Prior to stepping down as Chairman of the IET Project Controls Technical Network, I had been a member of the Project Controls TN for many years. I stepped down at the end of 2025 with a view of taking a short sabbatical whilst I reset and calibrated by emerging research interests which focus on Artificial Intelligence (AI) and how this emerging technology can be leveraged in the fields of Quality, Governance, and Assurance in the fields of manufacturing, projects, and decommissioning within the UK Military and Civil Nuclear sectors. This article presents my personal reflections and opinions relative to being active in the IET’s TNs. So what are the IET TNs?
The IET Technical Networks comprise of specialist groups that facilitate technical and professional engagement among IET members with shared interests. Successful engagement relies on the active participation of members on committees, especially as committee officers. Whilst such participation on committees may be seen to accelerate career progression, increase professional visibility and credibility, and enhance opportunities to influence standards and best practice, I personally have found that membership facilitates effective networking and also offers a feeling of “giving something back” to my profession by sharing my expertise, career experiences, and offering mentorship and advice to less experienced and new entrants to the profession’. Participating on TN committees has all of these benefits, and importantly they also create a pathway to thought leadership and enable committee members to shape the conversation and outcomes that can define industries.
I have found that by active participation in an IET Technical Network, it opens a world of opportunities: leadership credentials, co-opting networks leading to personal career advancement, expanded professional networks, reputation capital from exclusive “insider” information, and the chance to contribute directly to real change and positive outcomes in the industry. Even the accumulation of soft skills such as governance, policy literacy, board experience, project management, strategic thinking, collaboration, and communication can strengthen a member's general professional profile and support a blend of hard and soft skills.
Understanding IET Technical Networks
In my many years of being in the Project Controls TN I can inform the reader that supporting the IET mission through the Technical Network structure requires active personal investment in committees. IET Technical Networks deliver activities, outputs, and professional development opportunities aligned with the defined IET mission and strategy. Technical Networks are the IET's groups for a specific area of interest within technology, engineering, and applied sciences and are comprised of four primary components. These are active committees, other active professionals, membership, and the IET.
Three key terms help clarify the Technical Network structure:
(1) A Technical Network is a collective term for all Technical Networks,
(2) A Technical Network committee refers specifically to the governance body and the concept of committee structure, and
(3) A Technical Network investment represents any form of active contribution, including participation on a Technical Network committee. I have delivered such activities as arranging, hosting, and presenting webinars, arranging physical events, collaboration with other Professional Institutions, authoring papers, discussion articles and blog posts, and acting as a mentor where requested.
Technical Networks deliver projects and activities through technical committees and working groups underpinned by the resources of a wider body of professional expertise. Technical Networks implement IET strategic initiatives that benefit from a leading or steering role. These activities might cover a period of years, involve input from Working Groups over a more limited duration, and may contribute to trends or developments in technology, engineering, or applied sciences.
The Technical Networks can also impact the application and regulation of engineering and technology for the benefit of the public, for example by shortening the innovation pipeline, influencing the setting of technical standards, highlighting the dynamics of an emerging sector or application area, publishing best-practice guidelines or papers outlining future directions, and fostering cross-discipline communications.
My support for the Project Controls technical network extended far beyond the committee. Typically, I regularly found opportunities to interact with other professionals working in their relevant disciplines, and other Institutions which included the Institution of Mechanical Engineers, (I.Mech.E), the Chartered Quality Institute (CQI), the Association of Project Management (APM), and the Project Management Institute (PMI). I always found opportunities for a degree of interaction gaining professional experience, technical knowledge, and international perspectives which aided discussions and decision-making processes.
A Rationale for Active Engagement
Despite investing significant time and expertise to support Technical Networks, many professionals might remain sceptical about the benefits of active committee engagement. However, research reveals incentives that translate into tangible benefits which might include that active committee members report faster career advancement, greater visibility in their industry, and broader influence on standards and best practices within their sector. In my case I can attest to the validity of all of these points. But the key to personal return on time investment is that committee members must be active in order to inform and drive direction.
