Johnson Controls Targets Lower-Energy Thermal Management for AI Infrastructure

The acquisition supports Johnson Controls’ strategy to expand its position in the rapidly growing data centre cooling market as AI-driven computing workloads increase demand for higher-performance and more energy-efficient infrastructure.

Founded in 2020, Boston-based Alloy Enterprises specialises in advanced direct liquid cooling technologies designed for high-performance data centres. Its proprietary thermal management platform can enable up to a 35% improvement in thermal management efficiency and reduce pressure drop by up to 75%, helping lower overall cooling system energy consumption.

Increasing Innovation Advantages

“Alloy’s capabilities build on our strong foundation in thermal management, strengthening our ability to deliver the high-performance thermal management our customers require in increasingly demanding environments,” said Joakim Weidemanis, chief executive officer, Johnson Controls.

“I’m excited to welcome the Alloy team to Johnson Controls. As demand grows in AI‑driven and mission‑critical environments, this investment increases our innovation advantage, with broader potential to scale Alloy’s technology over time as we deliver even greater performance and efficiency outcomes for customers.”

Direct Liquid Cooling Gains Importance as AI Workloads Increase

The deal comes as data centre operators face rising pressure to reduce energy consumption and improve cooling efficiency while supporting growing AI and high-density computing requirements.

Alloy’s technology enables heat to be removed faster and more effectively from GPUs, CPUs, memory and networking components, supporting more efficient thermal management across modern compute environments.

Acquisition Builds on Johnson Controls’ Sustainable Cooling Portfolio

Johnson Controls said the acquisition complements its existing portfolio of data centre cooling technologies, including its YDAM magnetic bearing chiller, YK-HT two-stage economised centrifugal chiller, Silent-Aire Coolant Distribution Unit platform and YHAU absorption chillers.

The technologies are designed to improve cooling capacity, reduce infrastructure requirements and increase energy efficiency in mission-critical environments.

“We’re excited to join Johnson Controls and accelerate the impact of our unique technology,” said Alison Forsyth, co-founder and CEO of Alloy Enterprises.

“We’ll continue to work closely to solve the industry’s most urgent challenges in data centres and other mission-critical environments. We look forward to this new chapter and continuing to scale with one of the world’s most respected and experienced leaders in thermal management innovation.”

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AI-Powered Refrigeration Optimisation Delivers 17% Energy Efficiency Gain

The autonomous application, known as Real-Time Coefficient of Performance (RtCOP), was developed by Actemium using Rockwell Automation’s PlantPAx distributed control system (DCS). The solution has been implemented at a large producer of frozen french fry products, where it has helped increase energy efficiency by 17%, delivering an estimated $130,000 in annual savings per site.

The system also reduces strain on refrigeration assets, helping improve long-term equipment reliability.

Autonomous Refrigeration Control Targets One of Food Manufacturing’s Largest Energy Loads

Industrial refrigeration can account for up to 70% of a plant’s electricity consumption, making it one of the biggest opportunities for energy optimisation in food and beverage manufacturing.

RtCOP operates as an always-on virtual operator, continuously analysing system capacities, efficiencies and environmental conditions in real time. The application automatically determines and implements energy-efficient operating combinations across compressors, condensers and evaporators.

The solution runs on Rockwell Automation’s PlantPAx modern DCS, providing the real-time data access, processing speed and system transparency required for continuous autonomous optimisation.

Food Producers Face Growing Pressure to Improve Efficiency and Sustainability

“Autonomous optimisation can help food producers conserve energy, reduce costs and ease demands on their workforce,” said Jim Gillis, general manager, Actemium Atlantic Canada.

“Energy-based equipment ranking that is performed continuously and consistently is something human operators simply can’t do in real time. This solution has the potential to transform refrigeration across food manufacturing.”

Kris Dornan, Commercial Marketing Manager at Rockwell Automation said food manufacturers are increasingly seeking technologies that improve operational efficiency while addressing workforce challenges.

“Solutions like RtCOP are increasingly needed as food producers face skills shortages, particularly in specialised areas like refrigeration, and pressure to operate more efficiently and sustainably,” said Dornan.

