When I stepped into the world of metal manufacturing, I didn’t arrive with a background in machining or metallurgy. I came with decades of leadership experience in healthcare, technology, and operations, and a passion for solving tough problems by putting people at the center. What struck me right away was how many legacy businesses in this space carry a deep sense of history—family-owned operations, often passed down through generations, built on hard work, grit, and trust.
There’s something incredibly powerful about that kind of legacy. It reflects values I respect: loyalty, community, and a strong sense of responsibility. But I’ve also learned that legacy, while valuable, can sometimes hold businesses back when the world around them is changing fast. And let’s face it—today’s industrial landscape is changing faster than ever.
Modernizing a traditional or family-owned manufacturing business isn’t about wiping the slate clean. It’s about honoring what works while having the courage to evolve. That balance is where true leadership lives—and it’s where I’ve found some of the most meaningful work of my career.
The Cost of “We’ve Always Done It This Way”
One of the biggest barriers I see in legacy businesses is a fear of change. Not always outright resistance—more often, it’s a quiet discomfort with doing things differently. The phrase “we’ve always done it this way” shows up in different forms, whether in the way decisions are made, how work is scheduled, or who gets included in the conversation.
What I try to remind teams is that tradition and innovation are not opposites. They can work hand in hand, but only if we’re willing to be honest about what’s no longer serving us. Sometimes that means updating processes that have gone untouched for years. Sometimes it means bringing in new technology, not to replace people, but to help them do their jobs better. And often, it means asking hard questions about leadership, communication, and how decisions are made.
When we cling too tightly to the past, we risk missing opportunities that are right in front of us. Markets shift. Customers expect more. Talent gets harder to find and keep. If we don’t evolve, we get left behind. And that’s a painful place for any business, especially one with a proud history.
Bringing People Along for the Journey
I’ve never believed in top-down change. Real transformation doesn’t happen because one person shows up with a new plan—it happens when people throughout the organization feel seen, heard, and included in the process.
One of the first things I do when working with traditional businesses is spend time on the floor. I talk to machine operators, schedulers, maintenance staff—anyone willing to share their perspective. You’d be amazed how many great ideas come from the people doing the work every day. Often, they’ve seen problems coming long before leadership has. They just haven’t always had a voice.
When people feel like they’re part of the solution, not just subject to it, they show up differently. They take pride in the change. They become champions for improvement. That shift—from compliance to ownership—is where transformation really takes root.
The Role of Technology (and How to Introduce It)
Technology can be a game-changer, especially in manufacturing. But introducing new tools into a legacy business takes more than just buying software or upgrading equipment. It takes trust, training, and patience.
I’ve seen companies invest in automation systems or digital dashboards, only to have them sit unused because no one understood how to integrate them into the daily workflow. That’s not a technology failure—that’s a leadership failure.
Technology should support people, not intimidate them. That means we need to provide the right support. We need to explain the “why” behind the tools. And most importantly, we need to involve the people who will be using those tools from day one.
When you do it right, the results speak for themselves. I’ve watched small, family-run shops go from paper tracking to real-time digital insights—and watched the pride on their teams’ faces as they saw their work reflected in new ways. It’s not just about efficiency; it’s about empowerment.
Reimagining Leadership
One of the hardest things for any traditional business to confront is leadership succession. Often, founders or long-time owners are deeply tied to the identity of the company. Stepping back can feel like letting go of a piece of themselves. That’s understandable—and deeply human.
But long-term success depends on leadership that’s willing to evolve. That might mean creating space for the next generation. It might mean bringing in outside voices. It always means being willing to grow.
Leadership today isn’t about knowing all the answers. It’s about asking the right questions, listening well, and creating environments where people thrive. That applies whether you’re running a global healthcare company or a metal fabrication shop with 40 employees.
Why I’m Hopeful
The manufacturing world has a bright future—if we’re willing to invest in it. That doesn’t just mean investing in machines and buildings. It means investing in people, in culture, and in leadership. It means making space for new ideas without losing sight of the values that got us here.
I’ve worked in industries where the stakes are high and the pace is relentless. And I’ve seen what’s possible when traditional businesses are willing to adapt. It’s not always easy—but it is worth it.
For me, the most rewarding work is helping teams rediscover their sense of purpose and possibility. It’s watching a business rooted in legacy begin to dream again. And it’s knowing that, with the right leadership, we don’t have to choose between honoring the past and building the future.
We can do both—and we should.