A wealth of qualitative evidence underscores the advantages of committee engagement. Active and proactive engagement can establish an impressive record of achievement and it enhances professional reputations; builds contacts and fosters friendships with colleagues across the industry; confers early awareness of emerging developments; cultivates the skills required to succeed at a senior level; provides opportunities to influence company and industry direction; develops governance awareness and policy literacy; and nurtures communication and project management capabilities. All of these factors help to establish credentials for future positions of even greater responsibility, including board-level roles in commercial and community institutions. I have had what some might say, a very successful career, but in truth it has been built on the foundations laid by superb mentorship from my peers and active engagement with my professional institutions.
Benefits of Serving on Committees
Serving on an IET Technical Network committee has a range of tangible and intangible benefits for personal and professional development. Examples include increased credibility and visibility, skills in governance, project management, and strategic thinking, and expanded networks. Enhanced awareness of the latest technical developments and the opportunity to contribute to shaping the industry’s future are also cited by those who serve on TNs.
Volunteers returning to IET engagement often describe the value of leadership credentials for senior roles in their respective organisations and industries. Preparing for such opportunities and adding credence to these roles requires increasing visibility and connections, as well as providing solid evidence of leadership ability. Throughout my career I found that credibility is key, helped by being able to point to strategic leadership roles in committees that provide an ‘investor’ network and the respect of my peers involved in governance and committees.
I also found that active participation on committees develops skills that enhance career-long success and personal competitiveness. Contributions help shape policy direction and unlock opportunities for technical and thought leadership. Committee activities also offer insight into innovation pipelines, standards development, and best practices.
Membership of committees aids the gain of experience in practical governance through preparation, discussion, and voting on public works, documents, and recommendations. The process and skills of policy literacy are fostered by the inclusion of all relevant views and the need to substantiate all positions through accepted technical and engineering principles. Contributions build governance skills in development and authorship of Position Statements, Discussion Papers, and White Papers that guide the IET and position it to Government and Industry. Committee Members are also involved in reviewing documents that shape and influence strategic resourcing of science and engineering education, skills development, and research in the UK. Active participation provides insight into the processes and phraseology adopted by the UK research councils (eg. EPSRC), and professional and technical bodies.
Project initiation, leadership, and management provide transferable skills in governance and strategy. Development of new projects and strategy and the involvement of committee members in project delivery contribute to the development of project management skills, strategic and project governance capabilities, risk management literacy, and the ability to coordinate teams across multiple disciplines and areas of expertise.
Networking, Influence, and Thought Leadership
Throughout my career I have found that Technical Networks widen the circle of influence, grant access to thought leadership opportunities, and create occasions to shape industry conversations and outcomes. Formal positions often emanate from Technical Network substructures and provide high-visibility and high-impact exposure. Although the primary intention may not be visibility, external stakeholders are informed and reputational capital builds.
Positioning oneself as a visible thought leader in a given domain of expertise is an attractive prospect for many individuals. It helps establish networks of increased strength and connects to influential places, creating accesses to comment, influence, or perhaps change directions in R&D, standardization, best practices, and coding. Requests to comment about news items are often received, creating unexpected opportunities for shaping topical ideas and discussions. These opportunities add to the diverse and multifaceted collaborative learning experiences. In my own experience I regularly get invitations to speak at international conferences, contribute to academic and industrial conferences, and author peer reviewed papers and other articles. Many of these opportunities are driven by reputation which was gained from active engagement with my professional bodies.
Strategic Impact on Innovation and Standards
Working at the committee level provides the opportunity to shape the strategies, policies, and practices that guide the development and adoption of new technologies, products, and services. Some committees might have the power to influence technology pipelines by determining the important trends and changes expected in the industry, filling the related technology skills gaps in the workforce, and establishing the supporting standards for new technologies. Together, the four layers of the talent development ecosystem—education, training, innovation, and standard setting, comprise a common operating model that maximises the contribution of all partners in the transfer of knowledge, from education through to investing, R&D, and product delivery.
Best practices can be established through thought leadership and collaboration between both internal and external stakeholders. Close collaboration with interest groups from other backgrounds (e.g., legal, regulatory, or sustainability) facilitates cross-fertilization between discussions and the development of better solutions, creating win-win outcomes. Technical Networks and their associated committees have the potential to influence subject-specific roadmaps by identifying and connecting the projects that need to be executed in responding to common themes over a specific time period if they are properly structured.
