We dive into Forterra’s innovative spirit with insights from its executive team, exploring how the company’s mission-driven ethos is transforming the battlefield into a realm where technology meets tenacity.

FORTIFYING THE FUTURE FRONTIERS OF DEFENSE

In a world where the dynamics of warfare are ever-evolving, Forterra stands at the cutting edge, redefining what it means to be a leader in autonomous defense solutions.

Headquartered in Clarksburg, Maryland, with additional offices in Arlington County, Virginia; Winter Park, Florida; Ketchum, Idaho; and Palo Alto, California, the company boasts over 500 employees who are pushing the boundaries of defense technology.

The future of mission autonomy is not just a vision for Forterra, it’s a reality, providing advanced modular solutions designed for independent operation or seamless integration.

This enables multiple vehicles to operate autonomously, with the ability to allow an operator to intervene, if necessary, to ensure resilience and mission intent in challenging environments.

“From self-driving land systems to robotic swarms, we create scalable, robust hardware and software platforms that enable our customers to utilize autonomy effectively, enhancing reach, survivability, and mission success,” proudly introduces Josh Araujo, CEO.

“Our mission is warfighter-focused; we develop technology that minimizes risks for those who serve. With a high concentration of veterans on our team, we understand the challenges and gaps faced in combat.”

Forterra specializes in key technologies, differentiating its products through unique platforms and systems that set it apart in the market. These comprise modules for compute, data, communications, mobility, and sensing, enhancing defense capabilities while prioritizing warfighter safety on the battlefield.

“We focus on creating autonomous systems that function in real-world, off-road environments. For example, our core platform, AutoDrive, is designed to operate in unpredictable conditions without relying on perfect maps, adapting in real time to rough terrain, dynamic obstacles, and degraded GPS environments,” he details.

“Moreover, Vektor is an edge-deployed, software-defined communication and smart data-brokering layer designed for operations in disrupted, degraded, intermittent, and low-bandwidth environments. It enables real-time data flow and situational awareness across autonomous, manned, and hybrid vehicles, even when disconnected or GPS-denied.”

However, unlike conventional systems that require constant, high-quality network access, Vektor maintains data and command flows without it.

“To enhance resilience, we acquired the mobile mesh networking company goTenna in 2025. All these solutions operate concurrently on Fabric, our integration layer that allows communication with third-party software and hardware,” explains Araujo.

This is significant because Fabric offers an open software architecture for plug-and-play interoperability across vendors and platforms, ensuring seamless interoperability among autonomous systems, payloads, and command and control (C2) infrastructure.

INNOVATING AT AN INTERSECTION

Although each Forterra product has unique features, the company’s main differentiator is its proven and actively deployed solutions.

“Many companies remain in R&D or prototyping, but in the national security sector, real-world deployment with the US Department of War (DoW) is where impact is made,” Araujo outlines.

“Forterra has been the DoW’s leading autonomy provider across numerous ground programs, with our products in active use in combat zones worldwide. In this field, it’s clear: you’re either proven and deployed or you’re not.”

The company’s approach to R&D involves pairing two perspectives: deep technical expertise and direct operational experience; bringing together engineers who understand what is technically possible with former operators who understand the demands of missions in the field.

“The intersection of engineers and operators is where true innovation occurs. Focusing solely on technology may lead to capabilities in search of a problem, while concentrating only on the mission risks means missing new solutions to longstanding challenges,” Scott Philips, Chief Innovation Officer, imparts.

Forterra’s R&D philosophy focuses on aligning mission needs with technical maturity to provide robust, deployable capabilities relevant to modern conflict.

One area where that approach is especially visible is the company’s work with the electromagnetic spectrum.

“In modern conflict, the spectrum is both a vulnerability and an opportunity. We are enhancing our autonomous infrastructure, sensors, compute, and radios to optimize communications and increase awareness of adversary activity.

“By developing techniques to map the radio frequency (RF) environment dynamically, we can reposition assets to create the optimal geometry needed to support mission objectives,” Philips states.

Additionally, Forterra’s innovation strategy centers on technologies that enhance edge autonomy and resilience in denied environments, improving operators’ awareness and control during critical situations.

By leveraging artificial intelligence (AI)-driven software, the company boosts operational efficiency, allowing small teams to process data beyond human limits, leading to quicker, more informed decisions and greater force multiplication.

Combining technical expertise with operational experience means Forterra’s mature technologies offer real advantages in the contested environments of modern conflict.

“We focus on maintaining resilient C2 infrastructure in the electromagnetic spectrum, optimizing communications and adversary awareness. Our innovation agenda emphasizes autonomy, resilience in denied environments, and enhanced operator adaptability in critical situations,” urges Philips.

COLLABORATIVE STRATEGIES

The most significant challenge facing the industry is not technological but structural.

“There is often a persistent institutional tendency to pursue the most technically sophisticated solution rather than the most deployable one,” voices Scott Sanders, Chief Growth Officer.

In general, the defense sector is now more willing to expedite the prototyping of new technologies. The DoW has vigorously worked to secure initial access to the Pentagon and has invested significantly in emerging companies.

“The journey to secure scalable production contracts often highlights successful prototypes that struggle to transition to practical use. A significant increase in efforts is needed to facilitate this process and deploy new technologies en masse.

“It’s crucial for defense technology to provide emerging systems for large-scale, long-term use, rather than just pilot programs, to validate the new operating models with autonomous systems,” Sanders discusses.

Forterra’s partnership strategy emphasizes an open, interoperable platform that incorporates top-tier capabilities rather than developing everything internally, and collaborations with Aeva and Nominal exemplify this approach.

As such, Forterra has integrated 4D light detection and ranging (LiDAR) technology into the AutoDrive platform with Aeva, allowing for simultaneous detection of velocity and position.

This capability ensures high-resolution awareness in challenging conditions, which is essential for autonomous vehicles operating in GPS-denied environments.

Equally important is the partnership with Nominal, which addresses the need for robust testing and validation as Forterra scales production for US Army and Marine Corps programs.

“Nominal offers a unified data platform that supports consistent regression testing and fleet analytics, ensuring anomalies are swiftly identified and resolved, thereby aiding program timelines and delivery confidence,” acknowledges Sanders.

These partnerships aim to ensure every layer of the stack meets the standards for autonomous systems in demanding environments.

“We’ve also teamed up with both emerging technology companies and traditional defense primes like RTX and BAE Systems, believing that the warfighter needs both to succeed,” says Sanders.

SETTING STANDARDS AND NAVIGATING FRONTIERS

The ethical framework for autonomous systems in defense begins with a principle that many in the industry stand by, there will always be a human in the loop.

These systems, however capable, are intended to enhance human decision-making rather than replace it.

“Autonomy improves information processing, lessens cognitive load, and safeguards personnel. Human accountability in the use of lethal force is essential. As autonomous systems evolve, human oversight must keep pace.

“The key question is whether these systems provide meaningful human authority at critical moments. Transparent, auditable, and interruptible designs can ensure this,” Philips reinforces.

Furthermore, companies operating in this space have a broader obligation to engage this question seriously and early enough, rather than treating it as a compliance exercise.

“Technology is advancing faster than the policy frameworks designed to govern it, placing real responsibility on the developers and operators of these systems to help define what responsible use looks like,” he continues.

Developing and scaling ground-based autonomy is particularly challenging, especially in the battlefield domain. According to Philips, this complexity makes the work compelling.

“Building systems that meet certain standards at production scale for the US military is an extraordinary engineering challenge, and Forterra has been doing this for 20 years.”

Moreover, the company is continuing to invest heavily in the development of integrated combat systems.

“We’re focused on filling gaps and expanding our capabilities while developing new solutions based on demand,” Sanders points out.

“As Forterra has grown rapidly this past year, we’re committed to hiring the right people and forming partnerships to ensure our infrastructure supports our growth, which for us is about readiness, not just size.”

Meanwhile, the company’s number one priority remains being a strong and reliable partner to the DoW.

“We will continue to show up consistently, fulfill our commitments, and ensure the solutions we provide effectively address the real problems faced by warfighters in the field. You can’t ignore what’s happening on the global stage right now. There’s a lot of conflict, and that’s a sobering reality, but it also reinforces why this work matters.

“We hope to play a bigger role in protecting American soldiers wherever they’re deployed, ensuring they have the tools, connectivity, and support they need to return home safely. That’s what drives us; everything else follows from that,” Araujo inspiringly concludes.

In a rapidly changing world, Forterra isn’t just keeping pace. It is setting the standard for what’s possible in defense technology by actively shaping its future.

The post Forterra : Fortifying the Future Frontiers of Defense appeared first on Manufacturing Outlook.

As the global leader in packaging automation, Packsize empowers businesses to transform their packaging processes while driving operational efficiency and reducing their environmental impact. We unbox the company’s right-sized approach with Brian Reinhart, Chief Revenue Officer.

SMART PACKAGING FOR A HEALTHY PLANET

The cardboard box has become one of the most visible symbols of global commerce.

Every day, millions of packages arrive on doorsteps across the US, each one representing a complex supply chain journey that begins in a warehouse somewhere in the world.

Yet, for decades, one critical step in that journey remained surprisingly inefficient – the box itself.

That inefficiency is exactly what Brian Reinhart, Chief Revenue Officer, and the Packsize team are working to change.

Reinhart is helping to lead a shift in how businesses think about packaging, moving away from standardized boxes and excess filler materials toward intelligent, automated systems that create the right sized box for every shipment.

In an era defined by e-commerce growth, rising transportation costs, labor shortages, and increasing sustainability expectations, Reinhart believes packaging can no longer be treated as an afterthought in the fulfillment process.

“For a long time, packaging in distribution centers was treated as a commodity step at the very end of the fulfillment process. Companies invested heavily in optimizing picking, robotics, and shipping networks, but the box itself was often an afterthought. Yet, packaging sits right at the intersection of cost, sustainability, labor, and the customer experience,” Reinhart opens.

“That realization is what drew me into the space. When you start looking closely at packaging operations, you see enormous inefficiencies: oversized boxes, wasted corrugate, excess filler material, higher shipping costs, underutilization of labor, and unnecessary transportation emissions.”

Now, packaging is becoming a strategic lever for improving efficiency across the entire supply chain.

“At Packsize, that’s exactly the challenge we focus on. Our goal is to transform packaging from a static commodity into a dynamic, intelligent system that adapts to every order,” explains Reinhart.

“Being at the forefront of an industry transformation like that is incredibly exciting.”

THE PERFECT FIT

Packaging has a surprisingly large impact on the overall efficiency of the supply chain.

Small improvements at the packaging stage can ripple through the entire logistics network – from warehouse productivity to transportation efficiency to the customer’s unboxing experience.

As companies continue to modernize their operations, packaging will increasingly be recognized as an area where technology and innovation can deliver meaningful improvements.

“The box may be the last thing a company touches before shipping a product, but it is the first thing a customer touches when receiving a product, and it has the power to influence everything that happens before and after,” explains Reinhart.

Packsize was founded on a simple but powerful idea – every product deserves a box that fits perfectly.

“Instead of stocking dozens of pre-made box sizes, our systems create the exact box needed for each order in real time,” he informs.

The company provides a broad range of automated packaging solutions for some of the world’s largest retailers, manufacturers, and third-party logistics providers.

Its technology integrates directly into fulfillment operations and can scale from smaller pack stations to highly automated packaging lines capable of handling high-volume e-commerce environments.

Operating globally with a presence across North America and Europe, Packsize serves over 3,000 customer facilities.

The team includes engineers, supply chain specialists, software developers, and operations experts who work together to help customers rethink packaging as part of a broader operational strategy.

“What makes Packsize unique is that we’re not just delivering machines – we provide an integrated solution that combines automation, software, packaging design, and corrugate supply to optimize how packaging functions within the fulfillment process,” Reinhart highlights.

PACKAGING AS A SYSTEM

Whereas traditional packaging solutions often only focus on one element of the process, Packsize looks at the entire workflow, from the moment an order is picked to the moment it leaves the facility.

“We approach packaging as a system, not just a piece of equipment,” affirms Reinhart.

“Our systems dynamically determine the optimal box size, create it on demand, and integrate directly into the picking or packing process.”

This approach delivers benefits across several dimensions, such as reducing material usage, lowering shipping costs, improving labor efficiency, increasing throughput, and enhancing the customer experience.

Another differentiator is the depth of Packsize’s technology platform, as the company combines advanced machinery, intelligent software, and a global corrugate supply network to create solutions that are both scalable and highly adaptable.

“We provide technology to support oversized items, operations electing to pick directly into the box with automated lidding and closing systems, or operations that would prefer to package last, and we’re the only packaging provider in the world that can say that,” Reinhart acclaims.

Most importantly, Packsize has developed deep expertise after years working with large operations to understand the realities of modern logistics.

That experience allows it to design packaging systems that solve real operational challenges rather than theoretical ones.

“Packaging isn’t just a box anymore – it’s becoming a data-driven system inside the fulfillment operation. Packsize not only understands that, but also knows how to maximize its value,” outlines Reinhart.

RIGHT-SIZED APPROACH

Sustainability has always been a central part of Packsize’s mission and, interestingly, often goes hand in hand with operational efficiency.

“When you reduce excess packaging, you’re not just helping the environment – you’re also reducing material costs, shipping expenses, and transportation emissions,” Reinhart sets out.

“In other words, doing the right thing environmentally often turns out to be the right thing economically as well.”

One of the most visible examples of this is the reduction of void fill and unnecessary packaging material.

When a company ships a product in a box that is much larger than it needs to be, that extra space often requires plastic fillers or additional packing materials.

Right-sizing – creating packaging that fits the product as closely as possible – eliminates much of that waste.

“Packaging has historically relied on a limited number of standard box sizes, which meant products were often shipped in boxes that were significantly larger than necessary,” Reinhart tells us.

“Right-sizing changes that approach. Our systems analyze the dimensions of each product and each order to produce a custom box in real time.”

Packsize can do this in several different ways; if the operation has stock-keeping unit (SKU) data available, it can pre-size the box based on that data.

If, however, the data is unavailable, the system can perform a 3D scan of the products or order on the fly and build the box in real time.

This ability to remove data hygiene as a barrier to entry for right-sizing has been key to adoption across the marketplace.

“The key for us is making the process simple. Businesses are more likely to adopt a technology that minimizes disruption and provides its value without headaches,” emphasizes Reinhart.

“Ease of installation, system performance, uptime, and throughput are all metrics we commit to as part of our partnerships. We understand that packaging is critical to an operation, and our commitment is a baseline requirement for any level of embrace.

“Right-sizing isn’t just about reducing waste – it’s about building smarter supply chains,” he states.

SPARCK ACQUISITION

Packsize now has the full suite of high-volume, right-sized-on-demand packaging technology having acquired Sparck Technologies (Sparck) last year.

Sparck has built an exceptional reputation in the industry for highly automated packaging systems designed for high-volume fulfillment environments.

“Their continuously variable packaging (CVP) technology complemented our existing solutions extremely well,” Reinhart notes.

“We evaluated numerous technologies and companies for potential acquisition and, after exploring Sparck’s CVP Impack and CVP Everest technologies, it became apparent they were best-in-class.”

The acquisition represents an important step in Packsize’s long-term growth strategy, strengthens its global footprint, and accelerates its ability to innovate across the automated packaging space.

“Sparck has a lot of exciting R&D initiatives and new products in the pipeline that we’ve continued to develop and are excited to bring to market in the coming months and years,” shares Reinhart.

With a combined offering of both box-first and box-last solutions, and low and high-automation technology, the combination of Packsize and Sparck creates the most comprehensive portfolio of automated packaging technologies.

Customers today have very different operational needs depending on their order profiles, fulfillment volumes, and facility designs.

By bringing these capabilities together, Packsize is able to support a much broader range of packaging scenarios.

“It also allows us to continue investing in innovation. Automation is evolving rapidly, and the integration of packaging technology with warehouse software, robotics, and data analytics will play an increasingly important role in the future of fulfillment,” Reinhart insights.

“Together, our organizations are well-positioned to lead that next phase of development.”

For Packsize’s customers and partners, it shows the company’s commitment to their long-term success and growth.

“Our goal is to be their one-stop shop for automated packaging, but we understand that to become that level of partner, we must continue to build our portfolio of technologies and internal expertise and maintain and expand our position as the industry leader,” he acknowledges.

THREE FOCUS AREAS

The first of Packsize’s three focus areas moving forward is to continue helping customers rethink packaging as a strategic part of their supply chain operations, rather than a final step in the fulfillment process.