“Technologies like the PlantPAx modern DCS make AI-driven autonomous applications possible, and experienced partners like Actemium make them happen.”

KPI Dashboards Support Multi-Site Benchmarking and Fleet-Wide Deployment

Actemium is now helping the food producer scale the RtCOP solution across its refrigeration plant network.

The deployment includes KPI dashboards designed to provide site-to-site visibility into performance and benchmarking of refrigeration system efficiency across operations.

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GEP Index Signals Renewed Supply Chain Strain Across Global Manufacturing Networks

According to the latest GEP Global Supply Chain Volatility Index, produced by GEP and S&P Global, the index rose to 1.64 in April from 0.57 in March, marking its highest reading since October 2022.

The index, based on monthly survey data from around 27,000 businesses across more than 40 countries, showed manufacturers increasing purchasing activity and building inventory buffers to secure supply ahead of further price rises and supply disruption.

April 2026 Regional Key Findings

• ASIA: Index soars to 3.79, from 1.16, its highest in more than four years. Surging transportation costs were a key factor behind the index’s increase, with the region more reliant on Middle East oil than other parts of the globe.
• NORTH AMERICA: Index jumps to 1.52, from 0.42, a 44-month record. Manufacturers in the U.S. and Canada purchased more materials to build inventories, leading to a sharp squeeze on supply chain capacity in the continent.
• EUROPE: Index rises to 1.64, from 0.64, a three-and-a-half-year high, as European manufacturers safety stockpiled more than any other part of the globe.
• U.K.: Index rises to 0.96, from 0.16, its highest reading since December 2022. 

April 2026 Key Findings

• DEMAND: Global demand for production inputs such as raw materials, commodities and intermediate goods rose in April, with purchasing its strongest in more than four years. The expansion reflected front-loaded buying activity in anticipation of price inflation and supply disruption, rather than growth due to improving underlying manufacturing conditions. 
• INVENTORIES: To mitigate further price rises and supply disruption, global manufacturers built buffers into their inventories more aggressively. Reports of safety stockpiling surged higher in April and were their most widespread since January 2023 as oil prices remained volatile and uncertainty regarding the war in the Middle East continued.
• MATERIAL SHORTAGES: The items in short supply indicator rose again in April to its highest in nearly three-and-a-half years, signaling that shortages of critical materials and inputs were the highest since late 2022, towards the end of the post-pandemic supply squeeze.
• LABOR SHORTAGES: Labor shortages remained contained in April, although they were marginally above the long-run average at the global level. By region, reports of manufacturing backlogs rising due to staff shortages were their greatest in Europe. 
• TRANSPORTATION: The global transportation costs tracker soared to a record high in April (data were first collected in 2005), reflecting surging fuel prices, as well as rising maritime shipping and freight rates.

Manufacturers Increase Inventory Buffers as Shortages Intensify

The report found that global manufacturers ramped up safety stockpiling of goods and raw materials at the fastest rate in three years.

European manufacturers reported the most aggressive inventory building activity, while purchasing activity globally reached its strongest level in more than four years.

At the same time, reports of item shortages rose to their highest level since November 2022, signalling renewed pressure on suppliers and logistics networks.

According to the report, the increase in purchasing activity reflected front-loaded buying in anticipation of further disruption and inflation, rather than underlying improvements in manufacturing demand.

Transportation Costs Reach Record High

Global transportation costs climbed to a record high in April, according to the index data, driven by maritime disruption, rising freight rates and higher fuel prices linked to geopolitical tensions in the Middle East.

Asia recorded the sharpest deterioration in supply chain conditions, with the regional index surging to 3.79 from 1.16, its highest level in more than four years.

North America’s index rose to 1.52 from 0.42, while Europe’s increased to 1.64 from 0.64, both reaching multi-year highs as manufacturers increased inventory purchases and safety stock levels.

The UK index also climbed sharply to 0.96 from 0.16, its highest reading since December 2022.

GEP Warns Supply Chain Normalisation Could Take Up to 12 Months

“Even if tensions in the Middle East ease quickly, global supply chains are unlikely to normalize for another six to 12 months,” said John Piatek, vice president, consulting, GEP. 