Overcoming Barriers to Involvement
I suggest that a barrier to participation in a Technical Network is finding the time to contribute. It is important to recognise that committee members lead the way in volunteering and assisting with initiatives that change the experience for members and ensure the IET is relevant to stakeholders and decision makers. It really is the few hours a year invested by many people that lies behind every initiative and event that drives success for both the TN and added value for the membership. While it may seem daunting at first, when committing to a committee I found that it helps to take a step back and be realistic about what you can give and pencil it in on the calendar as a “bucket” as it will fill very quickly.
Another way to think about participation is how you would talk to your previous self, or someone in your early career. There is a tendency for people to think joining a committee is for the end game once you are “complete” in your career (e.g post retirement) but that is not it at all! The opportunity to pull on your experiences, sharing your thoughts, and supporting the development of younger engineers is incredibly rewarding.
I also found that it was also useful to look at the real-world applications and success stories of committees and networks. There are many avenues to be involved in the IET, and they do not all require sitting on a Technical Networks committee. There are other committees and working groups within the IET that would also like assistance and input.
How to Get Involved: Steps to Join and Thrive
From my own experience I would say that deciding to participate in the Technical Networks of the IET is only the first step. Guidance is provided on the IET website for exploring opportunities and making this investment work for you.
I suggest a roadmap for interested parties who are deciding to engage and want to understand the process to navigate successfully.
- Identify the Technical Network or Networks of the IET that match your interests and aspirations.
- Examine the conditions for key positions, such as Technical Network Executive Committee members or Officers. (Desirable attributes, member status, seniority, and age range are specified, depending on the role.)
- Follow instructions given on the IET’s website or network page to express interest. This may require filling out a membership application and/or a committee application.
- If selected for a Technical Network committee, respond positively during onboarding. Aim to add value immediately by contributing your skills, experience, and perspective. Seek to understand the atmosphere, dynamics, and unwritten rules.
- Find ways to serve and lead. Look for “lessons that others may not wish to own” and opportunities for involvement beyond the Technical Network committee.I have stated numerous times in this piece that when joining a TN, active engagement is key to success. Active involvement takes different forms. Ideas, influence, and time can all be offered without the burden of formal committee membership. Choose an avenue that fits your career pathway and capacity requirements.
So what was my committee journey?
We are all different and follow different career paths depending upon our circumstances and the environments in which we work. I have been a member of the IET for many years. First being a member of the Institution of Production Engineers (I.Prod.E), which then became the Institute of Technician Engineers in Mechanical Engineering (ITEME). After further mergers it then became the Institution of Mechanical Incorporated Engineers (I.MechIE) before becoming part of the Institution of Engineering and Technology (IET).
Several years ago, I had attended a Defence Exhibition in London, and after a tiring day I found myself on a train travelling home. One of my fellow passengers noted that we were carrying the same branded bag that had been issued by one of the stands at the exhibition. That was to trigger a very engaging discussion relative to what we had both seen during the day and the start of a professional friendship. It was significant as he was the then chairman of the IET Project Controls TN, a position that I was eventually to hold.
As chair, the team and myself delivered subject matter webinars, physical events, published articles on EngX, and established collaboration with other Professional Institutions.
It has been both an honour and privilege to support the IET and serve on one of their TNs. My career journey was published by the IET and I include it in this article.
I hope this article and my personal reflections have given you ‘food for thought’ and perhaps you may give some thought to engaging with the TNs. After all, they are the members TNs and it is through active volunteering that the profession pushes the boundaries whist developing the future generations of engineers.
Conclusion
I found during my many years of engagement that the IET Technical Networks and active engagement on committees are powerful catalysts for professional impact, reputation, and influence. The value proposition is clear: Involvement broadens influence, enhances thought leadership, and generates opportunities to advance pivotal industry conversations, shaping innovation pipelines, driving the development of standards, guiding best practices, and fostering collaboration across disciplines.
Real-world examples routinely demonstrate the rich payback from engagement on committees and illustrate how participation extends beyond individual gains, contributing to the health of the Institution, the community of interest, and the members at large. Cost-benefit analyses identify the tangible and intangible returns from active involvement, prompting a persuasive motivational narrative:
“If I can help the industry by investing time to serve on committees, surely I should do so.”