“I still believe we as an industry have a lot of work to do here. Every time I get an overpacked box at my front door, I consider it a failure on my part. We won’t rest until every organization sees right-sizing as a baseline for packaging,” Reinhart asserts.

Second, Packsize is continuing to invest in automation and intelligent packaging solutions that integrate more deeply with warehouse technologies and order management systems.

“Ease of integration and ease of use are critical. Once the market is aware of the technology and the benefits, we must ensure the barrier to entry is as low as possible,” he elaborates.

Lastly, the company is focused on executing successfully upon the adoption of right-sized packaging as companies pursue both operational efficiency and sustainability goals.

“We continue to see adoption rise and substantial year-on-year growth, but that will only continue if we have success in the field.

“The broader vision is simple: a future where packaging is no longer wasteful, inefficient, or static, but instead dynamic, automated, and optimized for every shipment,” concludes Reinhart passionately.

The post Packsize : Smart Packaging for a Healthy Planet appeared first on Manufacturing Outlook.

Whether on the road or on the water, Lippert enhances all outdoor recreation adventures. We celebrate the company’s 70th anniversary with Ryan Smith, Group President, and learn more about how it continues to push the possibilities of products and services.

BUILT FOR THE JOURNEY AHEAD

With a legacy of quality and innovation since 1956, Lippert has been setting the tone for improving the customer experience since its very first product seven decades ago.

As a leading global manufacturer and supplier of highly engineered products and customized solutions dedicated to shaping, growing, and bettering the recreational vehicle (RV), marine, automotive, commercial vehicle, and building products industries, Lippert is an industry stalwart continuing to make waves in the ever-growing sector.

“We’ve built our reputation on an innovative culture, advanced manufacturing capabilities, and a strong commitment to enhancing the customer experience,” introduces Ryan Smith, Group President, who we last spoke to in November 2024.

“It’s those guiding principles that have positioned Lippert as a trusted partner to both original equipment manufacturers (OEMs) and aftermarket customers.”

For the broad array of aftermarket segments the company serves, it supplies best-in-class products designed to enhance recreational pursuits, regardless of whether they’re winding down the road or splashing on the water.

Offering everything from powerful towing technology and automated RV leveling systems to boating furniture and one-of-a-kind shade solutions, Lippert proudly merges strategic manufacturing capabilities with the strength of its dedicated team to provide unparalleled customer service, award-winning innovation, and premium products to each individual industry and person it serves.

“Headquartered in Elkhart, Indiana, we support customers across North America, Europe, and Africa with more than 140 manufacturing and distribution facilities and approximately 14,000 team members worldwide,” details Smith.

The Lippert team is dedicated to always thinking about its customers’ next journey, proudly pushing the possibilities of its products and services to better people’s time spent outdoors, whenever and wherever, for years to come.

WHERE TRADITION MEETS TRANSFORMATION

Guided by three generations of family leadership, with CEO Jason Lippert at the helm, the company has seen exponential growth since its inception, having evolved into a confident industry pioneer.

“Lippert’s roots as a family-led organization continue to shape the expectations we operate under today. Family-led leadership instills a long-term view; you do not build for the next quarter – you build for the next generation,” Smith expands.

“You invest in your people, open doors to opportunity, develop leaders from within, and never lose sight of your responsibility to the community.”

For Lippert, this philosophy is not just words – it shows up inside its facilities each and every day. Many of the company’s leaders started on the production floor and understand the work because they have put in the time and effort required to succeed. This sort of credibility builds trust, and trust is what influences overall performance.

Ultimately, the company is driven by a culture of caring and focused on serving people by developing their personal and professional growth. Guided by its core values and leader qualities, Lippert actively empowers its team members through a variety of initiatives, including individual goal setting, listening sessions, engagement surveys, operational improvement programs, health and well-being initiatives, community impact events, and more.

This directly aligns with its mission of making lives better by developing meaningful relationships while continuously shaping the business as a force for good.

“Our growth, resilience through market cycles, and ability to innovate trace back to that foundation. We have remained disciplined in putting people first and building a culture of ownership,” Smith explains.

“When leadership is grounded, visible, and accountable, the organization moves with clarity and confidence, and that foundation continues to guide us as we grow.”

CRAFTING A RESILIENT FUTURE

With over 140 manufacturing and distribution facilities located throughout North America, Africa, and Europe, Lippert supplies a broad range of highly engineered components for leading manufacturers of RVs, automobiles, watercraft, and prefabricated homes.

The company also operates in adjacent markets, such as hospitality, transportation, construction, and agriculture.

Currently, Lippert finds itself in a particularly thrilling time within the industry.

“Manufacturing is more exciting than ever; we’re witnessing a true resurgence in American manufacturing. Investment in domestic production is rising, supply chains are strengthening, and skilled trades are back in the spotlight,” enthuses Smith.

At the same time, Lippert is operating in an unprecedented era as artificial intelligence (AI) moves from concept to reality across the business. Specifically, the company is focusing its AI efforts on enhancing the customer experience, streamlining service interactions, delivering faster answers, and resolving issues more efficiently than ever before.

“At Lippert, we see this moment not as a dichotomy, but as a powerful convergence. The renewed push for US trades and the rapid rise of agentic AI are not competing forces – they represent a meaningful juxtaposition of human craftsmanship and intelligent systems, each strengthening the other,” Smith insights.

The company is leaning into this convergence thoughtfully and responsibly. As it explores how agentic AI can support its manufacturing environments alongside its customers, Lippert remains firmly grounded in the skill, discipline, and pride of its workforce.

The company maintains the mantra that technology expands capability and craftsmanship ensures excellence.

“This is where tradition meets transformation. It’s not human versus machine – it’s human expertise amplified by intelligent systems, working together to build a stronger, more resilient future for American manufacturing,” asserts Smith.

REPUTATION FOR SUCCESS

There are a plethora of ways in which Lippert has continued to differentiate itself from the competition over the past 70 years.

Primarily, it is through the proudly established culture and team members who dedicate themselves to the success and innovation of the company on a daily basis.

“Hands down, our people and the way we invest in them are how we set ourselves apart,” Smith highlights.

“Our purpose as a company is to make lives better through meaningful relationships with our co-workers, customers, and communities. That purpose drives how we develop and support our team every single day.”

Lippert builds leaders from the inside out. Through intentional leadership development frameworks, it reinforces core values such as honesty, integrity, trust, and genuine care for people. The company’s commitment does not end on the clock; it invests in people as individuals, supporting who they are out of work just as intentionally as who they are in it.

Every team member completes an annual Leadership Action Plan that includes both personal and professional goals, because the company recognizes growth outside of work directly impacts performance inside of it.

“We also listen deeply. Our CEO conducts regular listening sessions across the organization, and we respond with actionable, measurable steps. This is not lip service; it’s a disciplined commitment to following through,” dictates Smith.

Lean manufacturing programs such as Lippert’s Just Fix It (JFI) further empower Lippert’s team members to raise their hands and improve what is in front of them without waiting for permission. Innovation happens at the grassroots level because people feel valued, heard, and capable of driving meaningful change.

Such ownership ultimately shows up in the experience customers have with Lippert’s products. Innovation pushes capability forward, while quality ensures those innovations perform consistently in the real-world environments customers depend on.

“You can buy machines, you can buy automation, but you can’t buy a culture where people feel known, respected, supported, and encouraged to grow. That is the real differentiator,” Smith prides.

A TRUE RESURGENCE OF US MANUFACTURING

As the US approaches its 250th year of independence, Lippert is celebrating the spirit of freedom in two powerful ways – by empowering adventure and honoring the craftsmanship that makes it possible.

“There is nothing more American than open highways, mountain air, and families gathered under a wide sky. The ability to explore this country, move freely across it, and build memories in its landscapes is part of what independence represents,” celebrates Smith.

Lippert’s products are designed to make those experiences better by helping customers travel farther, stay longer, and explore the outdoors with confidence and comfort.

At the same time, the company recognizes that this freedom to explore is built on something deeper. It is built on skilled trades.

“Through our Rooted in Trades campaign, we are shining a light on the welders, fabricators, designers, and technicians whose work forms the backbone of American manufacturing. Their craftsmanship makes innovation real, and their skill turns raw materials into products that power outdoor living,” Smith explains.

Rooted in Trades is more than just an initiative for Lippert – it represents the company’s wider commitment to the future of hands-on careers and its desire to help the next generation of skilled tradespeople find their path, connect with mentors, and build lasting careers.

Celebrating 250 years of independence is not about a single moment for Lippert; it’s about honoring both the journey and the people who make the journey possible.

By pushing the possibilities of its products while championing the tradespeople behind them, the company is living out that spirit every day.

COMMITMENT TO DURABILITY

Alongside the 250th anniversary of the US, Lippert is commemorating 70 years of its own successful operations.

For the company, this celebration is less about looking back and more about reaffirming who it is and what it stands for in the industries it serves. It’s also about honoring the trust partners have placed in the business for decades and committing to being an even stronger innovator and steward for the next generation.

“Our legacy is not simply that we’ve been in business for 70 years – it’s that, for 70 years, we’ve helped power the experiences that matter to people. From time on the water to miles on the road, our products have quietly supported moments of connection, exploration, and opportunity,” prides Smith.

The best way Lippert knows how to honor this milestone is to keep building. The company is doubling down on product development, advanced manufacturing, and leadership development to ensure it continues delivering innovative solutions that enhance experiences and ultimately do good in the world.

At the same time, Lippert’s legacy extends beyond products; it lives in the communities where it operates.

“As we mark 70 years, we are placing renewed emphasis on community engagement, supporting local initiatives, and investing in the people and places that have supported our growth. Being a good corporate citizen is not separate from our mission – it is central to it,” Smith declares.

“70 years is a milestone, but more importantly, it’s a reminder of our responsibility to keep innovating, keep investing in people, and keep making a positive impact in the industries and communities we serve.”

WHERE INNOVATION AND QUALITY INTERTWINE

To continue its decades of success and growing international footprint, Lippert is currently engaged in a strategic expansion into the broader transportation space.

“While we have strong roots in the RV and marine industries, we are intentionally growing our presence in commercial and specialty transportation, where safety and reliability are absolutely mission-critical. They quite literally keep the world moving, and we see a clear opportunity to contribute at a higher level,” expands Smith.

The company resides as a leading manufacturer and supplier to myriad industries due to its diverse capabilities, unwavering commitment to quality, and world-class solutions that meet the unique demands of each sector and company.

With its extensive manufacturing capabilities, Lippert serves industries and specialized sub-sectors beyond its core product offering. Whatever the requirements, Lippert’s team is ready to work together to provide a customized solution tailored to each client’s needs.

“Our focus is on delivering engineered solutions that perform consistently in demanding environments and raise the bar for safety and dependability,” Smith highlights.

“At the same time, we are accelerating game-changing innovation across all segments by bringing in engineering expertise from outside our traditional industries.”

Talent and perspective from other highly engineered sectors help Lippert rethink durability, systems integration, and manufacturing processes. The company is not merely content with incremental improvement – it is combining deep industry roots with a fresh technical perspective to position the company as a leader in both transportation and recreation.

“That’s how we continue to innovate, strengthen safety and reliability, and build products that make a real difference in how people travel, work, and explore,” affirms Smith.

COMMITTED TO CARING

For Lippert, every decision rests on whether or not it’s improving the lives and experiences of its people and the surrounding communities.

The company prioritizes innovating and rethinking the possibilities of its products and services, fostering and building relationships, and highlighting social impact initiatives to serve the areas in which it lives, works, and plays.

These priorities can be directly observed through Lippert’s five pillars, which comprise culture, innovation, quality, safety, and leadership.

“For us, the five pillars are not separate initiatives – they are a single integrated foundation that supports everything we do and anchors how we make decisions, invest, and grow,” Smith details.

“It starts with culture; if you get culture right, everything else becomes possible.”

Lippert asserts that when team members feel valued, developed, and trusted, they innovate more freely, take ownership of quality, and prioritize safety without being told. Culture creates alignment and resilience during market cycles, building leaders who think long-term rather than quarter-to-quarter.

From that cultural foundation, innovation and quality become natural outcomes rather than forced objectives. The company continually asks how it can improve the customer experience, simplify complexity, and build products that last. Innovation introduces new capabilities, while quality ensures those capabilities perform consistently over time.

“When those two disciplines work together, they ultimately translate into a better customer experience. Innovation pushes what’s possible, and quality ensures those ideas deliver dependable performance in the real-world environments our customers operate in,” expands Smith.

For Lippert, safety reinforces that discipline, both within the company’s facilities and in the products it brings to market, whilst leadership sustains it.

As the company grows, strong leadership ensures it scales without losing who it is at the core and remains focused on doing the right things the right way.

“Our continued growth is the result of anchoring ourselves to these principles and allowing them to guide our strategy. When you align culture, innovation, quality, safety, and leadership around a shared purpose, you build more than products – you build trust, which drives sustainable growth,” prides Smith.

CULTURAL JOURNEY

Approximately 10 years ago, the leadership team at Lippert recognized the crucial role of its front-line team members and the impact a company can have on its people, the surrounding community, and the world as a whole.

The company then committed itself to creating a winning team culture that would inspire other businesses to make positive changes and improvements as well.

One of the primary ways in which Lippert has been enabling a better workplace experience for its team is through the Lippert Academy of Leadership.

The academy builds upon the leadership development fundamentals the company worked hard to embed in its daily activities, serving external businesses, non-profits, and individuals with a variety of programs and offerings. These include on-site training and leadership development programs, executive coaching, speaking engagements, and in-house leadership development experience.

Ultimately, the Lippert Academy of Leadership is human-centered, mission-driven, and performance-focused. Its mission is to come together with other organizations that are on a leadership and culture journey in order to help make their businesses a force for good.

Building and sharing what Lippert has learned over its seven decades of business success, the academy’s primary goal is to help others establish a self-sustaining model of leadership and culture by creating their own internal resources dedicated to stewarding their vision and mission.

Specifically, what is offered in the leadership program is a red carpet roll-out, where on-site experiences enable participants to see behind the curtain by touring facilities, speaking with leaders, and engaging with Lippert’s internal leadership and executive teams.

Additionally, a consortium membership provides access to an exclusive leadership community for executive leaders at any stage of their cultural journey. This annual subscription offers academy coaches, content, and on-site support.

There are also memorable keynote speakers who provide customized, unforgettable experiences for events and are experts in keeping audiences engaged, educated, and inspired.

As Lippert has grown, evolved, and refined its own leadership training and development programs, it recognized that offering this program was a prime opportunity to take some of that knowledge and expertise to support the leadership, culture, and business goals of other organizations.

MOVING WITH CLARITY AND CONFIDENCE

Looking after its employees and promoting the next generation of Lippert team members is not only important to the company’s longevity, but central to who it is at its foundation.

“You can have strong supply chain partnerships and advanced manufacturing capabilities, but none of it works without engaged, capable team members,” Smith asserts.

“Our team members are the engine behind everything we do. The quality of our products, strength of our customer relationships, and pace of our innovation all start with our people. The goal is for people to see a future at Lippert, not just a job.”

With over 14,000 team members spread across North America, Europe, and Africa, the company has proven time and again that by putting people first, the possibilities are truly endless.

Lippert believes its business can be a force for good in the world if leaders take hold of their responsibility to create a culture that cares for people and allows them to grow into their best selves. As the company sparks the heads, hearts, and hands of team members, it hopes to inspire the purpose and passion that lead to high performance in both business and life.

“Leadership development is a big part of this goal. As we expand into transportation and continue innovating in the RV and marine industries, we need leaders who understand both our legacy and where we are headed,” states Smith.

“We invest in training, mentorship, and real opportunities to step up and lead. Growth only works if your people grow with you; if we continue to invest in them in the right way, the next 70 years will be even stronger than the first.”

DRIVING MEANINGFUL CHANGE

Those at Lippert proudly live the outdoor lifestyle and are constantly pushing to enhance the customer experience by offering superior, innovative products made by trusted and reliable brands.

However, the company recognizes the only way to ensure the outdoors continue to be enjoyed for generations to come is to implement sustainability initiatives and a mindset that encourages their growth.

This can be observed through Lippert’s ever-evolving mission to put real resources behind culture, philanthropy, and sustainability, underscoring its commitment to making business a force for good in the world.

As an industry leader in the outdoor recreation space, the company is dedicated to driving positive environmental and social change. It acts boldly to understand, manage, and mitigate its environmental impact across value chains while bringing innovative, energy-efficient products to market. This is in parallel to the company’s efforts to reduce energy consumption, water usage, and waste generation.