“What stands out in April’s data is how broadly the disruption is spreading. Shortages worsened across every major region, signaling this is no longer an isolated transport shock. Companies worldwide are now scrambling to secure supply and protect themselves against further inflation and disruption.”

The report also noted that labour shortages remained relatively contained globally in April, although European manufacturers reported the greatest increase in backlogs linked to staffing constraints.

What is the GEP Global Supply Chain Volatility Index?

The GEP Global Supply Chain Volatility Index is produced by GEP and S&P Global using data derived from S&P Global PMI surveys covering around 27,000 companies in more than 40 countries.

The index measures global supply chain stress using six sub-indices based on purchasing activity, inventory trends, shortages, transportation costs and labour constraints.

A reading above zero indicates supply chain capacity is being stretched and volatility is increasing, while a reading below zero signals underutilised capacity and easing supply chain pressures.

Regional indices are also published for Asia, Europe, North America and the UK.

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SAP Unveils Autonomous Enterprise Strategy at Sapphire 2026

Announced at SAP Sapphire 2026, the initiative introduces the new SAP Business AI Platform alongside SAP Autonomous Suite, bringing together AI, enterprise data and workflow automation into a unified environment aimed at helping organisations automate critical business processes more securely and efficiently.

The strategy is designed to support closer collaboration between humans and AI as enterprises face growing pressure to improve productivity, accelerate decision-making and manage increasingly complex operations.

“For the mission-critical processes of our customers, ‘almost right’ just isn’t good enough,” said Christian Klein, CEO of SAP SE.

“By uniting SAP Business AI Platform with SAP Autonomous Suite, we anchor AI agents in the business processes, data and governance so they can deliver accurate, compliant and secure outcomes, unlocking new sources of revenue and meaningful cost savings.”

SAP Business AI Platform Unifies Enterprise AI, Data and Governance

At the centre of the announcement is SAP Business AI Platform, which combines SAP Business Technology Platform, SAP Business Data Cloud and SAP Business AI into a single governed environment for building and deploying enterprise AI applications and agents.

The platform is designed to provide AI systems with deeper business context through the SAP Knowledge Graph solution, which maps business entities, relationships and workflows across enterprise environments.

It introduced Joule Studio, a development environment for building AI agents, applications and agentic workflows using no-code, pro-code and AI development frameworks.

According to SAP, developers will be able to build enterprise AI applications on SAP-managed infrastructure designed to support enterprise-grade security, governance and scalability.

Autonomous Suite Brings AI Agents Into Core Enterprise Workflows

SAP also launched SAP Autonomous Suite, which introduces AI agents capable of executing business processes across finance, procurement, supply chain, human resources and customer experience functions.

The suite includes more than 50 domain-specific Joule Assistants supported by over 200 specialised AI agents designed to automate specific operational tasks.

One example highlighted was the Autonomous Close Assistant, which is intended to automate journal entries, reconciliations and error resolution to shorten financial close processes from weeks to days.

Industry AI Expands Sector-Specific Enterprise Automation

SAP also introduced Industry AI, expanding AI-driven automation into sector-specific operational workflows.

The new offering includes seven autonomous industry solutions embedding industry-specific process logic, regulatory requirements and operational data models into AI-driven workflows.

Using SAP’s Autonomous Asset Management scenario, AI agents are designed to analyse historical incident data, identify probable root causes and generate pre-filled maintenance work orders using proven remediation actions from previous cases.

Joule Work Redefines the Enterprise User Experience

SAP also introduced Joule Work, a new AI-driven interface designed to change how users interact with enterprise software.

Rather than navigating multiple applications and workflows manually, users will interact primarily through Joule, describing desired business outcomes while AI agents orchestrate workflows, data access and task execution behind the scenes.

Joule Work will proactively surface insights and automate routine processes even when users are not actively interacting with systems.

The interface will be available across desktop, mobile and voice environments spanning both SAP and non-SAP systems.

SAP Expands AI Partnerships and Customer Investment

As part of the launch, SAP announced a €100 million partner fund aimed at accelerating customer adoption of SAP-built AI assistants and agents.

The company also expanded its RISE with SAP and SAP GROW programmes to include broader access to Joule Assistants and AI capabilities.

