In honor of Women’s History Month, we spoke with Gaelyn Krauser, an associate at Lund Opsahl, to learn about the experiences that illuminated her path into the AEC industry, how mentors guided her through tough times, and what drew her to organizational leadership.

Structural engineering is often seen as a discipline of numbers and materials—a world of calculations and codes. But for Gaelyn, it’s also a story about people: how they work, what drives them, and how organizations can be built as thoughtfully as skyscrapers. Here at Lund Opsahl, she manages projects, mentors junior engineers, and leads LO’s efforts in the JUST 3.0 program—a social justice transparency platform developed by the International Living Future Institute (ILFI)—a role she seamlessly steps into with her background in organizational psychology.

Gaelyn’s path to structural engineering was shaped early on. Her father worked in steel erection, giving her an early glimpse into the built environment. With a natural aptitude for math, she pursued architectural engineering at California Polytechnic University, San Luis Obispo, and after earning her master’s degree, she began her career as a field engineer—a role that, while educational, didn’t quite fit. Transitioning to design felt like the right move, and as she advanced, she found herself drawn to the people and project management aspect of the job.

Gaelyn wanted to understand not just how to build structures, but what guided the people building them.

Drawn to Organizational Leadership

The turning point came at a Structural Engineering, Equity, and Engagement (SE3) conference. The keynote speaker, an organizational psychologist, discussed engagement at work. The topic was a revelation. “I thought, ‘there are people who study how work environments function, like why things happen the way they do?’ That fascinated me.”

That spark led her back to school for a degree in Organizational Leadership from the University of Colorado Boulder. This education now shapes how she approaches building not just structures, but also healthy, effective workplaces.

“One of the biggest misconceptions is about motivation,” she explains. “Some people thrive on public praise, while others very much do not; some people need to see a clear connection between their work and their values. Understanding these differences is key to helping people succeed.”

Two Defining Moments

When asked about her proudest career milestones, Gaelyn highlights two experiences—each reflecting a different side of her expertise.

One was a project she worked on at a previous firm— 1550 Mission project, a 400-foot residential tower. “It was a big project for me. I joined early in the design phase, took on multiple roles, and earned several promotions as the project evolved,” she says. “Seeing it through from start to finish was rare for a project of that scale.”

The second milestone was her role as a team leader at that firm. “I managed a group of engineers who weren’t working directly on my projects,” she reflects. “It taught me how to collaborate with other team leaders and think holistically about the office. We met regularly to discuss initiatives that could improve the workplace culture. That work had a lasting impact.”

The Gender Gap

Structural engineering, like much of the AEC world, carries a legacy of gender disparity—a reality Gaelyn has witnessed firsthand.

“In school, it felt like a 50/50 split between men and women,” she says. “But as I advanced, I often found myself as the only woman in the room—or one of two.” Even within her close circle of friends from university, she saw the attrition. Of the five women she remained close with from school, only three were still engineers.

Gaelyn also pointed out the complexity of identifying and addressing gender bias. These gaps are not just anecdotal—they are structural—and not always easy to recognize or address. “It can be difficult to prove discrimination,” she said. “You either have to demonstrate a clear pattern of discrimination within a company or prove that discrimination was intentional. With today’s more implicit forms of bias, that’s not always easy.”

And for Gaelyn, having a female mentor during times of doubt was invaluable. “I was in the middle of taking the SE exam and kept failing part of the test multiple times, all while men at the same level as me were getting promoted—and I wasn’t. I was angry,’ she explained.

Through her previous firm’s HR director, Gaelyn connected with a female mentor further along in her career. The support was transformative. “It was encouraging. We both wanted to make the industry better,” she shared.

Finding Lund Opsahl

Now at Lund Opsahl, Gaelyn values the diversity she sees around her. “What really stood out to me was how diverse the staff is,” she says. “Walking around the office, it’s so refreshing to see so many different people represented.”