South African engineering consulting firm GIBB Engineering’s newly appointed CEO, Vishaal Lutchman, is tackling one of the country’s most pressing challenges – the brain drain of skilled engineers – through a deliberate and purpose-driven leadership approach.

With more than 27 years of experience in managing infrastructure-related businesses, Lutchman took up the reins at GIBB in February this year, and plans to focus on revitalising the business to double its net profit over the next five years.

He is also prioritising efforts to address and overhaul areas of concern within the organisation.

Lutchman is well aware that South Africa continues to face a significant exodus of young engineering talent, particularly in the consulting sector.

He acknowledges that many young engineers in the country are disillusioned, owing to the lack of career prospects, resulting in some leaving the profession altogether.

“I spend a lot of time motivating youth to understand why it’s important for them to continue doing what they are doing. I always start with an apology . . . I do this because this generation of leaders has impaired this country’s ability to perform effectively, and many global leaders are doing the same. But [progress] requires a certain group of committed individuals, and I promote that concept within the organisation.”

He emphasises the need for purpose in trying to keep systems and ecosystems sustainable, suggesting that the work should be a calling.

“It shouldn’t be transactional. So I convince the team that this is not just about work and pay. It’s greater than that . . . we must realise who we are serving. It’s the people of this country. And the people of this country do not know the name of the engineers that build a treatment plant, a bridge or those roads, but these things change their lives. And that’s where the divinity in this purpose of engineering lies.”

This commitment is supported by in-house programmes that prioritise skills development, transformation and an active focus on relevance in the African engineering landscape.

Through initiatives that include leadership development and practical mentoring, Lutchman believes the loss of skills can be stemmed – and even reversed – if young professionals are shown the value of their role in shaping a more resilient and sustainable future on the continent.

It is important for GIBB to retain young talent, given the scope of the work it undertakes, he says, adding that every project in which GIBB is involved is unique and increasingly complex, requiring innovation and adaptability.

He believes that this is exactly the sort of environment that will attract younger engineers, as it challenges them and helps them grow, which, in turn, makes the work more fulfilling.

GIBB is also investing heavily in modern systems, including a new enterprise resource planning platform, data analytics and computational engineering tools.

These upgrades signal to engineers that the company is future-focused, which is likely to keep skilled professionals engaged and motivated to remain within the organisation.

GIBB’s support for hybrid work models and collaborative platforms, such as SharePoint, remains a key attraction for younger engineers who value flexibility. This model has improved team performance and morale, says Lutchman.

He is a firm believer in purpose and impact being powerful retention tools.

“If engineers see they’re shaping Africa’s future, they’ll be more likely to stay,” he concludes.