Merging Engineering, Business, and Curiosity into a Career in Cybersecurity

Brennan Smartis is a Global Program Manager in Industrial Cybersecurity at Siemens Energy, where he leads complex programs at the intersection of infrastructure and digital transformation. With over 12 years of experience spanning engineering design, project management, and strategic leadership, Brennan’s journey reflects the power of curiosity and cross-disciplinary thinking. A certified PMP and GSEC professional, he holds a Master of Engineering Management from Duke University and a Bachelor’s in Mechanical Engineering from Baylor University. 

How was your time at Duke, and how did it influence your career path? Could you share an experience? 

Brennan recalls his time at Duke as transformative. Although his undergraduate background was in mechanical engineering and he enjoyed technical work, he realized—through internships and exploring the job market—that a purely technical path wasn’t what he wanted long-term. He had always been drawn to the intersection of engineering and business, especially in roles where he could translate technical insight into business impact. That’s where Duke’s MEM program made the difference. It gave him both the business acumen and the technical credibility to move into project and program management far earlier than most. After graduation, he joined Siemens’ Engineering Leadership Development Program, and though his initial title was “Project Engineer,” he held full P&L responsibility for a major project—something that normally would have required years of experience and then moving to various roles as Project Manager and Program manager.  Duke heavily contributed to that acceleration. 

You were one of the few Duke MEM students who did a product management co-op at IBM. How did you discover it, and what was that experience like? 

That opportunity began as a standard summer internship. Brennan had been proactively networking with IBM professionals in RTP and exploring hands-on roles during grad school. Through those conversations, he discovered the co-op track and extended his MEM program to 1.5 years to accommodate it. The co-op gave him his first exposure to product management—specifically with IBM’s Rational Software team. Coming from mechanical engineering, the switch to software was a big leap. But it gave him clarity on what he liked (and didn’t). The experience taught him the day-to-day realities of PM work, which helped him refine his career goals. He walked away not just with technical skills, but with valuable self-awareness about the kind of work he wanted to pursue—and avoid—after graduation. 

Was there a turning point or “aha” moment in your journey that helped shape your direction? 

One turning point came during his undergrad internships, where Brennan noticed that while pure technical work was engaging, it didn’t fully align with his long-term interests. At Duke, his horizons expanded even further—he observed peers heading into consulting, finance, and entrepreneurship. He realized he wanted to remain in tech, but in a role where he could influence both people and strategy. Later, during Siemens’ rotational program, he experienced firsthand the contrast between pure technical work—like running 50,000 test simulations—and project management, where he felt energized by negotiation, client engagement, and team delivery. That contrast cemented his decision to move toward program management. 

Is there anything he wishes he knew before joining the workforce—something that could have helped with career development? 
 
Looking back, Brennan reflects on how many young professionals are driven by security—finding a “good job” at a “good company”—and miss opportunities for bold growth. He admits to leaning toward safer options early on, like Siemens’ development program. In hindsight, he sees that some higher-risk paths, like joining smaller startups or niche firms, might have offered faster growth. The key insight? Take more risks while young and flexible. Brennan now views career building like investing—you can’t get outsized returns without stepping out of your comfort zone. 

How does he stay motivated or keep his team motivated—especially when launches don’t go well? 

Motivation, he says, is deeply tied to environment. Across his four different roles at Siemens, he found that purpose and people mattered more than anything. In tough moments— various tight deadlines, project deliverables —it helped to zoom out, see the bigger picture, and reframe challenges as solvable problems. That mindset, he believes, was shaped at Duke. The MEM program taught him systems thinking and gave him calm confidence to lead through ambiguity. Rather than reacting emotionally, he learned to stay grounded and focus on forward motion. That calm, collected energy, he notes, is what distinguishes good leaders from great ones. 

What’s one memory from Duke—outside the classroom—that’s especially meaningful?  

Brennan cherishes the community. The diversity within the MEM cohort different nationalities, industries, and life paths—created an atmosphere of shared learning. One standout memory was the informal cultural potlucks and symposium-style gatherings where students shared food, stories, and traditions. It gave him a deeper appreciation for global perspectives. He also loved the feeling of being at a truly world-class university, where access to thought leaders, world events, and advanced resources expanded his view of what’s possible. That exposure, he says, left a lifelong impact. 

With constant changes in tech—AI, hybrid work, economic shifts—what’s his advice to students on staying relevant after graduation?  

His answer is simple but powerful: stay curious. Curiosity is what fuels resilience. When people are genuinely interested in something, they dive deep—whether that’s reading, tinkering, or problem-solving. Brennan’s own pivot into cybersecurity came unexpectedly. He had no background in it, but when an opportunity arose, his underlying curiosity drove him to lean in. That willingness to learn became his advantage. In a fast-moving world, curiosity—not just credentials—is the trait that keeps professionals relevant and inspired.