDesign #Revit #RevitJobs #Multifamily #AECJobs #DesignCareers #ConstructionDocuments #ArchitectureJobs #ContractToHire

“Good Survey Crew Chiefs are getting harder and harder to find.” Especially the ones who can truly lead crews in the field, manage construction stakeout work, mentor younger staff, and keep projects moving efficiently under pressure. Over the last few years, I’ve noticed many land development and civil engineering firms facing the same challenge: There is plenty of project work. But there are fewer experienced field leaders available to support it. That is why opportunities like this matter. This role is not just about running equipment or collecting field data. It is about leadership in the field. It is about accuracy, communication, problem-solving, and helping projects stay on track from the ground up. For many experienced survey professionals, the conversation today is also changing. Compensation still matters, of course. But many people are also asking: “Will leadership support me?” “Will I have the right equipment and technology?” “Is there long-term stability here?” “Will I be respected for my experience?” “Can I continue growing in my career?” The firms that are attracting and retaining strong survey professionals right now are usually the firms investing in all of those areas — not just filling seats. This particular opportunity stands out because of the mix of: ✔ Diverse land development projects ✔ Strong regional reputation ✔ Modern survey technology ✔ Long-term career growth ✔ Collaborative culture and team support Surveying continues to play a critical role in shaping infrastructure and development projects across the region. And strong field leadership has never been more important. Curious to hear from others in the surveying and land development space: What do you think firms need to do better today to attract and retain experienced field professionals? #Surveying #SurveyCrewChief #LandSurveying #CivilEngineering #LandDevelopment #ConstructionStakeout #ALTA #Infrastructure #EngineeringJobs #SurveyJobs #Geomatics #SiteDevelopment #AECIndustry #GPS #TotalStation #FieldOperations #Construction #EngineeringCareers #SurveyTechnology #ProjectManagement

“One of the hardest engineering roles to hire for right now? Experienced utility-focused Electrical Engineers with strong QA knowledge.” Especially professionals with deep experience supporting Pepco standards, utility coordination, and complex public infrastructure work across the DC/Baltimore market. Over the last few years, I’ve noticed many firms are facing the same challenge: Projects continue to grow. Infrastructure demands continue to increase. But the number of senior-level engineers who can truly lead, mentor, review plans, and maintain high QA/QC standards remains very limited. That is why opportunities like this one stand out. This is not simply a production role. It is the kind of position where an experienced engineer can have real influence on project quality, younger staff development, and long-term operational success. The firm itself has built a strong reputation in the Baltimore-Washington region over the last 40+ years and has also been recognized multiple years in a row as one of the Best Companies to Work for in Maryland. What also stood out to me during conversations with leadership was the balance they are trying to create between: ✔ Strong technical standards ✔ Mentorship and team support ✔ Long-term career growth ✔ Community impact ✔ Stable project backlog For many senior engineers today, compensation still matters of course. But I also think many are paying closer attention to things like: “Will my experience actually be valued here?” “Will I have support from leadership?” “Can I help shape younger staff?” “Is the workload sustainable long term?” “Will I continue growing, or just maintain projects?” Those questions matter. Particularly in utility and infrastructure engineering, where burnout can become very real when teams are stretched thin. Curious to hear from others in the electrical and utility engineering space: What do you think firms need to do better to attract and retain experienced senior engineers today? And what factors matter most to you at this stage of your career besides compensation? #ElectricalEngineering #UtilityEngineering #Pepco #PowerDistribution #Infrastructure #CivilEngineering #EngineeringLeadership #QACQ #EngineeringJobs #MarylandEngineering #DCEngineering #UtilityDesign #AECIndustry #EngineeringCareers #ProjectManagement #Mentorship #PowerSystems #LandDevelopment #Surveying #ConsultingEngineering

