Growth & Jobs | From internship to impact: engineering a future in Jamaica

At a time when Jamaica continues to grapple with the effects of brain drain, one Jamaica-born engineer is taking a deliberate and deeply personal approach to building opportunity at home by investing in young people and reimagining how technical talent is developed.

Oneil Gayle, chief executive officer of Loring Consulting Engineers, understands first-hand the power of mentorship and meaningful opportunity. His own career began not with a grand plan but with a simple question. After graduating from college, Gayle was asked by a colleague what his plans were for that summer. Unsure of what came next, he replied that he was “looking for a job”. That answer led him to a summer internship at Loring Consulting Engineers in 2002, an opportunity that would quietly shape the rest of his professional life.

“I definitely didn’t walk in thinking I would one day be CEO,” Gayle recalls, “but I kept my head down, did the work, and always looked for ways to grow.”

That mindset, combined with a culture of mentorship, propelled him steadily through the ranks over two decades, culminating in his appointment as CEO in December 2023. Along the way, Gayle was guided not only in technical excellence but in personal development, an approach he credits as pivotal to his success.

“There were people who invested in me holistically,” he says. “They weren’t just focused on what I could produce but who I was becoming. That made all the difference.”

Today, Gayle is paying that investment forward through Loring’s Kingston office, the firm’s first Caribbean expansion, established in 2023. For Gayle, opening in Jamaica was more than a business decision. It was a mission shaped by both national pride and personal responsibility.

“As Jamaicans, we talk a lot about brain drain,” he explains. “At some point, you have to ask yourself what you’re willing to do about it.”

INTENTIONAL STRATEGY

Loring Consulting Engineer’s Jamaican operation is built around a clear and intentional strategy: hire young engineers straight out of university and train them deeply, patiently, and professionally. Each new team member undergoes approximately two and a half months of intensive training before touching client work, a significant investment in time, resources, and trust.

“Young people are incredibly trainable,” Gayle says. “You can build culture more easily, instil standards early, and create a shared sense of purpose. If you give them meaningful opportunities, they rise to the occasion.”

The Kingston office now comprises a team of over 30 professionals, and over the first three years, Gayle’s focus has been on finding the right people, honing their skills, and reinforcing professionalism, an attribute he believes is critical to elevating the engineering industry locally.

“In some markets, engineers are immediately respected for their expertise,” he notes. “Here, there’s work to be done in strengthening that perception, and it starts with how we train, operate, and show up.”

That investment is already bearing fruit.

The Jamaican team has completed an energy auditing project at the University of Technology, Jamaica, and is actively engaging in proposals across healthcare, aviation, and other critical sectors. More importantly, it is cultivating a generation of engineers equipped with global best practices and a strong local understanding.

BROADER SOCIETAL IMPACT

Beyond individual careers, Gayle sees broader societal impact. By keeping skilled young professionals in Jamaica, firms like Loring contribute to economic stimulation, improved infrastructure, and long-term national resilience.

“Engineering touches everything – healthcare, tourism, education, energy,” he says. “When you build strong local capacity, you’re directly improving quality of life.”

Looking ahead, Gayle’s vision is ambitious yet grounded: to make Loring the largest MEP consulting firm in the Caribbean within five years, powered by regional talent and rooted in Jamaica.

For him, success will not only be measured in projects completed or revenue earned but in people developed.

“If we can create pathways where young Jamaicans see a future for themselves here,” he reflects, “then we’re not just growing a business. We’re helping to shape the country’s future.