SAP also announced strategic partnerships with a range of technology providers including Anthropic, Amazon Web Services, Google Cloud, Microsoft, NVIDIA and Palantir.

The partnerships will support areas including foundation AI models, cloud data integration, agent interoperability, sovereign AI infrastructure, workflow orchestration and ERP migration automation.

In Focus: SAP and Claude

SAP and Anthropic are expanding their partnership to integrate Anthropic’s Claude AI models into the newly launched SAP Business AI Platform, as part of SAP’s Autonomous Enterprise strategy.

Claude will connect with systems including SAP S/4HANA, SAP SuccessFactors and SAP Ariba, enabling AI-driven automation for tasks such as financial close processes, employee service requests and supplier order management.

“Our open platform means we’re tightly integrated with world-leading companies across our portfolio. Together with Anthropic, we’re building something uniquely valuable for our customers,” said Christian Klein. “The Autonomous Enterprise requires AI that understands business context and acts within the controls organisations depend on, and our partnership with Claude plays a key role in this.”

“We built Claude to support the work that helps businesses run: closing the books, rerouting delayed orders, or approving expenses, to name a few. With Claude on SAP Business AI Platform, that work happens inside the systems enterprises have already invested in, with the trust and governance SAP customers rely on,” said Daniela Amodei, co-founder and president of Anthropic.

In Focus: SAP and AWS

SAP and Amazon Web Services announced plans to launch SAP Business Data Cloud Connect for Amazon Athena, a new offering designed to provide bi-directional zero-copy integration between Amazon Athena and SAP Business Data Cloud.

The integration will allow customers to access SAP data products across AWS services including Amazon Bedrock, Amazon Quick and Amazon SageMaker without replicating or moving data. SAP said the offering is intended to support self-service analytics and AI agent development across business functions while maintaining business context and governance controls.

“The next era of business will be defined by how well organizations turn intelligence into action at scale,” said Muhammad Alam, member of the Executive Board of SAP SE, SAP Product & Engineering. 

“By bringing together SAP Business Data Cloud and widely adopted AWS AI and analytics capabilities, customers can unlock the truepotential of data and AI.”

“SAP and AWS share a commitment to helping customers put their most valuable data to work,” said Ruba Borno, vice president of Global Specialists and Partners at AWS.

“By combining SAP Business Data Cloud with the AWS secure, global infrastructure and advanced AI services, organizations can unlock mission-critical SAP data and act on it at the speed and scale their business demands.”

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Heidelberg Materials Accelerates Autonomous Mining Equipment Deployment

It is moving from an initial “lighthouse project” phase into a broader rollout spanning six sites across North America, Australia, and Europe. The expansion will include around 30 autonomous vehicles in 2026 as part of a wider strategy to deploy more than 100 autonomous vehicles globally by the end of 2028.

The rollout builds on the successful deployment of an autonomous haulage system (AHS) at Heidelberg Materials’ Lake Bridgeport quarry in Texas.

Autonomous Haulage Expansion Targets Quarry Productivity and Safety

In North America, Heidelberg Materials is extending its autonomous haulage system programme to additional sites in Indiana and Texas and is also launching its first autonomous haulage projects in Australia at quarry operations in New South Wales and Western Australia.

In Europe, Heidelberg Materials is beginning an autonomous wheel loader trial at a sand and gravel operation in Northern Germany.

The automation programme covers two heavy equipment categories and is designed to integrate into existing mobile fleets, enabling a more scalable and cost-efficient approach to fleet modernisation.

AI and Sensor Technologies Drive Operational Automation

The autonomous systems use advanced sensors, cameras, and artificial intelligence to operate haul trucks and other mobile equipment in complex operating environments.

The company said the rollout is intended to improve both operational performance and safety outcomes while also creating additional margin potential through scalable automation technologies.

“Advancing automation and AI applications is a key pillar of our technical excellence agenda as we look to constantly raise the bar for our processes and equipment,” said Axel Conrads, Chief Technical Officer and Member of the Managing Board of Heidelberg Materials.

