When AMT automation engineer Kayla Kolomyski stepped into a leadership role for the first time, it wasn’t a gradual shift from her previous work as a controls engineer. She was suddenly responsible for leading a young, tight-knit team through a multi-year, high-stakes end-of-line robotic palletizing project with a demanding travel schedule and long hours on the road. The experience tested everything from her technical skills to her emotional intelligence. It also sparked one of her biggest periods of personal and professional growth.
"The biggest lesson was learning to trust the team," Kayla says. "I’d always been used to jumping into the code and finding the solution myself, but leading meant stepping back and trusting their knowledge and experience. Sometimes there are multiple ways to solve a problem. The important part is giving people the space to do their best work."
Kayla, now an Automation Engineer II, had previously focused on hands-on programming and implementation. Transitioning into a leadership role required her to take on a new level of responsibility. "What the team really needs is someone to do the work they don’t want to do…the stuff that keeps the project moving," she says. "Sometimes that means literally moving boxes so they can get what they need and stay focused on their tasks."
The core team of five engineers has worked together for over two years so far, first on-site in New York, then relocating to California as the project moved into its next phase. The hours were long, with 12-hour days being common, and the challenges were constant. But sticking with the same group over time helped them build strong working relationships and provided opportunities for growth.
"We all have our good days and bad days," Kayla says. "But what matters is how we bounce back. For me, that meant getting to know people personally; talking about house hunting, checking in on how they were doing, and just reminding each other that we're all human."
In a system as complex as this one, with numerous devices and interdependent programming zones, teamwork and communication were essential.
"When we're busy, everyone is heads down on their section," she explains. "But once it slows down, I encourage them to explore other parts of the machine and learn from each other. My goal is for everyone to walk away from this project able to work on any part of the system."
That approach meant setting high standards while also giving people the freedom to take risks, ask questions, and learn as they went. Kayla often encouraged team members to step into unfamiliar territory, offering both technical support and the opportunity to apply what they were learning in real time.
For Kayla, building trust was about showing up, listening, and being there when it mattered. "We're all pretty close in age, and being on the road together helps," she says. "Being there, helping them through the hard parts, just showing up every day, that built trust over time."
Kayla also made space for vulnerability and mistakes. "I always tell them, ‘I’m going to make typos. You might too. Let’s sanity check things together.’ We all bring something different to the table, so instead of finger pointing, we stay open."
When problems got complicated, Kayla brought the team together. "We’d get in a circle and go around, ‘What do you think? What are you seeing?’ Everyone had a voice. And usually that would shift our perspective and lead us to a better solution."
Extended travel added another layer of complexity to an already demanding experience. The team rotated between home and job sites, often spending weeks at a time in hotels. Kayla was intentional about carving out moments for the team to connect on a personal level, even during the busiest stretches.
"We had lunch together almost every day," she says. "Just to take a break and not talk about work. We also tried to explore the area when we could. We went hiking in New York and visited museums. In California, we haven’t had as much time off, but I still encourage them to get out and do something for themselves."
Kayla also took the lead in inviting the team to activities she planned for herself. "We all had rental cars, but I’d text and say, ‘Hey, I’ll be in the lobby at this time if you want to come along.’ It wasn’t mandatory, but it gave people a way to connect."
Kayla credits AMT mentors for her growth, especially manager Ryan Tingle. "Ryan has been a great resource. I bounce ideas off him almost every day. Sometimes it’s about communication, sometimes just how to handle something I haven’t seen before."
As she gained experience, Kayla began applying those lessons to how she supported her own team. "Sometimes someone just needs time. Other times they want help talking through it. I ask first, ‘do you want help or just time?’ Then I try to guide, not give answers. Help them think about it in a new way."
As the California system nears completion, Kayla reflects on the journey with pride. "The system works. That’s the biggest thing. And we kept our core team together the whole time."
When asked what advice she’d give someone stepping into leadership for the first time, she doesn’t hesitate. "Trust your team. Have patience. Have empathy. It’s okay to feel like you're taking a risk by stepping back and letting others lead pieces of the project. That’s how they grow. That’s how you build something better than you could have on your own."
Kayla leads by example: steady, hands-on, and always putting the team first. Her approach has helped the team stay focused and connected, even during long stretches on the road. As the project nears its next milestone, she continues to be a constant presence, helping the team push through challenges, building their confidence along the way.