A passion for environmental stewardship and resource conservation is at the core of everything Lippert does. Since its inception in 1956, the company has committed itself to being a strong manufacturing partner and responsible corporate citizen.

Lippert believes in the power of sustainable materials and production processes to shape a better future for its team members, community, and the environment.

In alignment with leading global standards, such as the Global Reporting Initiative (GRI), Sustainability Accounting Standards Board (SASB), and the UN’s Sustainable Development Goals (SDGs), the company is actively taking concrete steps to protect the environment.

For example, it continuously invests in eco-friendly practices, strives to establish new benchmarks in corporate sustainability, especially in packaging, and works to improve its recycling and sustainability programs every year.

Through adherence to internationally recognized standards, Lippert ensures transparency and accountability in its efforts to create positive change in the long-term.

EMPOWERING ADVENTURE

Lippert has proven itself to be dedicated to creating transformative social change. From student mentorship to park clean-ups and corporate sponsorships, the company supports organizations and causes that make its surrounding communities a better place for all.

“We believe in using business as a force for good in the world. Our corporate social responsibility (CSR) efforts are simply how we live that out,” details Smith.

Through initiatives like Lippert Cares and seRV™, Lippert’s team members actively serve in their neighborhoods, from environmental efforts to supporting local non-profits.

Given the company’s connection to outdoor recreation and transportation, protecting the environments and communities where people live, work, and explore is a natural extension of its mission.

“We are also deeply committed to student mentorship and workforce development. By partnering with schools and trade programs, offering plant tours, internships, and hands-on mentorship, we are helping build the next generation of skilled professionals. That investment strengthens both our company and the industries we serve,” Smith explains.

At its core, Lippert’s CSR approach is about stewardship. If it wants to enhance experiences and do good in the world, that responsibility extends beyond its products to local communities and individuals because, at Lippert, everyone matters.

Ultimately, caring about people is at the core of the company’s sustainable strategy. It provides the resources necessary to support team members’ holistic well-being, empowering them to reach their full potential regardless of where they are.

Additionally, the company takes a collective impact approach to fostering shared value generation. Recent targeted efforts to support this include updating its policies, increasing diversity on the board of directors, and the formal addition of board oversight of sustainability.

STEWARDSHIP FOR THE NEXT GENERATION

Equally as crucial to the continuation of Lippert’s success and innovative future prospects are its environmental, social, and governance (ESG) initiatives.

Since the company’s inception, it has strove to create a name for itself as a strong manufacturing and corporate partner for its team members, customers, community, and the environment.

Its sustainability approach was first inspired by the company’s passion to protect and invest in the regions it calls home, having evolved over time to represent more holistic ideologies and goals. Lippert has since worked to incorporate various sustainability practices and processes into all facets of its business operations.

At the production level, the company aims to protect the environment and save resources by using sustainable materials and reducing the environmental impact of its production process.

It emphasizes using environmentally friendly materials and processes wherever possible, alongside consistently improving and evolving its pre-established programs to best suit current research and ESG goals.

In Lippert’s day-to-day business operations, it has become cognizant of natural resource usage and waste generation, having started to track such data in order to establish a concrete baseline that will enable the company to set realistic targets while searching for added process efficiencies.

This inclusive ideology and goals also directly align with the company’s belief that everyone matters. To achieve this, it has made strides to improve retention, encourage physical and mental health, and provide resources to support team members and their loved ones. While Lippert acknowledges it is still early in its diversity, equity, and inclusion (DEI) journey, the company is massively proud of the magnitude of its achievements in such a short period of time and actively celebrates its plans for the future.

THE BACKBONE OF AMERICAN MANUFACTURING

As a global leader in supplying engineered components to the outdoor recreation and transportation markets, Lippert is confident that its innovative culture, advanced manufacturing capabilities, and dedication to enhancing the customer experience enable it to be a reliable partner for both OEM and aftermarket customers.

Business partners proudly invest in Lippert for myriad reasons, such as the company’s 67 percent growth in towable RV content since 2020, 11 percent compound annual growth rate (CAGR) from 2015 to 2025, and 90 percent historical conversion of robust operating cash flow.

The company is also proud to call brands like CURT, Ranch Hand, Furrion, and others its own – names that its customers trust for quality, dependability, and service.

Lippert thrives on innovation, and building customized solutions that fall outside of its traditional product lines is standard procedure for the team. No matter the industry, Lippert finds and builds personalized solutions.

This dedication to success can be traced back to the very beginning of the company’s journey seven decades ago. Founder Larry Lippert used his grit and determination to lay a strong foundation that has enabled the company to develop a plethora of innovative technologies and improve industry processes.

His vision, integrity, hard work, and valuation of team members continue to inspire and guide Lippert today.

A LEGACY BEYOND PRODUCTS

As Lippert looks ahead, one of its biggest priorities is sharpening its focus. Having built meaningful scale over the years, the company is now being more intentional with where its bets are placed.

That means prioritizing the segments and product categories where it can truly differentiate, especially in transportation and highly engineered solutions.

“We are also focused on simplification; as organizations grow, complexity can creep in. Over the next year, we are working to streamline processes, align teams more tightly, and ensure we are operating with clarity and speed,” informs Smith.

Another priority for Lippert is strengthening integration across its portfolio and connecting its capabilities more seamlessly so customers experience Lippert as a cohesive, solutions-driven partner rather than a collection of individual products.

“Ultimately, the coming year is about discipline and momentum – being thoughtful about expansion, intentional about execution, and confident in where we can lead. If we do that well, growth will follow as a result, not just as a target,” Smith proudly concludes.

Regardless of whether a customer is embracing the freedom of the open road or feeling the breeze across their face as they jet across the water, Lippert is here to reliably and securely provide premium products designed to make outdoor recreation activities fun, safe, and accessible for generations to come.

70 years of enabling outdoor journeys down, and with many more to come, Lippert is primed to lead the way.

LIPPERT PARTNER

The post Lippert : Built for the Journey Ahead appeared first on Manufacturing Outlook.

Zambia’s largest fast-moving consumer goods manufacturer, Trade Kings Group, has an expanding ecosystem of brands that remain both relevant and scalable. Mohsin Patel, Director, tells the story of the locally grown business that is unafraid to keep building.

A STORY OF AFRICAN MANUFACTURING

Zambia is one of the most exciting fast-moving consumer goods (FMCG) markets in Africa, precisely because it is not an easy one – the sector rewards businesses that can manufacture efficiently, price intelligently, and keep products consistently available.

As it evolves, the nation’s FMCG space is experiencing strong demand, granting burgeoning local brands room to gain ground.

“However, it is also a market that quickly exposes weak operating models. If manufacturing is inconsistent, route to market is weak, or there is heavy reliance on imports, Zambia will test you very quickly,” opens Mohsin Patel, Director of Trade Kings Group (Trade Kings) – the largest FMCG manufacturer in the country.

It’s these sorts of challenges that make the sector so compelling, as it is no longer enough to have a good product – industry operators require the quality systems, packaging strength, distribution reach, and confidence to keep investing when conditions get tough.

“For us, Zambia is not just a consumption market; it is a production market. The companies that understand this can build brands with real durability, scale, and regional relevance,” he adds.

A ZAMBIAN SUCCESS STORY

Built from the ground up, Trade Kings began in 1995 from very humble beginnings.

The company did not start as a ready-made industrial giant, but in its founder’s garage in Lusaka, with one product and a belief that local consumers deserved quality, local goods – which subsequently formed Trade Kings’ overarching vision.

In the last three decades, the company has grown into one of the largest diversified manufacturing groups in sub-Saharan Africa, boasting over 100 brands delivered across 10 countries.

“For too long, Africa has been treated mainly as a destination for finished goods. I believe the bigger opportunity is to build serious manufacturing businesses on the continent – ones that produce, process, innovate, distribute, and export with confidence.

“That is what Trade Kings has been working to do for 30 years.

“We started small, built patiently, and kept reinvesting – today, we are part of a much bigger conversation about what African industrial capability can look like when it is backed by conviction,” Patel divulges.

A majority of the company’s manufacturing footprint is concentrated within the Lusaka South Multi-Facility Economic Zone, where several of Trade Kings’ large-scale production facilities operate.

This operational concentration reflects its long-term approach to industrial capacity, infrastructure, and execution.

Moreover, the company is distinguished by its broad scope of successful brands across the confectionery, food and beverage, dairy, home care, hygiene, agro-industrial, steel, and mining portfolio, positioning Trade Kings as a titan in the FMCG space.

A UNITING, CENTRAL STRENGTH

Trade Kings’ position as an industry leader doesn’t rest on a single brand or category but derives from an ecosystem it has built around manufacturing, supply chains, innovation, and market execution – all driven by a central strength or focus.

“Our story does not revolve around one brand or division; it is the story of a Zambian business that has kept on building,” Patel states.

Indeed, the company’s success stems from far more than branding, as it possesses cutting-edge factories, state-of-the-art systems, procurement strength, packaging capability, route-to-market discipline, and the confidence to keep reinvesting – creating a business that is built for durability, scale, and relevance.

Yet, Trade Kings remains streamlined by ensuring each brand remains within its individual market.

For instance, BigTree Beverages has a deep understanding of flavour, packaging, channel dynamics, and beverage consumption. BigTree Brands, meanwhile, which operates under the same corporate structure, holds a wealth of knowledge in household food needs, party supplies, and practical, everyday affordability.

Elsewhere, Dairy Gold keeps track of dairy processing, grain beverages, milk collection, and nutrition.

“This balance is what allows us to stay streamlined whilst still being responsive. The system is shared, but the commercial intelligence stays where it belongs – close to the consumer,” Patel insights.

Trade Kings is further distinguished by its regional footprint, as the company strives to not be a local copy of a foreign FMCG model.

“We are building an African manufacturing model designed around African consumers, trade routes, and operational realities. That is why manufacturing capability, upstream control, and regional expansion remain at the centre of how we think.”

BIGTREE BEVERAGES

BigTree Beverages was built to create a modern African drinks business that can compete not only on price, but on innovation, taste, packaging, and product execution.

“What makes BigTree Beverages exciting is that it combines technical capability with real market intuition.

“It’s not enough to formulate a beverage in a lab; you must understand what consumers will choose, how it should taste, which packaging format and price point works, and how quickly you can scale a winning idea,” Patel outlines.

“This is where BigTree Beverages has become strong.”

The brand’s portfolio includes Vatra, Fruiticana, Mojo Energy Drink, KungFu Energy, Brothers Premium – mocktails and mixers – Appy, and FruiTop.

To meet increasing product demand, BigTree Beverages has invested in hot-fill capability, in-house polyethylene terephthalate (PET) pre-formulated bottle and cap production, packaging development, and a route-to-market model that spans depots, distributors, modern and general trade, hotel, restaurant, and catering (HoReCa), and last-mile channels.

The brand has also built a flavour pipeline designed around African taste preferences and real-use case studies.

This combination of quality, speed, deep flavour understanding, technical capability, and route-to-market strength has driven industry-wide recognition.

For example, BigTree Beverages was named the South African Development Community’s (SADC) 2024-25 Exporter of the Year in the Large Enterprise category – a strong marker of the brand’s product competitiveness and regional relevance.

LOCALLY DRIVEN INDUSTRIALISATION

Trade Kings’ latest business unit, Kingsworth Group Limited (Kingsworth), is strategically important to the company, enabling it to scale its manufacturing capability efficiently.

“It represents deeper industrialisation, not just expansion. It moves Zambia from importing key industrial inputs to producing them locally, which strengthens both Trade Kings and the wider manufacturing sector,” Patel highlights.

Indeed, Kingsworth is the country’s first integrated starch and glucose facility and a USD$110 million investment developed over two phases.

The plant will process locally grown maize into native and modified starch, liquid glucose, maltodextrin, corn germ, gluten meal and feed, dextrose, and related derivatives. These ingredients are used in confectionery, beverages, dairy, processed foods, pharmaceuticals, paper, adhesives, textiles, and animal nutrition.

As such, the brand reduces reliance on imported intermediates, helps stabilise costs and margins, strengthens value chain reliability, and makes future downstream expansion more viable as more of the input chain is under local control.

At full capacity, Kingsworth is designed to produce up to 140,000 tonnes of products annually, substitute around USD$30 million in imports each year, and unlock approximately USD$150 million in export potential through African Continental Free Trade Area (AfCFTA)-linked trade.

“Kingsworth is not just another business unit; it is a capability platform that makes the wider group stronger.”

BUILT ON TRUST

A robust and purpose-built supply chain is fundamental to the success of Trade Kings.

“Supply chains are built on trust long before they are tested by disruption. For a business of our scale, supplier and partner relationships are not peripheral; they are part of the operating model,” Patel shares.

The company works closely with local and regional suppliers to ensure strong manufacturing capabilities, which depend on reliable input workflows, practical coordination, and shared growth.

For instance, given Trade Kings is one of the largest industrial users of sugar in Zambia and a major buyer of milk from local dairy farmers, the company works closely with producers of maize, wheat, and potatoes that feed directly into its food processing businesses.

“Local sourcing matters because it shortens the supply chain, builds capability in-country, and strengthens the wider industrial base. Regional partnerships matter because scale increasingly depends on trade, not isolation,” he informs.

This is also where backward integration becomes important. Case in point, Kingsworth improves the stability of the value chain behind its finished products, whilst Dairy Gold’s milk collection model matters for the same reason.

“The more coordinated and dependable your upstream system is, the more competitive your downstream brands become,” Patel explains.

Equally integral to the company’s DNA is its 17,500+ employees, whose care, deep understanding, and swift problem-solving make the business what it is today.

“One of the things I value most about Trade Kings is that so much of the company’s strength sits in its people – on the plant floor, in engineering, quality, logistics, distribution, and the commercial teams that keep the business close to market.”

STRENGTHENED BRANDS

Trade Kings is continuing 2026 with a clear set of priorities – to deepen production capability, strengthen upstream control, expand intelligently across the region, and keep building brands that can travel the distance.

This means continuing to strengthen the company’s food and beverage platform through BigTree Beverages, BigTree Brands, and Dairy Gold.

It also means ensuring Kingsworth delivers for the group, namely stronger input security, more competitive downstream manufacturing, and a more stable industrial base.

Trade Kings also wants to continue investing in key categories such as confectionery, home care, and other core businesses that still have room to grow regionally, facilitated by moving ahead with its wider production expansion agenda that is already part of the company’s growth plan.

“We believe Africa cannot continue to only be a consumption market – it must increasingly produce, brand, and distribute for itself. We want Trade Kings to be part of that next chapter,” Patel closes.

TRADE KINGS GROUP PARTNER

The post Trade Kings Group : A Story of African Manufacturing appeared first on Manufacturing Outlook.

Delivering quality, customised electrical solutions businesses can rely on, AME Systems provides state-of-the-art products for industries across the globe. We revisit the company with Nick Carthew, Managing Director.

ELECTRICAL INNOVATION AT ITS FINEST

AME Systems is the leading Australian, privately owned designer and manufacturer of quality electrical wiring harnesses and assemblies. 

Since its establishment in 1977, the company has evolved into a globally competitive manufacturer with five decades of expertise in customised electrical solutions, offering full service and support from design to delivery and aftermarket sales for heavy transport, military, medical, and special-purpose vehicles and machinery. 

Since last speaking to Nick Carthew, Managing Director, in April 2022, the company has successfully embarked upon an aggressive growth strategy in the defence and aerospace markets. 

Having built strong commercial partnerships with major Australian manufacturers over the past five decades, AME Systems is well-placed to adapt to the growth in the defence industry. 

LEADING THE INDUSTRY 

Steadfast in its support of manufacturing and job creation in regional areas, AME Systems’ main plant and bespoke aerospace facility are based in Ararat, Victoria (VIC). These facilities are complemented by a facility in Melbourne, VIC, alongside three in Ipoh, Malaysia. 

Alongside this focus on regional job creation is the desire to support Australia’s sovereign capabilities, which Carthew identifies as an expanding area with a growing need, underpinning the company’s philosophy.  

A long-standing partnership with Thales Australia (Thales), formerly Australian Defence Industries, demonstrates AME Systems’ proven success in the defence industry, having supplied the Thales Bushmaster programme with nearly 1,400 vehicles. 

“AME Systems’ strong commercial background, diversity in the range of products we supply, and experience across the different industries we work with allows us to provide the best outcome for customers in product design and quality, manufacturability, tolerance, and testing processes,” outlines Carthew. 

The additional plants in Melbourne and Malaysia enable AME Systems to adapt seamlessly to demand, providing it with a uniquely competitive edge. 