“One of the biggest retention problems in the AEC industry is not compensation… It’s lack of feedback.” Over the last few years, I’ve spoken with hundreds of engineers, architects, designers, planners, and survey professionals across the industry. Many are not leaving because they dislike the work. Many are leaving because they feel disconnected from leadership, uncertain about their future, or unclear about how they are performing. And in many firms, this happens slowly. A young engineer finishes deadlines every week but never hears where they are improving. A designer works late nights on client deliverables but gets little mentorship. A project manager quietly burns out while trying to balance production, staffing, and client expectations. Meanwhile, leadership teams are juggling hiring shortages, project demands, utilization goals, business development, and succession planning all at once. The reality is: Most AEC leaders are stretched thin right now. But one thing the strongest firms still do well is communication. Not just annual reviews. Not just compensation discussions. Consistent communication. Simple check-ins. Honest conversations. Clear direction. Constructive feedback. And recognition when someone is growing. In today’s market, younger professionals especially want to understand: “Am I progressing?” “Do you see leadership potential in me?” “What skills should I improve?” “Where do I fit long term?” When those conversations do not happen, people often create their own answers — and sometimes those answers push them toward another opportunity. I also think many firms underestimate how much proactive feedback improves retention, morale, and even project performance. People usually perform better when expectations are clear. They stay longer when they feel seen. And they grow faster when leaders invest time into mentorship. The firms building strong long-term teams right now are usually not perfect firms. They are simply firms where leadership stays engaged and approachable. Curious to hear from others in the AEC space: What has worked best at your firm when it comes to creating a stronger feedback culture? And where do you think firms still struggle the most today? #AEC #CivilEngineering #Architecture #InteriorDesign #LandscapeArchitecture #Surveying #GeotechnicalEngineering #ElectricalEngineering #LandDevelopment #EngineeringLeadership #DesignLeadership #HRLeadership #ProjectManagement #TalentStrategy #WorkplaceCulture #EmployeeRetention #LeadershipDevelopment #AECIndustry #ConsultingEngineering #ProfessionalDevelopment

“Should design professionals be proactive in asking for feedback?” In most cases… yes. Not because you are doing a bad job. Not because you are insecure. But because feedback helps people grow faster. In the AEC industry, many professionals are managing tight deadlines, client demands, production work, meetings, field visits, and internal coordination all at once. Because of that, managers are often moving quickly from one task to another. Good work may get noticed… but not always discussed. That is why proactive communication matters. I speak with engineers, architects, interior designers, landscape architects, planners, and surveyors every week. One thing I consistently notice is that the professionals who grow the fastest are usually the ones willing to ask questions like: “What could I improve?” “Where do you think I can add more value?” “What skills should I focus on next?” Those conversations often lead to stronger mentorship, clearer expectations, and better long-term career growth. It also helps avoid a very common problem in today’s market: Many professionals assume silence means everything is fine… only to later find out their manager expected something different. Feedback creates alignment. It helps younger professionals develop technical skills faster. It helps mid-level professionals prepare for leadership. And it helps senior professionals stay connected to their teams. That said, feedback should go both ways. Strong leaders do not wait until annual reviews to communicate with their staff. The best firms usually create an environment where people feel comfortable asking questions, sharing ideas, and learning without fear of being judged. The AEC industry is still heavily relationship-driven. Technical ability matters. But communication, self-awareness, and willingness to grow matter too. Curious to hear others’ thoughts: Do you think professionals in engineering and design ask for enough feedback today? Or do you think many are hesitant to have those conversations? #CivilEngineering #Stormwater #LandDevelopment #Architecture #InteriorDesign #LandscapeArchitecture #Surveying #GeotechnicalEngineering #ElectricalEngineering #LandPlanning #AECIndustry #EngineeringCareers #DesignCareers #ProjectManagement #CareerGrowth #Leadership #ProfessionalDevelopment #Construction #SiteDevelopment #ConsultingEngineering

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Technical skills matter in the AEC industry. Strong design ability matters too. But over the years, I’ve seen something else play a major role in long-term career growth: Relationships. Many of the most successful stormwater engineers, site/civil engineers, geotechnical engineers, electrical engineers, architects, interior designers, landscape architects, land planners, and survey professionals I’ve worked with have built strong careers not only because of technical ability — but because people trusted them. Strong relationships can lead to: • Better projects • More mentorship opportunities • Leadership growth • Stronger client connections • Better teamwork • Career stability during market shifts • Access to opportunities before they ever get posted publicly In design and engineering, people often remember: • Who communicates well • Who stays calm under pressure • Who helps solve problems • Who collaborates effectively • Who clients enjoy working with This industry is smaller than many people realize. Reputations travel fast. That’s why networking should not feel “salesy.” It should simply be about building genuine professional relationships over time. For younger professionals especially, one of the best investments you can make is staying connected with: • Former coworkers • Mentors • Clients • Consultants • Contractors • Professors • Industry peers A quick conversation, lunch meeting, project collaboration, or even checking in once in a while can create opportunities years later. The professionals who tend to grow the fastest are often the ones who combine technical skill with strong people skills. Both matter. At 3P Careers, we spend a great deal of time helping professionals across the AEC industry navigate career growth, leadership opportunities, and long-term professional development throughout the Mid-Atlantic and East Coast markets. If you ever want insight into current hiring trends, market conditions, or career opportunities within the industry, feel free to reach out. #CivilEngineering #Stormwater #SiteDevelopment #LandDevelopment #GeotechnicalEngineering #ElectricalEngineering #Architecture #InteriorDesign #LandscapeArchitecture #LandPlanning #Surveying #AEC #EngineeringCareers #DesignCareers #Leadership #ProfessionalDevelopment #Networking #Mentorship #CareerGrowth #Recruiting