Gregory Carnathan serves as the Director, Branch Manager, and Partner at RMF Engineering, Inc., where he plays a pivotal role in steering the North Carolina Infrastructure Business Unit. With an impressive annual revenue exceeding $4 million and a dedicated team of 20 professionals, including 10...
Gregory Carnathan serves as the Director, Branch Manager, and Partner at RMF Engineering, Inc., where he plays a pivotal role in steering the North Carolina Infrastructure Business Unit. With an impressive annual revenue exceeding $4 million and a dedicated team of 20 professionals, including 10 licensed engineers, Gregory is at the forefront of delivering innovative engineering solutions that address complex challenges in the industry. His leadership is characterized by a strategic focus on business development, team cohesion, and human resources, ensuring that projects are executed with precision and creativity from inception to completion.
Under Gregory's guidance, RMF Engineering has embraced a culture of collaboration and progressive thinking, fostering strong client relationships that are built on trust and mutual respect. His expertise in mechanical engineering, energy management, and energy conservation has been instrumental in driving key projects that prioritize sustainability and efficiency. Notably, Gregory is adept in the application of LEED principles, ensuring that projects not only meet but exceed industry standards for energy efficiency and environmental stewardship.
As a member of the Firm's Board of Directors, Gregory actively contributes to corporate initiatives that shape the future of RMF Engineering. His commitment to professional development and team leadership is evident in his mentorship of emerging engineers, empowering them to harness their creativity and technical skills. By cultivating an environment that thrives on excitement and innovation, Gregory Carnathan continues to position RMF Engineering as a leader in full-service engineering solutions, ready to tackle the challenges of tomorrow.