Equally, the company’s current and future accomplishments stem from the excellent relationships developed with its supply chain operators.  

“Our partnerships with companies like PEI-Genesis have been strong for the last 45+ years. The success of our organisation is due to our people-first policy and supply chain reliability,” Carthew details. 

CUSTOMISED TECHNOLOGY 

AME Systems is actively growing and further expanding its proficiency within the defence sector, having attracted industry-leading customers from across Australia and North America. 

One such example is the company’s partnership with Boeing, which has led AME Systems to make a substantial investment in a cutting-edge aerospace site in Ararat, located across the road from the main plant, for projects such as the Boeing MQ-28 Ghost Bat programme and the Northrop Grumman MQ-4C Triton aircraft. 

“We are hugely proud to be part of the Boeing MQ-28 Ghost Bat programme. Our team has done a phenomenal job in servicing the technical and lead time elements. To have our name on the first Australian aircraft built in 50 years is a big moment for us,” prides Carthew. 

The aerospace facility has an ISO 7 cleanroom for world-class, environmentally controlled assemblies, as well as custom-built facilities for the high-end, low-tolerance testing of products such as processing equipment, mini lasers, laser cutting, laser stripping, laser marking, contrast measurement machines, and more. 

This facility meets the stringent foreign object debris (FOD) and counterfeit supply chain requirements, with AME Systems operating in-house training to ensure all employees are experts in these requirements. 

“Alongside the defence projects, the aerospace site is also utilised for high-end rail products for diesel locomotive businesses, highlighting our ability to work with a wide range of customers,” insights Carthew. 

This site and the investment in cutting-edge technology enable AME Systems to offer services that meet the personalised requirements of each customer. 

THE MOST VALUABLE RESOURCE 

At AME Systems, people are its most valued resource, and the company recognises that the skills and knowledge of the team are what enable its overall success and continued reputation as a leader in the electrical wiring industry.  

“The foundation of our culture is centred around a ‘people-first’ ideology and Stephen R. Covey’s ‘The 7 Habits of Highly Effective People’,” Carthew expands. 

The company distinguishes itself through its emphasis on culture, achieved through the implementation of its CARE values – courageous, accountable, respectful, and engaged. 

“Those values are everywhere and part of every decision we make. We expect people to be courageous in calling out poor behaviour and try to remove actions from the business that don’t fit our values and principles,” affirms Carthew. 

This approach applies equally to the suppliers and customers AME Systems partners with. They are chosen for their value-alignment and principles, resulting in long-lasting, effective partnerships.  

The company also operates a zero-tolerance policy towards poor behaviour against people and safety. With the latter being paramount to AME Systems, the business continually reviews and updates its policies and practices with a focus on ‘safety first’ to ensure it meets the latest occupational health and safety (OHS) requirements. 

“People are priority number one, and we take that very seriously. Amongst that, our management structure is flat, with a low level of hierarchy and a very open and accountable culture,” Carthew concludes. 

As AME Systems looks ahead towards the future, its sustained focus on excellent manufacturing and cutting-edge technology will serve it well in providing the

The post AME Systems : Electrical Innovation at its Finest appeared first on Manufacturing Outlook.

From its beginnings as a Hungarian manufacturer to becoming a globally recognised supplier of trailer components, Autoflex-Knott has built its success through engineering expertise, strategic partnerships, and a long-term vision for growth. By expanding beyond Europe and establishing two companies in the US, the company has strengthened its international presence and positioned itself as a key player in the global trailer technology industry, as we find out from the leadership team.

FROM HUNGARIAN ROOTS TO GLOBAL ROADS

Specialising in the development and production of trailer components and towing systems, Hungarian manufacturer Autoflex-Knott operates as part of the international Knott Group – a well-known, German family-owned business. 

Headquartered in Kecskemét, Hungary, Autoflex-Knott supplies braking systems and trailer technologies worldwide from large production plants equipped with modern machining, assembly, and testing capabilities.  

By expanding its infrastructure to include multiple production halls, engineering and development units, logistics centres, and quality-control laboratories, the company has enabled a comprehensive production process, from design and prototyping to serial manufacturing and global distribution.  

Serving trailer manufacturers and distributors across Europe and internationally, Autoflex-Knott supports industries like transportation, agriculture, construction, and recreational vehicles (RV).  

Originally manufacturing complete trailers and tow bars, the company has shifted its focus to components and systems, including axles, brakes, couplings, and suspension parts, primarily for light- and medium-duty trailers. 

A significant turning point in its journey was the strategic partnership and later integration with Knott Group, which strengthened the company’s technological capabilities and international reach, combining local manufacturing expertise with advanced German engineering.  

Autoflex-Knott subsequently diversified into the US market, where it designs products for trailers with capacities of up to 10,000 pounds (lbs), compared to 7,000 lbs in Europe. 

Since 2007, President, Anita Monti, has been instrumental in US market research and navigating the various regulatory standards for trailer components. 

“Our journey in the country began in 2006 when one of our major European trailer manufacturers expanded operations in the Chicago area,” opens Anita reflectively.  

“We were asked to support our client’s US operations as they lacked familiarity with local axle and trailer suppliers, which created our opportunity to enter the US market.” 

Today, Autoflex-Knott is a recognised international supplier in the trailer industry, known for its investments in automation, product development, and quality management that ensure reliability and safety.  

FORGING STRONG TIES 

The US division of the company, led by Owner and Executive Director, Sándor H. Szabó, expanded its customer base six months after starting operations.  

“In 2008, we relocated to Wisconsin to partner with a major boat trailer manufacturer, helping them expand into Europe,” Anita reveals.   

From there, Autoflex-Knott soon developed products for the US market, such as axle systems, jacks, winches, and rollers, which attracted more trailer manufacturers and led to significant growth, including the purchase of a warehouse in Wisconsin that later tripled in size. 

“With rapid growth in Florida, we recognised the need for an additional Southeast warehouse to reduce shipping costs, and developed our own fleet of trucks for faster, reliable delivery,” she adds.  

The two US locations now collaborate on sales and manufacturing to support global operations, and what began as a one-person operation has since grown into a team of over 15 employees.  

When Autoflex joined forces with Knott Group in 1994, it had already built a solid reputation in Hungary and Russia. However, the company sought acceptance in Western markets; therefore, it needed a strong, respected partner.  

“A genuine friendship with Valentin Knott was formed, which, along with mutual respect, has accompanied us throughout our careers, and we remain trusted partners and confidants,” Sándor smiles.  

“Every Sunday we share a traditional Hungarian chicken soup, virtually, of course, speaking on the phone, discussing the week’s news, and exchanging our thoughts about business and the world.”  

This personal trust and the independence maintained within the partnership have played an important role in supporting global growth.  

Knott Group, with over 80 years of experience, is renowned for manufacturing high-quality braking systems.  

“By integrating these brakes into our axles, we can guarantee reliable, proven quality that has facilitated access to Western markets,” he states.  

The collaboration has also improved Knott Group’s entry into Eastern European markets by leveraging its established presence through Autoflex-Knott. 

“The Autoflex-Knott partnership has truly been mutually beneficial, built on trust, quality, and a shared long-term vision,” enthuses Sándor.

BUILDING A GLOBAL IDENTITY 

Autoflex-Knott’s identity in the US market is built on reliability, engineering quality, and long-term partnerships.  

“As part of Knott Group, we bring European engineering and manufacturing expertise to the market, whilst adapting our solutions to the specific requirements of the North American trailer industry.  

“Our growth has been driven by close cooperation with trailer manufacturers, continuous product development, and the ability to respond quickly to customer needs,” Anita emphasises. 

A global presence, combined with a strong European supplier base, gives Autoflex-Knott important advantages in coordinating its supply chain and staying competitive in the market.  

“Being present in different regions allows us to select the best strengths from each location and integrate them into our operations,” insights Zita H. Szabó, CEO. 

“For example, in Asia, we benefit from cost-effective raw materials, which is why we source many castings and metal components there. In Europe, however, we can ensure the high technical standards and strict quality requirements that are essential for our products.”

Most of Autoflex-Knott’s key manufacturing processes and final assembly take place in Europe, allowing it to maintain control over engineering quality and production standards.  

“Working with reliable European suppliers maintains a high level of quality and stability in our supply chain through long-standing partnerships that encourage trust and efficient communication,” Zita outlines.  

“A vertically integrated structure with multiple manufacturing subsidiaries improves production coordination, minimises reliance on external sources, and enhances lead times and cost efficiency. This well-coordinated approach boosts our flexibility and long-term competitiveness.”  

In the US, meanwhile, the company strategically positions its logistics and distribution points close to its customers, enabling faster delivery, better service, and support for its partners.  

INNOVATIONS FOR LONG-TERM SUCCESS 

Sándor strongly believes the best strategies for a company’s long-term success not only include horizontal growth, such as establishing sales offices, but also vertical integration.  

“Autoflex-Knott has 14 subsidiaries, nine of which are manufacturing companies. Our headquarters purchases around 80 percent of raw materials and components from within the group.  

“This structure enhances our control over quality, lead times, and flexibility, benefiting both original equipment manufacturers (OEMs) partners and aftermarket customers who expect quick responses and consistent performance.” 

The majority of production takes place in Autoflex-Knott’s facilities, where automation plays a key strategic role.  

“We continuously upgrade and modernise machinery to ensure that our manufacturing processes remain fast, efficient, and competitive,” Sándor assures.  

“Labour shortages are a major challenge, prompting us to focus on automation and robotics for our high-volume product lines. These advancements help maintain efficiency and the high quality our partners expect.”  

Focusing on lightweight and durability improvements in its products, innovation is one of Autoflex-Knott’s core principles.  

“We have an exceptional engineering team that is constantly working on developing new products and bettering our existing solutions to meet the evolving needs of customers.  

“Our hydraulic actuator, developed without compromises, significantly enhances braking performance when paired with our disc brake system, surpassing many competing products,” Sándor explains. 

This strong performance has helped the company become a leading supplier in the US marine trailer industry.  

“Our innovation does not stop at axles and overrun braking systems. We are also developing and refining other key trailer components, including winches, jockey wheels, and fenders.  

“The goal is to provide complete, reliable solutions that set us apart in the market through quality, durability, and performance,” states Sándor.  

STRATEGIC GROWTH VENTURES 

Whilst many projects are underway across Autoflex-Knott, one major completed work is the opening of the Florida facility in the US.  

“For several years, we had been considering establishing a presence in Florida, as many of our customers are in that region. Logistics costs within the US can be quite high, so having a location there allows us to optimise our distribution,” Sándor observes. 

Logistics primarily drove the decision to open the facility. By bringing containers directly to Florida and distributing from there to smaller customers, the company can significantly reduce transportation costs and improve delivery efficiency.  

“The project required extensive planning and preparation – we designed the facility with the future in mind. Beyond logistics, we prepared the site to accommodate assembly operations and smaller-scale manufacturing if needed. 

“This gives us flexibility and brings us even closer to our customers, which is a key part of our long-term strategy in the US market,” Sándor divulges. 

The market is becoming increasingly open to trailers, particularly in the RV segment, which has been growing steadily in recent years.

By combining production capabilities with a stronger market presence, Autoflex-Knott believes it can respond more effectively to local demand and support the continued growth of the trailer and RV industries in the region.

“For us, this would represent another important step in strengthening our global network whilst adapting our operations to the specific needs and opportunities of each market,” informs Zita.  

MARKET EXPANSION PLANS  

Autoflex-Knott’s key priority for the year ahead is to continue strengthening its global presence whilst maintaining a high level of quality and reliability.  

The US market is highly dynamic, requiring constant innovation and fast response times, and one of the company’s main goals is to serve its customers faster and more flexibly.  

“Since container shipments from Europe typically take four to five weeks to arrive in the US, it is important for us to respond quickly to local demand,” notes Anita. 

“As a result, we developed a new bolt-on axle system specifically for the nation’s market. This solution allows us to supply smaller customers and special orders within one or two days.”  

Additionally, Autoflex-Knott is introducing several new products in the US. Amongst them is a new universal fender, designed for easy installation, high durability, and integrated safety features.  

The company has also expanded its winch product line, which now ranges from 900 lbs to 2,500 lbs in capacity.  

“We’ve introduced a versatile axle with an adjustable drop-arm design, allowing for individual arm replacement and a reduction in maintenance costs. We’ve also developed a new actuator to enhance our trailer product offerings.  

“Currently, 90 percent of our US business is in the boat trailer industry, but we plan to expand into additional segments, including utility trailers, the RV market, and horse trailer applications,” details Anita. 

Furthermore, Autoflex-Knott is constantly evaluating opportunities to move closer to its customers and support regional growth.  

“We are focusing on improving operational efficiency across our facilities, further developing our product portfolio, and expanding our presence in strategic markets,” Zita sets out. 

“One of our main goals is to optimise our global supply chain and manufacturing capability to stay competitive and respond quickly to market demand.  

“Innovation and product development will also remain central, particularly in areas where we can improve performance, durability, and efficiency.”  

Following the successful opening of its Florida, Autoflex-Knott will continue to seek strategic locations to strengthen logistics and service capabilities and expand its long-term market presence.

“Overall, our objective is steady and sustainable growth – building on the strong foundation we have developed over the past decades whilst continuing to adapt to the changing needs of the global trailer industry,” Zita passionately concludes.

The post Autoflex-Knott : From Hungarian Roots to Global Roads: The Autoflex-Knott Expansion Story appeared first on Manufacturing Outlook.

Equipped with a thorough localization strategy that is key to minimizing water loss across the North and South America regions, Kamstrup continues to increase its scale and reach. We catch up with Bruce Bharat, Regional President – Americas.

FROM GLOBAL EXPERTISE TO LOCAL IMPACT

In the past year, global trade conditions and supply chain pressures have pushed many industries worldwide to rethink how and where products are made.  

In the smart water metering sector in particular, these same forces have increased the urgency around localization and resilience, areas in which Kamstrup continues to excel.  

“Localization has always been the direction we wanted to go, but recent trade dynamics accelerated that journey,” opens Bruce Bharat, Regional President – Americas.  

“We’ve used the moment as an opportunity to move faster, strengthen our regional supply chain, and improve responsiveness for utilities and channel partners across North America.”  

Indeed, the company is proud to be part of a sector that is solving urgent, real-world challenges every day, including aging infrastructure, water loss, resource and capital constraints, and increasing expectations from customers.  

“Our mission is simple and worthy – to reduce and ultimately eliminate water loss – and that makes this work meaningful, even as the market becomes more competitive and turbulent,” he adds.  

This goal is partly achieved by the fact that Kamstrup recently improved the starting flow on its residential flowIQ 2200® water meters from 0.01 to 0.008 – a 20 percent improvement on what was already industry-leading low-flow performance.   

“We already had the best low-flow capabilities in the market, and we made it even better because we care deeply about measurement integrity and capturing every possible drop.” 

ELEVATING SCALE AND REACH   

Celebrating its 80th anniversary this year, Kamstrup’s founding vision remains steadfast – to deliver reliable metering that supports smarter water management and helps utilities reduce water loss. What has evolved, however, is the company’s scale and reach.   

“We’ve had a strong year in terms of growth – new customers, expanded deployments, and deeper adoption across multiple market segments.  

“We’re also continuing to strengthen our supply chain and manufacturing capabilities in North America so that we can serve the market with greater speed, stability, and quality,” Bharat adds.   

This year, the company is also proud to celebrate 35 years of ultrasonic metering.  

“We made a bold decision long before ultrasonic metering became a growing trend in the US market to commit to static, or solid-state measurement technology, because it offers the most accurate and stable way to measure water over the full life of a meter.” 

In the early 1990s, ultrasonic, or ‘static metering’ wasn’t commonplace in the industry. However, Kamstrup made the strategic choice to move away from mechanical technology and invest in change before the market demanded it – a major reason for the company celebrating such success today.  

Kamstrup is further distinguished by its consistent focus on the production of high-quality products.  

“We don’t treat manufacturing as an afterthought. Some companies design products and then try to figure out how to build them. At Kamstrup, manufacturing is integral to product design,” he urges.  

Indeed, the company’s scalability, quality, and innovation doesn’t happen in a vacuum; they stem from intentional design, advanced automation, quality controls and robotics, and the discipline to build products the right way, every time.   

PRIORITIZING LOCALIZATION 

Since last speaking to Kamstrup, its Georgia facility has continued to mature, becoming a major anchor point for the company’s North American growth strategy.  

With this new facility comes the ongoing expansion of Kamstrup’s localized supply chain, which has facilitated its production capabilities to support local configuration and the assembly of larger commercial and industrial meter lines which, in turn, help shorten lead times and strengthen overall reliability and responsiveness.   

