Thomas Bostick, a seasoned leader with extensive experience in engineering and national security, has urged business leaders to prioritize investment in future engineers.
His message, delivered to mark National Engineers Week, highlights the critical skills gap in STEM and its far-reaching implications for the United States.
“The U.S. faces a growing skills gap in STEM, jeopardizing our leadership in technology, innovation, infrastructure, biosecurity, and ultimately national security,” Bostick asserted.
He emphasizes that “investing in STEM education, public-private partnerships, and interdisciplinary engineering training is no longer optional; it is an imperative.”
Bostick backed his message by data from the National Assessment of Educational Progress, noting that “only 34% of eighth-grade students and 24% of twelfth-grade students are proficient in math, an essential engineering skill.” Furthermore, “only 22% of twelfth-grade students are proficient in science, which impacts the pipeline for biotechnology and biosecurity innovation.”
He highlighted the concerning trend of students abandoning engineering majors in college. “Research found that 60% of college students intending to study engineering switch to a non-engineering major,” he revealed. Adding to the challenge, “45% of those graduating with an engineering degree work in non-engineering fields.”
The implications extend to national security, with Bostick drawing attention to the competitive landscape.
“According to the National Center for Science and Engineering Statistics (NCSES, 2023) and Statista, in 2018, China produced approximately 2 million bachelor’s degrees in science and engineering, while the U.S. awarded approximately 811,000 in science and engineering,” he stated.
Though the U.S. has maintained a perceived quality advantage, Bostick warns that “China’s strategic investment in STEM education and research is narrowing the quality gap, positioning it to lead in technology and innovation.”
Bostick advocates for early intervention, stating, “We must ignite an interest in science and engineering early, starting in elementary school.”
He shared his personal experience teaching engineering to fourth and fifth-grade students, emphasizing the impact of hands-on engagement. “Eventually, the U.S. Army Corps of Engineers (USACE) signed a partnership agreement to support engineering education in the Department of Defense Education Activity (DoDEA) schools where USACE is located across the country and throughout the world,” he explained.
He urged business leaders to “help improve our pipeline of engineers by starting early and engaging with boys and girls in elementary schools wherever the company operates.”
Addressing the complexity of modern engineering challenges, Bostick stresses the need for an interdisciplinary approach.
“My experience solving real-world engineering problems shows that a multidisciplinary approach is required, with leaders who think strategically, innovate responsibly, and lead with integrity,” he said.
He cites examples from his work on urban flooding and biotechnology, highlighting the necessity of diverse expertise.
“Solving the toughest engineering challenges requires more than just engineers. While working on the National Academies of Sciences, Engineering, and Medicine (NASEM) report ‘Framing the Challenge of Urban Flooding in the United States,’ we saw this firsthand.”
Bostick also stressed the importance of practical experience and talent management. “During the recovery operations from Hurricane Sandy, we moved young junior engineer officer leaders on temporary duty from their school assignments at Ft. Leonard Wood, Missouri, to NYC and NJ to assist in the recovery efforts,” he recalled.
He advocates for internships and real-world projects to develop essential skills. “Businesses can develop internships that will bring students into a real-world environment where they can tackle complex challenges.”
He also stressed the need for public-private partnerships. “Complex engineering challenges will require innovative funding models and strategic investments that go beyond the norm. Private sector companies can make decisions more quickly and innovate faster than the federal government. Through public-private partnerships (P3), the public and private sectors can solve some of the world’s most complex engineering challenges and drive economic growth, innovation, and resilience,” he said.
He used the Fargo-Moorhead flood risk management project as a case study, demonstrating the success of P3s. “This project was not simply about engineering a flood diversion system—it was about strategic financing, economic growth, and building community resilience.”
“The future of American innovation depends on the actions we take today,” he asserted. “Business leaders have the power and resources to shape the next generation of engineers by investing in STEM mentorship, interdisciplinary internships, and public-private partnerships.” He called for immediate action, stating, “Let’s give them the foundation they need before it’s too late. Start early, in elementary school.”
You can follow him on Twitter or LinkedIn. Check out his website.