If you told me ten years ago that my experience in healthcare and technology would someday influence my work in metal manufacturing, I might have raised an eyebrow. On the surface, the industries seem worlds apart—one is centered on saving lives, the other on building the structural backbone of society. But the longer I work across sectors, the more I realize how deeply connected they are when it comes to leadership, innovation, and the need for thoughtful transformation.
I’ve spent decades in leadership roles at companies like Philips Medical Systems and EMCOR Group. I’ve seen the best of what happens when organizations embrace change—and the challenges they face when they resist it. These lessons have become especially relevant in my current work within heavy industry. It turns out that cross-industry innovation isn’t just a buzzword—it’s a mindset that can open new paths for growth and resilience in even the most traditional sectors.
People First—Always
One of the most powerful lessons from my time in healthcare is that people—not products, not processes—are the heartbeat of any business. In healthcare, this truth is self-evident. Clinicians, patients, and caregivers rely on trust, communication, and empathy every day. You can’t create meaningful change in that environment without centering it around people.
This same principle applies in metal manufacturing, even though the context is different. At the end of the day, it’s skilled people who run the machines, manage the schedules, solve problems, and drive production. Yet, in many traditional manufacturing settings, the human side of the business hasn’t always received the attention it deserves.
Bringing a people-first approach to heavy industry means more than improving employee satisfaction—it means investing in leadership development, fostering communication, and creating a culture where people feel safe to speak up, offer ideas, and take ownership. It’s a shift I’ve seen spark real, measurable improvements—not just in morale, but in productivity, safety, and innovation.
Change Is Not the Enemy
In healthcare, we are constantly adapting to new regulations, technologies, and patient needs. Whether it’s implementing electronic medical records or adjusting to public health crises, the ability to manage change has become a core skill.
Manufacturing, by contrast, has sometimes viewed change with suspicion. When you have legacy equipment and decades-old systems that “still work,” there’s a natural reluctance to disrupt the status quo. But the world doesn’t stand still, and neither can we.
What I’ve learned is that change doesn’t have to mean chaos. In fact, with the right leadership and a clear vision, change becomes a competitive advantage. In both healthcare and manufacturing, the organizations that thrive are the ones that can balance tradition with innovation—respecting what works while being bold enough to improve what doesn’t.
Technology Is a Tool, Not a Threat
In healthcare, technology has often been met with skepticism. Electronic health records, for example, were initially seen as burdensome, time-consuming, and impersonal. But over time, as systems improved and workflows adapted, these tools began to enhance—not replace—the human side of care. When used wisely, technology enables clinicians to spend more time with patients, make better decisions, and reduce errors.
In heavy industry, I see a similar pattern emerging. Automation, data analytics, and smart manufacturing tools have incredible potential to improve efficiency and reduce waste. But if introduced without a clear strategy—or without the involvement of the workforce—these tools can feel like a threat.
That’s where leadership makes all the difference. It’s our job to help teams see how technology can support their work, not replace it. That means training people, listening to their concerns, and involving them in the process. Just like in healthcare, technology should elevate people—not push them aside.
Collaboration Beats Silos
In both industries, I’ve seen the cost of operating in silos. In healthcare, when departments don’t communicate—when IT doesn’t talk to clinical teams, or finance doesn’t talk to operations—patients suffer. Similarly, in manufacturing, when engineering doesn’t talk to production, or when management isn’t listening to the shop floor, problems multiply.
Breaking down these silos takes intentional effort. It means bringing people to the table early, encouraging cross-functional teams, and creating systems that support collaboration rather than competition. Some of the most successful initiatives I’ve led started with a simple idea: bring diverse voices together and see what we can learn from each other.
The Opportunity Ahead
What excites me most is the potential for heavy industry to embrace a new kind of innovation—one that isn’t just about machines and materials, but about mindset. We have an opportunity to take the best of what we’ve learned in other sectors and apply it in ways that respect the legacy of manufacturing while preparing for the future.
Entrepreneurship in this space isn’t just about starting new companies—it’s about breathing new life into existing ones. It’s about empowering people, embracing change, and using technology as a bridge to a better, more sustainable, and more human-centered way of working.
I believe in the power of cross-industry innovation because I’ve seen it work. I’ve seen what happens when lessons from one world illuminate possibilities in another. And I know that if we stay curious, stay open, and stay focused on people—we can build something remarkable, no matter the industry.