“Over the past year, we’ve expanded both the scope and maturity of what we do locally, improving our ability to serve utilities and channel partners with speed, stability, and consistent quality,” Bharat affirms.  

This also grants the company tighter quality control, significantly faster response times to demand shifts, and a more resilient manufacturing model for the US market.  

One of Kamstrup’s most meaningful developments has been the evolution of a localized supply chain ecosystem – including in-house production of printed circuit boards, Atlanta-based manufacturing of meter housings, and regional sourcing of critical components used in the final assembly of US-made water meters.   

Indeed, as its North American circuit board volumes have increased, the company has witnessed key Danish suppliers establish US manufacturing footprints to support this growth, therefore bringing the same competencies, tooling, and production standards closer to the facility in Georgia.  

The facility and its growing network equally have a major impact on the local community.  

“It’s not only the jobs Kamstrup creates directly – it’s also the jobs and opportunities created by the suppliers investing alongside us. These partnerships strengthen quality control, reduce lead times, and make our entire production model more responsive to changes in customer demand.”

MEASURING UP  

Kamstrup’s most recent projects serve to differentiate the company as they represent its advanced scale and strategic expansion.  

This is most pointedly demonstrated by Kamstrup’s collaboration with El Paso Water, which has reached the halfway mark in its roll-out, with more than 100,000 meters integrated into its network.  

“What makes the El Paso Water project even more significant is that it is using Kamstrup’s embedded acoustic leak detection, proving that this technology is scalable and valuable at full deployment levels.  

“This matters because leak detection at scale is where many utilities want to go, and El Paso Water will prove that it can be done,” Bharat explains.   

Elsewhere, Kamstrup has recently partnered with the Las Vegas Valley Water District (LVVWD), who – in a region where water scarcity is a defining reality – has built an operating model that invests heavily in conservation and demand reduction. 

Kamstrup was chosen by LVVWD for its ability to measure at exceptionally low flow levels.  

“LVVWD has highlighted the value of being able to measure extremely small usage – even down to drops of water – and how this changes the effectiveness of customer service, conservation, and leak response. 

“That kind of measurement sensitivity is extremely valuable in a conservation-driven market.” 

Kamstrup is equally proud of its deployments in León and Ciudad Juárez, Mexico, where the company supports major advanced metering infrastructure (AMI) water networks, including the largest and second-largest deployments for water AMI in the region.  

“These projects demonstrate the value utilities can unlock through accurate billing and active water loss reduction at scale.” 

Kamstrup’s focus for the coming year primarily centres around growth – in customers, deployments, team capability, and localized manufacturing.  

Indeed, the company is continuing to build on its reputation for quality in the marketplace, while also investing in the people and infrastructure needed to support expanding deployments.  

“We’ll also continue our localization journey – not only because of supply chain dynamics, but because we believe in actively participating in the markets we serve, supporting regional partnerships, and building long-term resilience in how we manufacture and deliver our solutions,” Bharat concludes.

KAMSTRUP PARTNER

The post Kamstrup : From Global Expertise to Local Impact appeared first on Manufacturing Outlook.

Equipped with unmatched knowledge of building façades garnered from over 60 years in business, Trimo takes building envelope solutions to a new level. We speak to Nay Tawile, CEO, and Janez Kunič, CCO, about the company’s next-generation product line, undeniable commitment to customers, and drive for sustainable architecture.

EXCELLENCE IN BUILDING ENVELOPES

The European façade sector is one of the most demanding in modern-day construction.  

Industry players are contending with inflation and rising interest rates that are putting pressure on investment decisions.  

Nevertheless, increasing emphasis on energy and sustainability regulations, together with higher requirements for safety, are creating a highly dynamic sector.  

“Customers now expect more reliable, energy-efficient solutions, delivered with speed, transparency, and predictable quality over the full lifecycle of a project,” opens Nay Tawile, CEO of Trimo, leaders in high-performance building envelope solutions.  

This raises the bar for performance and opens up many opportunities for companies that are willing to adapt, differentiate, and respond quickly to customer needs.  

“Every project, market, and customer brings new challenges, but there is also a chance to create meaningful, future-focused solutions. It’s a space where innovation and customer-centric thinking can truly make a difference,” adds Janez Kunič, CCO.  

These conditions provide the perfect environment for companies to differentiate, build long-term partnerships, and shape how buildings will perform over the next 30 to 40 years.  

“For Trimo, this context reinforces our focus on high-performance façade and building envelope solutions, reliable execution across many countries with different norms and regulations, and the capability to serve fast-growing segments, such as data centres and global industrial players, which operate across multiple markets,” Tawile expands.  

IN PRIME POSITION  

Having experienced an upward trajectory since its inception in 1961, Trimo today is recognised as a global leader in premium stone wool core sandwich panels for façades and roofs, having delivered more than 60 million square metres of façades to over 25,000 clients globally.  

With more than 450 employees, production facilities in Slovenia and Serbia, and a strong sales network across nearly 30 countries, the company works closely with architects, investors, and contractors worldwide.  

Moreover, Trimo’s project portfolio includes collaborations with highly reputable organisations such as Airbus, Heathrow Airport, Nestlé, Philips, DHL, Porsche, IKEA, Prologis, Mercedes-Benz, and Coca-Cola.  

This demonstrates the trust placed in Trimo’s products and the value it brings to complex architectural and industrial projects.    

“Our solutions are mainly used in high-tech industries, data centres, and logistics, where customers need reliable fire performance, strong energy efficiency, and architectural quality in often complex, multi-country operations,” insights Tawile.   

Together with REX Panels & Profiles (REX), Trimo is proud to represent the Insulated Panels division within Recticel Group (Recticel) – a Belgian organisation focused on advanced thermal and acoustic insulation solutions and supporting the energy transition.  

Indeed, being part of Recticel greatly expands Trimo’s network, granting access to new customers and partnerships and strengthening its credibility in key markets.  

“We combine our façade expertise with Recticel’s strong background in materials and innovation, creating solutions that are more competitive and aligned with future market needs. This connection helps us offer greater value to our customers and strengthens Trimo’s position across all our regions,” Kunič expands.  

Being part of the group also greatly advances the company’s investment capabilities.  

“Within the Insulated Panels division, Trimo, together with REX, benefits from the financial strength and insulation know-how to fund new capacity, technologies, and product development. 

“A clear example is the new insulated panels factory being built in the US under the Recticel umbrella. It’s a major investment that will anchor the group’s presence in the country and support our growth ambitions in the wider North American market,” Tawile reveals.  

UPHOLDING A COMPETITIVE EDGE  

Trimo strives to go above and beyond with its vast range of products, most acutely emphasised by its flagship fire-resistant panel range, Trimoterm – known for its top-notch performance.  

Qbiss One, meanwhile, offers architects a clean, precise, and highly flexible façade solution. 

“In recent years, we’ve taken this even further by developing Qbiss Notch in collaboration with Pininfarina, bringing a new level of architectural refinement and design sophistication to the market,” Kunič informs.  

The company’s customers value the fact its systems are fully engineered, meaning they address several critical requirements simultaneously, including fire safety, thermal efficiency, airtightness, and design.  

“I often say we ‘produce unicorns’; we don’t just make panels – we deliver complete building envelopes with design and engineering support throughout the project.   

“Customers rely on us to solve details, interfaces, and compliance questions, not just supply materials,” Tawile tells us.  

Indeed, Trimo is renowned for the support it provides to customers throughout their project lifecycles.  

“We stay engaged from the early planning stages all the way to installation, offering technical guidance and responsive cooperation. This combination of advanced technology, reliability, and close partnership is why Trimo remains a preferred choice across Europe,” Kunič attests.   

The company’s expanding presence across four regions is an additional strategic advantage as it allows Trimo to remain in close proximity to customers and truly understand what drives each market, whether it’s premium design, energy efficiency, delivery speed, or overall project value.  

“Each market operates at a different pace and with different expectations – from highly sustainability-driven Northern Europe to fast-moving, design-focused Western and Southern Europe markets and more cost-sensitive but rapidly growing regions in Central and Eastern Europe,” Tawile explains.  

This diversity keeps Trimo highly adaptive and challenges the company to innovate with intention, ensuring its solutions meet a wide spectrum of technical, regulatory, and aesthetic needs. 

“Our presence provides a clear competitive advantage as we can identify trends early, address regional requirements, and transfer best practices across our markets,” Kunič adds.

A DIVERSE PORTFOLIO  

At the pinnacle of its leading building envelope solutions, data centres remain one of the strongest representations of Trimo’s technical expertise and delivery performance.  

“Our work with global clients such as Google and Microsoft, as well as hyperscale projects like the Stargate UAE programme, confirms we can meet demanding specifications, coordinate large teams, and ensure reliable execution,” Kunič shares.  

Trimo has several other recent projects that demonstrate the diversity of its portfolio. For instance, the company’s involvement with LEGO in the US and the Natural History Museum in the UK highlights its ability to support cultural and complex projects whilst also being compliant with the latest environmental guidelines.   

Meanwhile, the company’s work with industrial clients worldwide showcases the durability, efficiency, and precision of its façade systems in demanding production environments.   

“These projects highlight the breadth of our portfolio and trust customers place in Trimo,” details Kunič.  

Alongside its industrial investments, the company is also working hard on improving operational excellence at its existing sites, with a number of product and process innovations in the pipeline.  

DEEPLY SUSTAINABLE  

Trimo lives and breathes its focus on sustainable architecture and design, with a strong commitment to reach net zero greenhouse gas (GHG) emissions by 2050.  

This is supported by ambitious interim targets for 2030 which centre around significant reductions in its direct (Scope 1 and 2) and indirect (Scope 3) emissions.  

Such targets guide the company’s product development strategy and its decision-making around materials and design.  

Qbiss One NEXT and Trimoterm NEXT – Trimo’s latest innovations in sustainable construction – are concrete evidence of its environmental approach.  

Both achieve up to 69 percent lower carbon footprints compared to the standard Qbiss One and Trimoterm panels whilst maintaining the same performance expected of its façades and roofs.    

More broadly, Trimo’s use of stone wool cores is an important part of its sustainability approach as it offers robust fire safety, strong thermal performance, and long service life, which help reduce customers’   environmental impact over the full lifecycle of their building envelopes.  

This also means architects and developers don’t have to choose between design quality and green performance as Trimo’s façade systems support distinctive architecture and help move projects closer to their climate and sustainability objectives.  

The company applies this same logic to its own internal processes. 

“Sustainability starts with responsibility in our own operations. We want to be a company that leads by example not only through our products, but also in the way we work every day.  

“That means continuously improving how we manage resources, reducing our environmental footprint, and making choices that reflect our long-term commitment to a greener future,” Kunič impassions.  

For example, Trimo’s internal logistics fleet, comprising forklifts and on-site transport, is already fully electric, whilst more than half of the company’s cars and delivery vehicles run on electric or hybrid power, with the aim to eventually have a 100-percent electric fleet.  

Trimo additionally generates its own electricity through an on-site solar power plant at its main production site, directly reducing its operational emissions.  

“Resource efficiency is another concrete focus – our production generates less than one percent residual waste. Therefore, topics like energy use, emissions, and waste are tracked with the same discipline as safety and quality in our regular management reviews.  

“In short, sustainability is not a separate programme – it is part of our day-to-day operational decisions,” Tawile affirms.

TREATING PEOPLE RESPONSIBLY   

Trimo’s success in the building façade space is built upon the professionalism and unwavering dedication of its people.  

“Over the years, I’ve seen how their professionalism and commitment directly shape the trust our clients place in us. I empower them by removing obstacles, aligning teams around shared priorities, and ensuring they have the information and support they need to act confidently,” Kunič reflects.  

Tawile echoes this belief in enabling staff to perform at their best by giving them clarity on priorities, cutting unnecessary bureaucracy, and pushing decisions as close as possible to the teams.  

“I want people to feel they have the trust and space to act, not just follow procedures,” he elaborates.  

Recognition is a cornerstone of this as each employee’s contributions are made visible across the company, whether it’s strong teamwork on a complex project, a smart improvement on the shop floor, or someone taking ownership in a difficult situation.   

“The goal is a culture where colleagues feel empowered, accountable, and proud of the impact they have on our results and reputation,” Tawile prides. 

Trimo likewise supports staff development through training and internal mobility, as well as providing direct feedback, clear expectations, and listening to people’s ideas. 

Beyond upskilling and development, the company also pays close attention to the day-to-day well-being of its employees.  

Case in point, Trimo regularly improves working conditions by installing extra air coolers and cooling stations for staff in the summer and providing healthy, well-balanced hot meals to all employees every day.   

A YEAR OF CONSOLIDATION AND EXPANSION   

In 2026, Trimo’s utmost priority is to reinforce its leadership in core European markets, with a particular focus on the fast-growing data centre segment alongside high-tech industry and logistics projects. 

“The dynamic expansion of data centres offers substantial potential for Trimo, and our solutions and services are already widely recognised and trusted by professionals in this field,” Tawile sets out.    

So much so, the company is considered a reference point for premium stone wool core sandwich panels.  

However, Trimo’s ambition is to further strengthen this position, stay ahead of competitors, and capture additional growth in overseas markets such as the Middle East and Southeast Asia.  

The company’s other area of focus is growth in North America, achieved by building the right partnerships, aligning with local requirements, and advantageously positioning itself to support global customers consistently on both sides of the Atlantic Ocean.  

“The third priority is operational excellence – improving productivity, reliability, lead times, and service across our sites whilst simplifying the way we work. This will empower our teams so that more decisions are taken closer to the customer and production line,” Tawile concludes.

TRIMO PARTNER

The post Trimo : Excellence in Building Envelopes appeared first on Manufacturing Outlook.

Viru Keemia Grupp’s passion is for Estonia’s main natural resource – oil shale. Ahti Asmann, CEO and Chairman of the Management Board, elaborates on how the group is dedicated to the entire oil shale processing chain.

OIL SHALE FOR ESTONIA

Oil shale is a strategic energy resource in Estonia, where the industry is one of the most developed in the world.

Viru Keemia Grupp (VKG), Estonia’s largest private capital-based industrial group in the northeastern city of Kohtla-Järve, continues the tradition of adding value to oil shale processing, which was established in the Baltic state in 1924.

VKG combines this century of industrial tradition with the need to be internationally competitive in today’s constantly changing circumstances.

“Adding value to natural resources and secondary resources located in Estonia is our DNA,” prides Ahti Asmann, CEO and Chairman of the Management Board.

“Our aim – and an important consistent principle – is to add maximum value and length to the oil shale value chain. Today, VKG’s value chain is the longest in Estonia and one of the longest in the world.”

When Asmann received the proposal to lead VKG, the challenge was clear – to make a complex industrial enterprise more efficient and safer whilst taking it step by step towards new, more sustainable business areas.

This combination of actual economic impact and responsibility for Estonia’s energy security still keeps him in the field.

“I’ve been CEO of VKG since 2015, and I’m very happy that I’ve had the chance to work with topics that truly keep the economy running, including financing, infrastructure, and large industrial development projects,” he reflects.

“We are characterised by openness, dedication to our work, and constant development. We believe every step and activity must create greater value for everyone – our own people, our partners and clients, and the local community.”

TWO GREAT PILLARS

VKG’s activities are based on two great pillars, the first of which is shale oil production.

The group uses oil shale to produce liquid fuels and raw materials for the chemical industry.

Approximately 680,000 tonnes (t) of oil products are produced annually, with the main one being low-sulphur shale oil.

This is predominantly used as a component in ship fuel, but is also a good input for the chemical industry and can be used as fuel for industrial furnaces.

“We also produce oil shale gasoline and alkylresorcinol fractions which are used, for example, in the resin and rubber industries,” adds Asmann.

The second pillar is heat and electricity, which the group produces using the gases generated during oil production.

Heat is supplied to the local network area, whilst VKG’s electricity production usually covers a considerable part of Estonia’s total output.

“Our annual energy production is approximately one terawatt-hour,” Asmann confirms.

Whilst focusing on the production of shale oil, VKG also continues developing projects in areas such as the circular economy, renewable energy farms, and bioproducts.

“Our new business verticals support the principles of sustainability and help us to develop a futureproof and responsible enterprise,” he acknowledges.

OIL SHALE SUPPLY

Oil shale excavation at VKG takes place at the Ojamaa mine, which opened in 2010 and was the most modern underground mine in Europe at the time.

