Frontline UNSCRIPTED Episode 2 | A conversation on generational differences, career growth, and what it really takes to attract and retain younger frontline talent.
For many younger workers, the trades aren’t the obvious first choice—they’re the opportunity they discover after realizing the expected path may not be the right one.
In this episode of Frontline UNSCRIPTED, Sarah Nicastro sits down with Jacob Brumbelow, Service Technician at MaxAir Mechanical, to talk about his path from college to HVAC, what made the trades click for him, and what his experience reveals about how younger talent views growth, loyalty, leadership, and long-term opportunity.
Because for many organizations, the challenge isn’t just finding talent—it’s creating an environment where that talent can see a future.
Watch The Full Episode Here
In this episode, we explore:
- Why the trades deserve more visibility as a meaningful and rewarding career path
- How Jacob discovered that working with his hands offered more fulfillment than the college path he originally pursued
- Why younger technicians often define loyalty differently than previous generations
- Why growth opportunities are critical to attracting and retaining frontline talent
- How small actions—like listening and inviting feedback—can make employees feel seen and valued
- What senior leaders often misunderstand about younger workers’ motivation and work ethic
- How leadership development can open up new possibilities early in a frontline career
- Why trying new things matters more than simply following the path you think you’re supposed to take
From College Assumptions to Career Clarity
One of the most relatable parts of this conversation is Jacob’s description of how he ended up in the trades.
Like many young people, he assumed college was simply the next step. It felt like the default option—the expected path, reinforced more by assumption than intention. But once he got there, it became clear that the work itself wasn’t giving him the satisfaction or sense of purpose he was looking for.
What changed everything was exposure to hands-on work.
Once Jacob realized how much he enjoyed fixing things, solving problems, and seeing the direct impact of his effort, the trades stopped feeling like a lesser alternative and started to look like a far better fit.
That shift matters—not just for individuals, but for the industry. It highlights how important visibility and early exposure are in helping younger talent understand the breadth of opportunity that exists in field service and the trades.
What Younger Talent Wants Isn’t the Same as What Older Generations Wanted
A key theme throughout the episode is the difference between how younger workers often think about work compared to older generations.
Jacob makes the point that younger technicians are often highly motivated—but not always by the same things. Growth, development, leadership opportunities, and long-term trajectory matter a great deal. Many aren’t just looking for a stable role; they want to understand where the path leads and how they can continue building toward something bigger.
That doesn’t mean they aren’t loyal.
It means their loyalty is often tied less to the company itself and more to what the experience offers:
- Growth
- Purpose
- Team connection
- Feeling heard and valued
This is an important distinction for leaders to understand. If companies continue measuring loyalty and work ethic by outdated standards, they risk misreading the mindset of the very talent they need to attract and retain.
Why Feeling Heard Matters More Than Leaders Realize
Another standout point in the discussion is how much impact seemingly small moments can have on the frontline employee experience.
Jacob shares that one of the things his company does well is create opportunities for employees to speak up, offer feedback, and share their opinions in team settings. While these actions may seem simple, they go a long way in helping people feel included and respected.
In field service environments—where employees are often remote, spread out, and disconnected from a physical office—those small moments matter even more.
They can shape whether someone feels like:
- A valued part of the team
or - Just another number
And when it comes to retention, that difference is significant.
Leadership Development Starts Earlier Than Many Think
One of the most compelling parts of Jacob’s story is his experience in MaxAir Mechanical’s leadership academy.
He joined initially to build confidence in public speaking and push himself outside of his comfort zone. But what the experience opened up was something bigger: a new understanding of leadership itself.
Rather than seeing leadership as a title or a role defined by giving orders, Jacob began to see it as something rooted in service, example, and influence.
That mindset shift is powerful.
It reinforces an important idea for service organizations: leadership development shouldn’t begin only when someone steps into management. It should start much earlier—helping individuals build the awareness, confidence, and skills that make them better teammates, stronger contributors, and future leaders.
Why This Matters for Service Leaders
If organizations want to close the talent gap, they need to do more than recruit younger workers into the trades.
They need to create environments where younger talent can:
- See opportunity
- Build skills
- Feel heard
- Grow into leadership
- Understand the “why” behind the work
This episode is a reminder that attracting and retaining frontline talent isn’t just about compensation or filling roles.
It’s about challenging outdated assumptions, broadening visibility into career paths, and creating experiences that align with what today’s workforce values most.
The companies that get this right won’t just hire better—they’ll build stronger, more engaged frontline teams for the future.
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