What senior leaders want engineers to understand about commercial pressure

I recently asked hiring managers and directors across building services consultancies what they would like engineers to understand better about commercial and client pressures.

The responses weren’t critical or judgmental. They were thoughtful, measured, and focused on sharing context rather than calling out problems.

The common thread was a desire for better mutual understanding of the commercial and client realities that influence decisions behind the scenes, and how those pressures shape priorities on projects and within teams.

Commercial awareness isn’t intuitive, but it is learnable

One point came up repeatedly: commercial awareness is rarely taught early in an engineering career.

Leaders spoke about the importance of engineers understanding how time is booked against projects, how that compares with fees recovered, where commercial responsibility sits, and why mismatches between effort and recovery matter.

Several noted that engineers are often shielded from this early on, not deliberately, but because delivery naturally takes priority. As a result, commercial understanding tends to develop informally rather than through structured learning.

What came through clearly was that this isn’t a criticism. Directors recognise that commercial awareness is a skill that can be developed through coaching, mentoring, and more deliberate exposure over time.

Responsiveness matters more than people realise

Another theme that surfaced strongly was responsiveness.

Not instant answers, but acknowledgement.

A simple “I’ve seen this” or “I’ll come back to you” message can significantly reduce friction, especially when projects are under pressure. Silence, even when work is progressing, often creates unnecessary frustration and misalignment.

Several leaders described responsiveness as a growing competitive advantage rather than just good etiquette, particularly in client-facing environments where trust and confidence matter.

Understanding the wider context makes work smoother

Directors also spoke about how much smoother projects become when engineers understand the wider client and commercial context.

When engineers appreciate why decisions sometimes take time, what pressures clients are under, and how early communication can reduce rework later, teams tend to operate more effectively.

That awareness allows engineers to make better judgment calls, increases autonomy within teams, and reduces the amount of firefighting required from senior staff.

Alex’s take

What came through most strongly was realism rather than frustration.

Senior leaders don’t expect engineers to be commercial experts overnight. What they value is curiosity, awareness, and a willingness to engage with the bigger picture.

When that understanding develops, relationships improve, projects run more smoothly, and trust builds on both sides.

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