Excavation takes place 30 to 60 metres underground, where the group extracts about six million t of mineral mass with conveyors straight to the enrichment plant and, from there, to the oil production plants.

“Just like oil production, mining takes place 24/7, which places high demands on the efficient logistical management of people and machinery and sets very strict requirements for environmental and work safety,” Asmann asserts.

“Things like hydrology, risk of collapse, sufficiency of ventilation, and dust generated during transportation are monitored daily.”

For a long time, the Ojamaa mine has been a stable supplier of raw material for VKG, but today, its resources are nearly depleted.

The group is therefore opening a new mine in the immediate vicinity, which will ensure the supply of oil shale for VKG until 2058.

On the other hand, it must also take EU climate policy developments into account and constantly assess the sector’s competitiveness in the framework of the EU Emissions Trading System (ETS).

“As it takes about five years from starting the mining operations to achieving full capacity, we have to be convinced that our company will remain competitive for at least 15 years to come,” emphasises Asmann.

VKG is investing up to €75 million in the new mine, including infrastructure, machinery, connections, and environmental protection solutions.

“The new mine is designed to meet today’s requirements – a well-planned extraction scheme, smart water management, minimal footprint aboveground, and maximum safety underground,” he informs us.

BIOPRODUCTS PLANT

Alongside its investment in the new mine, VKG is developing a bioproducts plant, a key project in the group’s shift from an oil shale-based industry to more sustainable production based on biomaterial.

Approximately half of Estonia is covered with forests, but the country lacked a proper pulp industry; pulpwood was mostly exported to Scandinavia without adding value to it.

“We found that VKG has the means, capital, and skills to enter the production of bioproducts and that our country needs this economic sector,” Asmann acknowledges.

In 2022, the group therefore launched preparations for a modern pulp mill project with an annual production capacity of nearly 500,000 t.

Several important interim goals were reached by VKG over the past year, whilst the local government has established a designated spatial plan.

This means the spatial solution is in place and the group can move forward with detailed design and construction preparations.

“We have entered into a long-term wood supply agreement with the State Forest Management Centre (SFMC), which will ensure a stable and sustainable raw material supply for the plant for 10 years after it starts operating,” confirms Asmann.

“The land necessary for the plant is also ensured. These three steps – planning, land, and raw material – are critical in every large-scale project.”

ECONOMIC AND ENERGY IMPACT

Importantly, VKG is not alone in supporting the project – the bulk of Estonia’s forest owners, the SFMC, and the Estonian Private Forest Union have all seen its potential to create a stable domestic output of pulpwood.

“In other words, we are not building a factory on account of forests but creating greater added value for wood within the existing allowed felling volumes,” Asmann explains.

The economic impact of the mill is clear, adding an estimated €500 million worth of value to the Estonian economy every year.

Moreover, it will create approximately 250 direct jobs and up to 1,000 indirect jobs in the supply chain and the service sector.

The mill will also be an important energy producer, generating more than 800 gigawatt hours (GWh) of green electricity a year and supplying heat to the local network.

“This will support Estonia’s energy security during a period when old production facilities are forced to be shut down but new ones have not yet been built,” outlines Asmann.

“The next big step is engaging a strategic partner; we have started negotiations with potential partners in cooperation with AFRY Capital, a leading adviser in the global pulp and bioindustry,” he reveals.

VKG’s message is simple – this is a project that clearly meets the unfulfilled demand in the market for adding value to pulpwood, aligns with Estonia’s climate goals and economic interests, and is welcomed by the Estonian government and local community.

“The latter is no longer elementary in today’s world.”

COMPETITIVE RENEWABLE POWER

In addition to the bioproducts plant, VKG is engaged in the development of wind, solar, and battery farms, particularly in the vicinity of its current production facilities, in order to find maximum synergies with existing production activities.

“Our aim is to add competitive renewable power to Estonia’s energy portfolio and use it to partly cover the industry’s own electricity needs,” Asmann sets out.

The projects are currently in the planning, environmental impact assessment, and network connection design phases.

VKG is working in cooperation with local governments, communities, and the system operator and plans to make the investment decision on a battery farm in Q1 2026.

In recent years, the group has consistently improved the energy efficiency of oil production.

At the same time, VKG is preparing a pilot project to explore post-incineration carbon capture from the flue gases of one of its Petroter plants.

The focus is on solutions that would be technically feasible considering the specifics of its moist flue gases whilst also being suitable for large-scale applications in the future.

“This supplements the incentives offered by the EU ETS and is a practical step towards reducing our footprint,” highlights Asmann.

Over the last two years, VKG seriously analysed the possibilities of chemically processing plastic waste.

It has abandoned the project for now due to the infancy of the technologies, however the circular economy sector remains of interest.

“We are not excluding the possibility of returning to the plastic waste project and are also exploring the possibilities of reusing oil shale ash,” Asmann states.

THRESHOLD OF NEW GROWTH

VKG is evidently a very capable partner in implementing large investments and has the technical knowledge, financial capability, and practical experience to manage complex industrial projects.

It also has well-established industrial infrastructure – heat, electricity, roads, railway connections, and vicinity to deep-water ports – all of which help to optimise both the timeline and capital cost of developments.

In addition, the group is located in an area that has historically been an industrial region.

“Today’s industry naturally adheres to the strictest environmental and living environment requirements, but establishing new factories and developments in a region with an industrial heritage is significantly smoother than in areas where work has to be done to start explaining what large industry even means,” insights Asmann.

The further development of large industries is a great opportunity for Estonia’s economy, one that VKG and its development projects have an important role and unique position in.

“We have the entire chain – the mine, oil plants, energy complex, logistical infrastructure, and an international client base,” he acclaims.

“This means we have a stable core activity, an experienced team, and a region where industry is a natural part of everyday life. It’s a strong foundation on which we are building a forward-looking business strategy.”

VKG has therefore clearly positioned itself on the threshold of new growth.

The production of bioproducts, a new mine to ensure raw material supply for decades, wind farms to add renewable energy to its portfolio, and carbon dioxide reduction projects – these are concrete developments moving to the investment decision stage.

“All of these projects are based on the industrial foundation of Ida-Viru County – the functioning infrastructure and export structure, experience, and competence.”

STRATEGIC GOALS

Of VKG’s strategic goals, the security of raw material supply and development of new business areas beside shale oil are the most important.

By the end of this year, it will finally achieve the capability to launch the new mine at maximum capacity and initiate the smooth transfer from the Ojamaa mine both technically and in terms of labour, with risks well under control.

“We will also complete the reconstruction of oil production units, meaning we can work with well-maintained equipment for the next five years,” he adds.

In the development of new business areas, the bioproducts plant is a key priority where the engagement of a strategic partner and initiation of the design process are critical benchmarks.

“In the short-term, we want to produce approximately 685,000 t of oil products in 2026 and do it safely. As our product is a commodity and the price is shaped in the global oil market, our financial goal depends on our ability to produce as efficiently as possible,” Asmann concludes.

“We would also like to contribute to national economic and climate policy issues. I personally contribute to the public discussion as the Chairman of the Board of the Estonian Chemical Industry Association and a member of the council of the Estonian Employers’ Confederation.”

The post Viru Keemia Grupp : Oil Shale for Estonia appeared first on Manufacturing Outlook.

We highlight Rohrer Corporation’s approach to packaging innovation, combining sustainable materials and design expertise to deliver customized solutions that protect products and strengthen brand presence in a competitive marketplace.

PRACTICAL PRESENTATION ALL WRAPPED UP

The eponymously founded Rohrer Corporation (Rohrer), established in 1973 by brothers John and David Rohrer, has built a trusted reputation in retail packaging solutions, showcasing decades of industry leadership.

After being acquired by Revelar Capital in 2021, the company is now recognized for its innovation, sustainability, and speed, which together deliver exceptional value and reinforce Rohrer’s commitment to progress.

The company’s portfolio includes a wide range of products, such as thermoformed and paperboard packaging. This encompasses blisters, blister cards, folding cartons, clamshells, trays, sustainable materials, combination and custom tools, heat-seal tooling, and tailored designs.

Moreover, the company offers design services and contract packaging to provide comprehensive solutions for its customers.

With nine strategically located facilities across the US and Mexico – including Ohio, Georgia, Arizona, Illinois, and Rhode Island – Rohrer operates with the scale of a national provider while maintaining the responsiveness of a local partner, ensuring reliable service.

This geographic footprint enables shorter lead times and reduced transportation emissions, and allows for quick adaptations to changing market demands.

Leveraging these advantages, Rohrer has been dedicated to helping brands stand out on the shelf while achieving their business goals for over 50 years.

Indeed, the company’s capabilities in harnessing technology for its packaging processes are particularly innovative. By combining advanced thermoforming and printing technologies with a customer-first approach, it delivers packaging that is both high-performing and visually impressive.

An example of this innovation is Rohrer’s ezCombo® program, which consolidates multiple orders into a single production run. This process reduces waste, lowers costs, and shortens lead times.

Furthermore, the company’s automation and precision tooling ensures consistency and speed, with the design team utilizing cutting-edge software to create packaging that is both functional and visually appealing.

These capabilities enable Rohrer to respond rapidly to market trends, helping brands efficiently meet their sustainability and performance goals.

COMPREHENSIVE SOLUTIONS

Rohrer offers a comprehensive packaging solution by integrating design, printing, thermoforming, heat-seal tooling, and supply chain services all within one organization.

This structure reduces the number of handoffs, which subsequently speeds up the design, approval, and production processes. At the same time, the company’s extensive product portfolio allows customers to consolidate their suppliers and maintain consistency across their offerings.

To further enhance this efficiency, Rohrer utilizes a strong Vendor Managed Inventory (VMI) program which includes minimum and maximum stocking levels, multi-plant redundancy, and data-driven replenishment, ensuring a reliable supply and helping to reduce working capital.

These capabilities create a streamlined, agile, and highly dependable packaging partnership for Rohrer’s nine facilities, each with unique strengths. For example, some specialize in high-volume thermoforming for blister and clamshell packaging, while others focus on premium printing and finishing for folding cartons and insert cards.

Additionally, the company provides smart packaging solutions with its radio frequency identification (RFID) capabilities. RFID tags – or QR codes – offer brands detailed visibility of packaging movement, enabling optimization at every step of the supply chain.

Rohrer’s capabilities and specializations ensure that every project benefits from the right combination of technology and craftsmanship.

With its nationwide footprint and integrated services, Rohrer acts as a true partner, helping brands create packaging that performs, protects, and stands out on the shelf.

ENABLING A GREENER FUTURE

Rohrer is actively pursuing various sustainability initiatives, including providing eco-friendly packaging materials.

The ezCombo® program supports these efforts, and the company highlights eco-friendly material offerings that can assist brands at every stage of their sustainability journey, providing practical, high-performing solutions.

In 2024, Rohrer achieved a 30 percent improvement in its Carbon Disclosure Project (CDP) rating, reaching a B level. Additionally, in June 2025, the company increased its EcoVadis score by 12 percent, reaching 57 out of 100, while maintaining its Committed Badge sustainability rating.

These advancements demonstrate Rohrer’s dedication to environmental transparency, ethical sourcing, and responsible operations – areas that are increasingly scrutinized by global brands, retailers, consumers, and investors.

This commitment is exemplified by the EcoVolve™ product line, which represents a significant step forward, beginning with EcoVolve-30™, a blister board made from 30 percent post-consumer recycled (PCR) fiber.

This product is compliant with Food and Drug Administration (FDA) standards, certified by the Forest Stewardship Council® (FSC®), and designed to maintain print quality and durability while clearly showcasing a brand’s commitment to sustainability.

In addition to EcoVolve™, the company’s portfolio includes 100 percent recycled-fiber clay coated news back (CCNB) with 45 percent PCR content, FSC®-certified solid bleached sulfate (SBS) paperboard, low-volatile organic compound (VOC) water-based coatings, and recycled polyethylene terephthalate (rPET) as an alternative to virgin plastic.

Programs like ezCombo® further reduce waste by consolidating production runs, saving resources and costs while accelerating delivery. These initiatives enable brands to achieve their sustainability goals without compromising on performance or aesthetics.

COMPLIANCE MEETS CREATIVITY

The industry currently faces significant challenges, and Rohrer is effectively addressing the increasingly complex packaging landscape.

Brands are encountering rising expectations from both regulators and retailers, as well as economic uncertainty resulting from tariffs, supply chain volatility, and shifting global markets.

Recognizing these challenges, Rohrer is committed to helping its customers navigate them with confidence.

Compliance has become a core expectation from state and federal agencies, as well as major retailers, and to remain ahead of these standards, the company has made substantial investments.

These include ensuring material compliance with emerging state regulations, such as SB 54, as well as extended producer responsibility (EPR) programs, recycled content mandates, and full transparency through material documentation, such as ASTM International classifications and third-party certifications.

As well as conducting cross-functional regulatory reviews of new materials – such as PCR and rPET paper-based packaging and next-generation sustainable substrates – Rohrer collaborates closely with customers to ensure packaging meets specific planogram, sustainability, and labeling requirements, thereby minimizing the risk of line reviews or resets.

Despite the fast-changing environment, Rohrer continually updates its processes, materials, and labeling standards so that customers remain compliant without added burden.

One of the biggest challenges today is meeting the demand for domestically sourced packaging that balances speed, flexibility, and sustainability, as brands seek partners who can deliver transparency and quality without compromise.

As it continues to redefine the industry landscape, the company is uniquely positioned to meet these expectations through its nationwide footprint, streamlined processes, and commitment to sustainable materials.

By offering end-to-end solutions and acting as a true partner – not just a supplier – Rohrer helps customers navigate these challenges with confidence.

The post Rohrer Corporation : Practical Presentation All Wrapped Up appeared first on Manufacturing Outlook.

Proudly manufacturing sophisticated and efficient body components and assemblies for the vehicles of tomorrow, GEDIA Automotive Group is ready for a mobile future. Michael Lehmann, CEO responsible for the North American business, and Markus Engelbertz, Chief Sales Officer and Board Member globally responsible for sales, hop in the driver’s seat and take us for a journey.

NEXT-GENERATION ENGINEERING

People have to be mobile to learn, work, and live. Mobility must also be sustainable; good for the environment, good for the climate, and good for people.

This is the mantra that GEDIA Automotive Group (GEDIA) abides by when pursuing next-generation engineering.

GEDIA is a German, family-owned company founded in 1910, with a strong global footprint spanning a century of engineering excellence. Today, the company operates manufacturing facilities across Germany, Poland, Spain, Hungary, China, India, Mexico, and the US, serving customers worldwide.

“Our core expertise lies in the development and production of high-quality structural body-in-white and chassis components and assemblies, utilizing advanced cold and hot stamping technologies and mastering all common joining technologies,” introduces Markus Engelbertz, Chief Sales Officer and Board Member.

“We place a special focus on safety-critical structural solutions, such as hot-formed and fully assembled B-pillars, which play a vital role in protecting drivers and passengers in the event of a side-impact crash.”

Globally, GEDIA employs approximately 4,700 people and supplies components to a wide variety of global original equipment manufacturers (OEMs) as well as Tier 1 suppliers across multiple regions and vehicle platforms, making it a trusted long-term industry partner.

Michael Lehmann, CEO responsible for the North American business, joined the company in 2020, having grown up in Germany near GEDIA’s headquarters in Attendorn.

Now six years into his journey with the company and having experienced a range of challenging and successful situations, he can confidently say that GEDIA looks after all its stakeholders – employees, customers, suppliers, and shareholders alike.

This balanced approach is deeply rooted in the company’s guiding philosophy, the ‘3 Vs’, inspired by German words Vertrauen, Verantwortung, and Veränderungsbereitschaft, meaning trust, responsibility, and willingness to change.

“These principles are not just slogans; they actively shape how decisions are made and partnerships are built. Guided by these principles, we have established our own distinctive way of doing business, consistently striving for win-win solutions with all internal and external partners,” Lehmann explains.

This strong values-driven culture, combined with the company’s deep technical expertise in the development and production of high-quality structural automotive components, is a key factor that differentiates GEDIA.

READY FOR THE NEXT CAR

Lehmann began his career in Germany, where he had the opportunity to develop a strong foundation in manufacturing and industrial operations.

Following this, he moved abroad, broadening his perspective and sparking a lasting interest in global business. Eventually, Lehmann moved to the US, where he began his professional career in the automotive industry as a Sales Manager before joining GEDIA in 2020, continuing his reign in the ever-exciting sector.

“The automotive manufacturing industry is inherently dynamic and resilient. Over the past 20 years, we have experienced significant highs and lows that have continuously reshaped the landscape,” Lehmann details.

More recently, the industry faced the unprecedented impact of the COVID-19 pandemic. For GEDIA, it dealt with stay-at-home orders that dramatically reduced workforce availability while customers demanded an uninterrupted supply. Balancing employee safety with business continuity became an immediate, daily challenge to overcome at the time.

Following this, the industry navigated the global semiconductor shortage and now faces ongoing geopolitical tensions, alongside major uncertainty surrounding the optimal powertrain strategy – whether electric, internal combustion, hybrid, or hydrogen.

“You must remain on your toes at all times in this market, anticipating risks while also being ready to seize opportunities as they arise. This constant need for adaptation, innovation, and strategic thinking is exactly what makes automotive manufacturing such a compelling space to work in today,” enthuses Lehmann.

SUPERIOR PERFORMANCE

GEDIA drives forward the sector through its various projects, two of which stand out as truly defining moments for the company, perfectly illustrating what its team is capable of achieving under extreme conditions.

One project is the recent short-term takeover program at the company’s facility in Dalton, Georgia (GA).

“Within an extremely compressed timeline of just 15 weeks, we successfully transferred seven existing hot-forming tools to our plant,” expands Lehmann.

“These tools required extensive refurbishment, and, in some cases, physical modification, including the design and construction of new and adapted laser and welding fixtures to enable full assembly of the finished components.”

With the project demanding intense cross-functional coordination, rapid engineering adjustments, and flawless execution under significant time pressure, the GEDIA team demonstrated outstanding commitment, going the extra mile to ensure customer satisfaction, quality, and performance delivery.

On a broader scale, the company’s state-of-the-art facility in Dalton is another flagship project reflecting GEDIA’s resilience and strength. It was initiated after the company was affected by a major cyberattack in 2020, followed immediately by the unprecedented challenges of the COVID-19 pandemic.

Despite the resulting global supply chain disruptions, travel restrictions, workforce limitations, and health-related constraints, the facility was executed without missing a single milestone – a powerful testament to GEDIA’s ability to deliver large, complex industrial projects under the most demanding conditions.

“Together, these projects demonstrate our execution discipline, engineering flexibility, customer focus, and team spirit – core strengths that continue to differentiate us as a partner of choice in automotive manufacturing,” prides Lehmann.

In addition, GEDIA is working to expand its presence in Mexico. Specifically, the company is looking to double the size of its current facility while stabilizing what it has already established.

“From the beginning, when we launch a new plant, we design it with future growth in mind. Scalability is a core part of our strategy, ensuring we can respond quickly and efficiently as customer demand and new business opportunities arise,” Lehmann insights.

In Mexico, GEDIA’s current facility is approximately 220,000 square feet (sqft), and it is in the process of expanding it by an additional 27,000 sqft, enabling growth alongside maintaining full control over infrastructure, logistics, and investment timing.

At the same time, GEDIA’s strategy is not growth at any cost; while expanding the company’s physical footprint, it also places equal emphasis on stabilizing and continuously improving existing operations.

“This balanced approach allows us to support both our current customers and future programs with the highest level of reliability and performance,” details Lehmann.

SUCCESSFULLY NAVIGATING TOMORROW

Crucially important to GEDIA’s success is a strong and resilient supply chain for both raw materials and components.

“To ensure stability, competitiveness, and quality, we operate with a globally coordinated procurement organization, including a dedicated global commodity purchasing team that aligns sourcing strategies across all regions,” details Engelbertz.

Equally, the significance of a strong localized supply chain has increased in recent years, with the company’s own robust network allowing it to reduce risk, shorten lead times, improve responsiveness, and increase supply security.

However, localization is not enough. It is just as important to keep global sourcing options available to secure the best possible quality, cost structure, and technological capability. Therefore, GEDIA follows a balanced dual strategy – strengthening local supply chains where appropriate while maintaining global alternatives as a safeguard and competitive benchmark.

“I believe this well-balanced approach has significantly improved the robustness of our operations, enabling us to support our customers, even in highly volatile market conditions,” insights Engelbertz.

In parallel, GEDIA recognizes the importance of its team members and the roles they play in advancing the company through hard work, dedication, and innovation.

The company places a high level of trust in its employees by empowering them with clear responsibilities and the authority to make decisions within their roles. It believes that true empowerment comes when people are trusted to take ownership of their tasks and are supported in doing so.

In return, GEDIA asks for their trust in leadership, creating a strong foundation for engagement, accountability, and performance.

The most significant yet challenging element has been establishing an internal willingness to change or openness to continuous improvement.

“In today’s constantly evolving world, change is not optional; it is essential for long-term success. We actively encourage this mindset by communicating transparently, involving our teams in improvement processes, and recognizing those who embrace change and contribute to progress,” expands Lehmann.

“By combining trust, responsibility, and openness to change, we strive to create an environment where people feel valued, motivated, and recognized for the important contributions they make every day.”

As GEDIA continues to look toward another century of success and industry leadership, its key priorities for 2026 include realignment, execution, and preparing for sustainable future growth.

First and foremost, it is focused on the execution of important production launches in GA and Mexico, which are critical milestones for the company, requiring excellence in planning, industrialization, and operational execution.

At the same time, it is maximizing production output and overall efficiency across existing operations to not only perform well in the short-term, but to position its plants for long-term, high-volume, and stable production.

Beyond automotive, GEDIA is actively investigating opportunities where its engineering, materials, and expertise can be leveraged to improve products in other industries. This measured diversification strategy allows the company to reduce dependency on a single sector while creating new growth opportunities that align with its technological strengths.

“In summary, 2026 is about execution, performance optimization, and laying the foundation for future launches and selective diversification,” concludes Lehmann.

The post GEDIA Automotive Group : Next-Generation Engineering appeared first on Manufacturing Outlook.

Camco Engineering is celebrating three decades of time-critical engineering solutions. Glenn Bailey, CEO, reflects on the company’s 30th anniversary and outlines recent investments in new facilities, equipment, and product lines.

DRIVING LOCAL MANUFACTURING FORWARD

As Australia’s engineering industry continues to thrive, Glenn Bailey, CEO of Camco Engineering (Camco), is optimistic about the future of local manufacturing and the aftermarket sector. 

“Governments of all persuasions are backing the industry, building capability, and developing talent to support advanced manufacturing projects,” Bailey explains. 

“The speed at which we’re scaling capability and competing with alternate supply chains is tremendous. The energy transition and defence sectors now provide businesses like ours with genuine diversification opportunities – this is exciting for us and the industry as a whole.” 

Bailey joined Camco in September 2024. The company delivers innovative, time-critical engineering solutions to some of Australia’s largest mining, energy, and power generation businesses. 

Based in Western Australia (WA), with major facilities in Canning Vale, Belmont, Welshpool, and Karratha, Camco is an industry leader in mechanical engineering, boasting some of the best machining and fitting capability in the country. 

“Camco is all about delivering complex, time-critical engineering solutions. What it takes to keep our mine sites operating is staggering – agility is key,” Bailey says. 

“A client told me in my first week here – “If you deliver, we deliver”. This really resonated with me; everything we do is focused on what this statement embodies.” 

CELEBRATING 30 YEARS OF EXCELLENCE 

Camco marked its 30th anniversary this year, a milestone reflecting decades of hard work and innovation since its founding in June 1995 by Bruce Cameron, Frank Fusco, and Vic Fusco. 

“Bruce, Frank, and Vic worked tirelessly to build Camco, but I don’t think even they imagined it would grow to become WA’s leading mechanical engineering business,” Bailey reflects. 

Frank once shared that the attributes he valued most were loyalty, hard work, and performance – qualities that defined Camco’s culture from day one and remain central today.  

From humble beginnings in a small Canning Vale workshop, Camco has evolved into a major player supporting the mining, oil and gas, energy, and rail sectors and now employs over 550 people across 10 sites. 

The Camco story is one of steady progress, technical expertise, and commitment to service, and demonstrates what can be achieved through long-term vision, strong leadership, and a dedicated workforce.  

“The organisation we have grown into is a direct result of the incredible efforts of many, many people over the years. We have committed and engaged employees and a tenured management team; you can tell our people care about what they do and about the company,” Bailey recognises. 

“Are we listening to our customers? Are we ready to react when they need us? Are we working with them to improve equipment performance?” he asks.  

“Our competitors do similar things, but we are absolutely determined to do them better.” 

THE WAY WE WORK 

As the business grew, a culture of care and accountability was encouraged and then codified in ‘The Way We Work’.  

Safety is the foundation of this philosophy and instilled into all leaders and workers at Camco.   

‘The Way We Work’ aims to change people’s mindset from seeing health, safety, environment, and quality as additional rules to fundamental elements of every job. 

It’s more than a priority – it’s a value that shapes every decision, project, and interaction.  

“We care enough about each other to speak up when we see something that looks or feels unsafe,” says Bailey. “We work hard to keep each other safe every day. 

“By embedding ‘The Way we Work’ into our culture and processes, we are empowering our people to confidently deliver excellence.” 

INVESTING IN FACILITIES AND CAPABILITY 

A major milestone last year was the opening of Camco’s state-of-the-art Karratha facility – the company’s first expansion outside Perth. 

This purpose-built facility strengthens Camco’s regional presence, creating local jobs and delivering manufacturing and maintenance services in the Pilbara.  

The site adds 2,500 square metres (sqm) of workshop space, increasing Camco’s total capacity to 26,000 sqm. 

“The response from our customers has been phenomenal,” Bailey says. “A shared commitment to developing the communities we operate in strengthens the entire sector. 

“We now have 40 people in our Pilbara Division and continue to add machining, fitting, and welding capability to meet customer needs and support regional content and decarbonisation goals.” 

Camco is also breaking ground on a new industrial development in Canning Vale – a 4,000 sqm workshop equipped with 150, 50, and 20-tonne overhead cranes in the main bay. 

“This facility represents a step up from the typical 90-tonne dual-lift capacity at other sites and will unlock significant opportunities in the mining sector,” Bailey notes. 

Recent investments include commissioning the largest dynamic balancing machine in the Southern Hemisphere, one of Australia’s largest floor borers, and advanced multi-function milling centres.

INNOVATION AND NEW PRODUCT LINES 

Camco continues to diversify, introducing nearly a dozen new product lines in recent years, including chutes, loader and reclaimer buckets, magnetic separators, salt harvesters, belt splice stations, air classifiers, and cryogenic equipment. 

“We innovate with our customers, solving problems together,” Bailey explains. 

“We’re always looking for the next challenge – but we know what we’re good at.” 

For 2026, Camco plans to expand its R&D capability and increase capacity to support continued growth and diversification strategy. 

“In addition to wind and defence, we aim to grow beyond iron ore into copper, lithium, gold, and critical minerals,” Bailey concludes.

The post Camco Engineering : Driving Local Manufacturing Forward appeared first on Manufacturing Outlook.

New Zealand’s most comprehensive range of truck bodies and trailers, Fruehauf NZ is dedicated to delivering innovation and outstanding service. Jeff Mear, Managing Director and Owner, tells us more.

A TRUSTED LEADER IN THE TRANSPORT INDUSTRY

“From our beginnings in the mid-20th century to our position now as a market leader, the legacy of Fruehauf NZ (Fruehauf) has been built on innovation, reliability, and a commitment to supporting the New Zealand (NZ) transport industry.”

This steadfast and dedicated sentiment, expressed by Fruehauf’s Managing Director and Owner, Jeff Mear, is evident in the company’s central role in the country’s transport and logistics ecosystem.

The largest trailer manufacturer in NZ, Fruehauf’s equipment forms the backbone of many of the nation’s major linehaul, logistics, and primary industry fleets. The company’s heritage stretches back to the 1940s, and today, its products remain trusted for their strength, reliability, and fit-for-purpose design across road networks that demand resilience and performance.

Originally known as Domett Truck and Trailer (Domett), the company worked – despite government restraints limiting trucking firms until the 1980s – to steadily build a reputation for robust engineering and innovative design.

It formed a landmark partnership with Fruehauf USA, gaining access to world-leading designs, patents, and axle and suspension technology. Over the decades, Domett evolved, passing through several ownership structures before being acquired by Mear in 2009.

“That purchase marked the beginning of a new era, rebuilding and reshaping the organisation into a nationally recognised leader,” he prides.

Today, Fruehauf is the country’s largest trailer manufacturer, producing a comprehensive range of linehaul transport equipment, including curtainsider trucks and trailers, B-trains, flat decks, tippers, and livestock units.

The company’s capacity expanded significantly in 2016 when it was selected by Schmitz Cargobull (Schmitz) – Europe’s largest trailer manufacturer – to represent the company’s refrigerated product range in NZ. Fruehauf now stands as one of the largest suppliers of refrigerated trailers nationwide.

“Our commitment to supporting the transport sector goes far beyond manufacturing. We have strategically expanded our national footprint to ensure operators receive consistent, high-quality service and aftermarket support wherever they operate,” dictates Mear.

Additionally, the company continues to invest heavily in innovation, infrastructure, and people – expanding production capabilities, introducing new technologies through its Schmitz partnership, and preparing for the next generation of sustainable transport solutions.

“Our goal is simple – to ensure Fruehauf remains a cornerstone of NZ’s transport industry, delivering the reliability, support, and innovation that keep freight moving every day across the country,” enthuses Mear.

A NATIONALLY RECOGNISED LEADER

Mear is a second-generation trailer builder. Having been inspired by his father, who helped establish Roadmaster Ltd., he was provided with the opportunity to acquire one of the most respected and globally recognised names in the transport industry – Fruehauf.

“Prior to my involvement, the company had endured multiple ownership changes and was struggling to survive. Purchasing Fruehauf marked the beginning of my journey as a self-made owner and set the foundation for rebuilding the brand,” he reflects.

“Through years of investment, innovation, and a relentless focus on quality and service, Fruehauf is NZ’s largest trailer manufacturer and a trusted leader in the transport industry.”

The company operates four sites across the country, employing 160 people.

One such site is the Auckland head office, which provides aftermarket support, refrigerated trailer construction, truck assemblies, and specialist trailer builds. Additionally, its Feilding manufacturing facility is the primary production site, soon transitioning into a 7,500 square metre (sqm) facility that will enable greater efficiency, capacity, and growth.

What serves to differentiate Fruehauf is its customer partnership philosophy. The company works directly with operators – large and small – to understand their freight tasks, challenges, and development plans.

“Our aim isn’t just to build trailers; it’s to build long-term relationships, improve productivity, and support the evolution of NZ’s transport industry,” expands Mear.

A CORNERSTONE OF NZ TRANSPORT 

Over the course of the past five years, Fruehauf has achieved the monumental task of increasing its manufacturing efficiency by 58 percent.

This has been the result of a deliberate, multi-year transformation of its production systems, leadership structure, and factory workflows.

“Rather than relying on a single initiative, we pursued a holistic strategy that addressed people, processes, technology, and site capability,” expands Mear.

Key elements of this achievement included restructuring the company’s manufacturing leadership; standardising processes and introducing repeatable build systems; investing in technology and plant upgrades; strengthening quality control; investing in its people and building a stronger workforce culture; improving planning and interdepartmental alignment; and expanding and optimising its national footprint.

Specifically, for the restructuring of Fruehauf’s manufacturing leadership, the company introduced a stronger operational framework by appointing a General Manager of Manufacturing, refining supervisory roles, and establishing clear accountability at every stage of the production cycle.

“This leadership clarity has driven consistency, ownership, and day-to-day discipline on the factory floor,” explains Mear.

In addition to these steps taken to increase efficiency, Fruehauf is engaging in one of the most significant investments in NZ’s trailer manufacturing history – constructing a state-of-the-art, 7,500 sqm manufacturing plant at its Palmerston North site, set to open in 2027.

The plant will deliver advanced fabrication and assembly lines, robotic and automated manufacturing capabilities, dedicated paint booths and blast facilities, improved material flow and production performance, and greater energy efficiency, solar integration, and environmentally conscious design.

“This facility will dramatically increase capacity, reduce build times, and support the next generation of innovation for NZ transport operators,” prides Mear.

Alongside physical expansion, the company is actively investing in its workforce. This includes healthy living and financial well-being programmes, training academies and apprenticeships, leadership development and internal promotion pathways, improved safety systems and new quality control (QC) structures, and engagement initiatives that improve communication, culture, and retention.

“Our people are the backbone of Fruehauf, and investing in them is essential to both productivity and long-term industry leadership,” asserts Mear.

GREAT TRAILERS BUILT BY GREAT PEOPLE 

Corporate social responsibility (CSR) is deeply embedded in Fruehauf’s culture and strategy.

“As a key player in the transport industry, we see it as our responsibility to contribute to a cleaner, more sustainable future for NZ,” details Mear.

The company’s sustainability efforts focus on reducing environmental impact, improving energy efficiency, and supporting the country’s decarbonisation goals. Key initiatives include designing more fuel-efficient trailers, developing power-generating axles and electrification, partnering with Schmitz for sustainable refrigeration, manufacturing upgrades for energy efficiency, adopting responsible manufacturing practices, and engaging in community leadership and charity impact.

“Beyond environmental responsibility, we also contribute socially through major charitable programmes led via the Freemasons Charity, supporting families, youth, medical research, and national community initiatives,” further describes Mear.

As the company looks ahead, 2026 is pivotal, with several strategic priorities in motion.

The first is the completion and transition to the new Palmerston North manufacturing facility, which will significantly expand production capability, support new technologies, and improve workflow efficiency. A primary focus will be on ensuring a smooth transition and optimising the new plant from day one.

The next step will comprise strengthening national aftermarket support with the aim of further integrating and enhancing nationwide servicing capability, reducing customer downtimes, and improving lifecycle support. Furthermore, Fruehauf will focus on advancing its sustainability and innovation programmes alongside its workforce development.

Finally, the company is highlighting its push towards continued revenue growth and diversification.

“Our focus remains on lifting production, growing refrigerated trailer market share, and exploring complementary product lines and services that strengthen our position as NZ’s leading trailer manufacturer,” proudly concludes Mear.

The post Fruehauf NZ : A Trusted Leader in the Transport Industry appeared first on Manufacturing Outlook.

Positioned as key enablers of the increasingly prevalent energy transition, Nooter/Eriksen Milan has become an industry leader in sustainable energy management, specialising in world-class heat recovery steam generators amongst other state-of-the-art products. We delve into the company’s innovative solutions.

A MASTERCLASS IN SUSTAINABLE ENERGY

The sustainable energy management sector continues to evolve at pace, expected to be worth over USD$111 billion by 2030.  

Such rapid development is primarily driven by growing digital technologies and an industry-wide push towards electrification, which are steadily increasing demand and calling for more forward-looking energy solutions.  

At the helm of this evolution is Nooter/Eriksen Milan (Nooter/Eriksen), a leading specialist in sustainable energy management, responsible for designing and constructing cutting-edge equipment for more efficient power plants worldwide.  

Established in 1987, the company was formed from an amalgamation of two local businesses, whose combined expertise created the perfect formula for continuous growth into a vast range of energy markets.  

Today, Nooter/Eriksen is proud to be part of CIC Group, a US-based industrial holding company renowned for advancing global energy infrastructure.  

Nooter/Eriksen is a fundamental component in this mission as it brings value to sustainable power through long-standing process and thermal design expertise across gas-fired power plants, ensuring its customers’ facilities are as economical and environmentally friendly as possible. 

More specifically, it delivers unmatched knowledge and support services to unlock efficiencies and minimise unnecessary power and heat wastage, allowing plant owners to enjoy tangible profit margins whilst also reducing their greenhouse gas (GHG) emissions.    

Leveraging the financial muscle of CIC Group, Nooter/Eriksen strives to continue its vision of reducing the negative environmental impacts associated with the energy industry in collaboration with its customers, delivering cutting-edge solutions across the world to eliminate power and energy wastage.

LEADING THE WAY

Delivering mission-critical infrastructure to gas plants across the world, Nooter/Eriksen is a world  leader in heat recovery system generators (HRSGs) which are key to improving plant efficiency and cutting GHG emissions.  

With more than 1,000 HRSGs in operation globally, the company’s leading heat recovery technology has evolved to meet the growing needs of combustion turbines and achieve key targets in thermal performance and sound and emissions reduction.  

Nooter/Eriksen’s primary offering comprises a natural circulation system with a horizontal exhaust flow and vertical tube design, both with internally insulated casing and structure. The company is also on-hand to offer alternative vertical solutions when needed.  

Once-through steam generators (OTSGs), also available to clients, use two single-pass stages to evaporate and partially superheat steam flows once through the initial stages.  

Nooter/Eriksen’s leading HRSG technology is specially designed to alleviate concerns around constructability, shipping, reliability, and maintainability, whilst still meeting project requirements.  

Regarding the former, the company guarantees low installation costs through tailored field construction solutions that overcome local building challenges and in-land transportation restrictions.  

Indeed, design details are purposefully curated to minimise field construction hours whilst maximising the size and scope of components, which can be designed to accommodate jobsite space and crane limitations.  

Elsewhere, Nooter/Eriksen designs and supplies a vast portfolio of comprehensive products which help it to meet increasing industry demand and advance customers’ plants across the world.  

DYNAMIC AND DEPENDABLE

Nooter/Eriksen is distinguished in the sustainable energy management sector by its unmatched experience and adaptability, with a diversified project portfolio at each customer’s disposal.  

Indeed, sustainability principles are considered from the earliest stages of engineering and product development, compounded by the company’s cutting-edge planning and implementation strategies upheld by a project management-centric ethos.  

As a result, clients can trust that each contract is executed in a timely manner and to a world-class standard, no matter its complexity.  

On top of this, Nooter/Eriksen specialises in international procurement and sourcing, drawing from an extensive global supplier network that ensures the sound delivery of products.  

For instance, the company depends on the expertise of steel and manufacturing suppliers across many parts of Asia, including Thailand, China, South Korea, and Vietnam, whilst acquiring many of its emission control devices and systems from vendors in the US and Europe.  

Nooter/Eriksen’s international partnerships are forged in the same way it nurtures client relationships – establishing collaborations built on mutually understood goals and objectives.    

To ensure a clear set of standards are consistently met, the company puts both its suppliers and products through rigorous testing, inspection, and quality controls to guarantee sourced products meet customer expectations.  

Nooter/Eriksen also works with notable engineering, procurement, and construction (EPC) companies such as Bechtel Corporation, GE Vernova, Siemens Energy, and many more.  

EXPANDING HORIZONS

Nooter/Eriksen has achieved an enviable global footprint, with its Italian headquarters (HQ) supported by offices in the US, UK, South Korea, Thailand, the United Arab Emirates, and China.  

This allows the company to be in close proximity to its international customer base thanks to a further 19 remote sales representatives, enabling it to provide localised support. 

In particular, Nooter/Eriksen’s Italian HQ specialises in world-class aftermarket services, having recently launched its new Waste-to-Energy (WtE) and Aftermarket Department, collating WtE and biomass expertise under one roof.  

This means that clients now have an end-to-end point of contact throughout their project lifecycle, from initial ideation through to design, engineering, manufacturing, and construction, making the company a trusted supplier of energy management services.  

In addition to project execution, Nooter/Eriksen is also on hand to provide post-competition support services, including maintenance, spare parts, performance optimisation, and equipment upgrades.  

Going beyond mere organisational restructuring, the creation of the WtE and Aftermarket Department signifies a step change in client support and underpins the company’s ongoing commitment to project delivery.    

Nooter/Eriksen is also proud to have been recently awarded a new project in Southeast Asia, which involves three two-pressure-level HRSGs. Significantly, these are fitted with next-generation technology to ensure maximum efficiency and reliability for the project, enabling the power plant to effectively meet the needs of the oil and gas sector.  

This project represents a major progression in the company’s long-standing collaboration with the client, further solidifying the partnership. 

FORGING A SUSTAINABLE FUTURE

Through its operations, Nooter/Eriksen recognises that effective energy management – and the way power is produced and transformed – are key obstacles facing sustainable development and combatting climate change.  

On a mission to bring value to sustainable energy management, environmentally friendly operations are at the heart of the business, as is Nooter/Eriksen’s dedication to collaborating with local communities in its supply chain.  

The company’s principles and commitments are defined in its Code of Sustainability, which is drawn from the UN’s Sustainable Development Goals (SDGs).  

Elsewhere, at the core of the company’s spirit is an ownership mentality which has carried it from strength to strength, as each staff member has a vested interest in the success of the business, leading to consistently outstanding results and steadfast project execution.  

With this in mind, Nooter/Eriksen proactively creates a workplace environment where each employee feels valued and empowered to do their best work, enabling them to contribute ideas to better the business.  

This is underpinned by Nooter/Eriksen’s dedication to the provision of equal treatment, applicable to all in-house staffing decisions including recruitment, hiring, placement, development, promotion, training, scheduling, benefits, and compensation, amongst other areas.  

To further value its team members, the company continually facilitates staff development opportunities to allow them to reach their full potential, including on-the-job training, in-house education initiatives, and a tuition reimbursement programme to support growth across the organisation. 

Such comprehensive employment strategies correlate with Nooter/Eriksen’s unmatched capabilities in designing and constructing state-of-the-art equipment, cementing the company’s position as the world’s leading specialist in energy management.

The post Nooter/Eriksen Milan : A Masterclass in Sustainable Energy appeared first on Manufacturing Outlook.

Providing top-tier solutions for the mining, power generating, oil and gas, and bulk material handling industries, RAM Enterprise delivers quality products and services that improve operational efficiency. Laila Miguel, Vice President and CFO, tells us more about her experience in the sector and the company’s outlook toward an expansive future.

NOT JUST READY – RAM READY

Mining is changing fast. Automation, artificial intelligence (AI), and sustainability are transforming the landscape. What used to be a boots-on-the-ground industry is becoming smarter and safer. It’s exciting to see how innovation is not just improving efficiency but also reshaping how we think about people, safety, and long-term impact.” 

RAM Enterprise (RAM), based in Nevada, is embracing this change head-on, exemplified by the determined words of Laila Miguel, Vice President and CFO. 

Specifically, the US mining market is seeing renewed momentum, driven by surging demand for critical minerals like copper, silver, and rare earth elements – all essential for electrification, renewable energy infrastructure, and national security. 

At the same time, domestic policy is shifting to support US-based mining, with faster permitting processes and government-backed investments reducing reliance on imports. Add to that global supply constraints, and it’s easy to see why US mining is experiencing one of its most active growth phases in decades. 

“In many ways, we’re standing right at the intersection of technology and tradition – taking decades of hands-on experience and combining this with smart, data-driven innovation,” insights Miguel. 

“For these and other reasons, working in mining right now is exciting. The trajectory isn’t just upwards, it’s forward, smarter, and more meaningful than ever.” 

For Miguel, her journey into mining wasn’t a traditional one. Having started out working in the food and beverage industry, she didn’t consider mining until she became a parent and realized the need for stability and support for her family. 

With her father suggesting accounting, she took the leap and went back to school, eventually landing a job at RAM and working her way from accounting clerk to Vice President and CFO. 

“Along the way, I was fortunate to have incredible mentors who believed in me, opened doors, and helped me find my confidence in a male-dominated industry. Their support gave me not just opportunities, but also a sense of purpose – to prove diverse perspectives make our teams and industry stronger,” asserts Miguel. 

“Ultimately, mining found me, and I’ve stayed because I believe in the people and the purpose behind what we do.”

THE INTERSECTION OF TECHNOLOGY AND TRADITION

RAM currently operates out of six locations, from West Texas all the way up to Alaska, and will be celebrating its 35th anniversary in February 2026 – a milestone the company is immensely proud of. 

“Over the years, we have expanded beyond the US and have completed works in Mongolia, Brazil, Mauritania, the Dominican Republic, and Mexico, supporting mining operations and industrial clients with the same commitment to safety, quality, and reliability that defines our domestic work,” expands Miguel. 

This global experience has helped the company grow and strengthen its understanding of diverse mining environments and challenges. 

RAM provides a one-stop shop of specialized industrial services, including conveyor belt splicing, coatings and linings, conveyor maintenance, fixed process equipment maintenance, electrical and fabrication services, and full turnkey industrial construction in surface and underground sectors. 

It also manufactures and distributes high-quality rubber products to customers in the bulk material handling industry under its brand, Industry Mining Technology (IMTECH). 

“We’ve built strong partnerships with manufacturers who share our values and commitment to excellence. Those relationships allow us to supply premium conveyor components and belt products that complement our field services, giving our customers complete, reliable solutions,” details Miguel. 

RAM is especially proud of its safety record, having maintained a below-industry-average experience modification rate(EMR) of 0.62, recorded 3.2 million safe working hours, and recently celebrated seven years with no lost time incidents. 

The company achieves this impressive record by believing in transparency, sharing information that helps avoid issues, and making sure every decision prioritizes safe, effective work. This is part of who RAM is, and something every person in the company takes personally. 

“RAM is built on integrity, accountability, and responsiveness. We care deeply about our people, and that shows. Many of our team members have been with us for years – even decades. When you walk into any of our facilities, you can feel the loyalty, pride, and sense of family,” impassions Miguel. 

At the heart of it all, RAM exists to provide an opportunity for its employees to live their fullest lives. This purpose drives every decision made – from safety and training to innovation and growth. 

“When our people thrive, our customers and company thrive. That’s what has carried us through more than three decades of success – and what will continue to shape our future,” dictates Miguel. 

GET SMOOTH AND GO FAST 

RAM’s 2025 thematic goal, ‘get smooth and go fast’, captures the company’s goals. 

“We’ve built a strong foundation, and now it’s about refining how we work so we can move faster, smarter, and with more alignment across every part of the business,” informs Miguel. 

‘Get smooth’ is about eliminating friction by simplifying processes, reducing redundancies, and making sure the company’s systems, people, and information flow together seamlessly. The goal is for RAM’s people to spend less time chasing data and more time creating value. 

Once bottlenecks are identified, handoffs are streamlined, and communications are strengthened to deliver results faster and with less rework. Then, ‘go fast’ is implemented – meaning things can move quickly, confidently, and collaboratively. 

“When we talk about this theme, it’s not just about efficiency or speed – it’s about building a company that operates with clarity, trust, and purpose. We’re creating the systems, structure, and leadership strength to support sustainable, long-term success,” explains Miguel. 

The subsequent results of these efforts can be seen in some  of  RAM’s most recent projects, including the continued growth of its manufacturing division. The company recently installed a large press that allows it to produce custom molded rubber products up to eight inches thick. 

This capability expands what the company can do for its customers, especially in creating heavy-duty, high-performance products that stand up to the toughest mining conditions. 

Equally, a patent is pending on the RAM EZ-S-Cape cans for underground mining, which are designed and fabricated in the US and engineered to make underground escapeways safer and more efficient – a great example of how innovation and safety go hand-in-hand. 

This is alongside the company’s mine restart projects, engineering, procurement, and construction (EPC) conveyor installation projects, and harnessing automation, AI, and Internet of Things (IoT) technology. 

“Whether it’s new manufacturing capabilities, patented safety innovations, or integrating AI and smart systems, everything we’re   doing is aimed at one goal – helping our customers operate at their best while continuing to push the industry forward,” asserts Miguel.

REPRESENTATION MATTERS 

For Miguel, empowering women in the mining industry is something that’s close to her heart. 

“When I started out, there weren’t a lot of women in this space and even fewer in leadership roles. I had some incredible mentors who believed in me and opened doors that might’ve otherwise stayed closed. Now, I feel a responsibility to keep those doors open for others,” she details. 

RAM works hard to ensure women feel supported, valued, and seen as who they are – leaders, mentors, experts, and innovators. The company has women across the organization in key roles and is intentional about creating pathways for growth. 

It’s about creating an environment where everyone, regardless of gender or background, feels empowered to contribute and challenge ideas. That kind of psychological safety is what drives innovation and collaboration. 

For the company, representation matters. When women see other women succeeding in technical and leadership roles, it changes what they believe is possible for themselves. 

“Ultimately, my goal – and RAM’s goal – is to normalize the presence of women in mining. I don’t want it to be a headline that a woman is in a leadership role; I want it to be the norm. We’re bridging that gap by showing that capability, resilience, and heart have no gender, creating a culture where everyone can thrive,” states Miguel. 

Equally, RAM celebrates all of its employees and believes the ideal team player is humble, hungry, and smart. Humble enough to put the team first, hungry enough to go the extra mile, and smart enough to navigate relationships and communicate well. 

Empowerment at the company starts with trust and transparency. It gives people the context and clarity to make decisions and take ownership of their work. RAM also celebrates the people who go above and beyond through its Employee of the Month program and Safe People Always Determine Excellence (SPADE) program, a way to acknowledge employees for exceptional teamwork and effort. 

“At the end of the day, our goal is to create an environment where people feel empowered to make a difference, appreciated for what they contribute, and connected to something bigger than themselves. That’s what makes RAM such a special place to work – everyone here genuinely cares about doing great work and about each other,” Miguel passionately concludes.

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