“With a strong global autonomous deployment team working closely with best-in-class technology partners, we are now focused on scaling the technology in a disciplined, results-driven way.”

Mining and Quarry Operators Increase Investment in Autonomous Equipment

The expansion reflects broader industry momentum toward autonomous operations across mining, quarrying, and heavy materials handling sectors as companies look to improve safety, productivity, and operational consistency.

Autonomous haulage systems are increasingly being deployed across resource extraction operations globally, particularly in environments where repetitive transport cycles and large mobile fleets create opportunities for operational automation.

The current rollout forms part of a broader technical excellence strategy focused on digitalisation, automation, and AI deployment across its international operations.

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Coupa Expands Procurement AI Capabilities with Rossum Acquisition

The acquisition builds on an existing partnership between the two companies focused on automating complex invoicing processes for accounts payable teams. Coupa said the deal will now extend Rossum’s intelligent document processing capabilities across its broader autonomous spend management platform using agentic AI.

The move comes as procurement and supply chain organisations increase investment in AI-enabled automation to improve efficiency, reduce manual processing and strengthen spend visibility across increasingly complex supply networks.

Coupa Sees Long-Term Opportunity for AI Across Source-to-Pay

Coupa said the acquisition reflects a broader strategy to build more autonomous procurement and spend management capabilities using AI-driven decision-making and transactional intelligence.

“The combined value of Coupa and Rossum has been proven in AP and invoicing, and we see massive future value in applying Rossum’s T-LLM and AI-first technology across the Coupa platform,” said Leagh Turner, CEO of Coupa.

“We’ve been able to deliver over $300 billion in customer savings over the past 20 years. With Rossum, we believe we can help them save the next $300 billion in five with a system of decision and intelligence that is unrivalled.”

AI-Powered Transactional Intelligence Targets Procurement Efficiency

Rossum’s platform uses a proprietary transactional large language model (T-LLM) trained on tens of millions of transactional documents to automate document processing workflows beyond traditional OCR-based systems.

The technology continuously learns from customer-specific document environments, helping improve processing speed and accuracy over time.

The integration is intended to allow procurement and finance teams to gain faster invoice processing, improved data control and reduced operational costs across both direct and indirect spend categories.

Automation Expands Beyond Traditional OCR

Rossum said the acquisition represents the next stage of a long-term collaboration centred on AI-enabled transactional automation.

The company specialises in automating supply chain paperwork and transactional document workflows across goods and services supply chains using an AI-first, cloud-native platform.

“By combining our proprietary T-LLM transactional intelligence with Coupa’s massive $10T data set, we are well positioned to create immediate customer value and fundamentally change how the world buys and sells,” said Tomáš Gogár, CEO and Co-Founder of Rossum.

The companies said the combined platform is designed to support broader automation initiatives spanning procurement, invoicing, supplier collaboration and transaction processing.

The news was announced at Coupa’s flagship annual conference, Inspire. 

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Lilly Increases Indiana Manufacturing Commitments to More Than $21 Billion

The latest commitment brings Lilly’s total Indiana capital expansion investment since 2020 to more than $21 billion, reinforcing the company’s long-term focus on scaling U.S.-based pharmaceutical production capacity to support growing demand for advanced therapies and metabolic disease treatments.

The investment will support expanded capabilities at Lilly Lebanon API, one of the company’s future active pharmaceutical ingredient production facilities, and Lilly Lebanon Advanced Therapies, which officially opened this week.

Genetic Medicine Facility Marks New Phase in Advanced Therapy Manufacturing

Lilly Lebanon Advanced Therapies is the company’s first dedicated manufacturing facility focused on genetic medicines.

The site is designed to support both clinical and commercial-scale production of therapies targeting disease at the genetic level, including a range of advanced treatment modalities from early-stage development through large-scale supply.

According to Lilly, designing the facility required the development of new manufacturing processes without established commercial precedent, highlighting the growing complexity of next-generation pharmaceutical production infrastructure.

The facility is the first of three planned manufacturing sites on the Lebanon campus, which will also include Lilly Lebanon API and the Lilly Medicine Foundry.

Expanded Capacity Supports Obesity and Diabetes Drug Production

The Lebanon API site is expected to manufacture several of Lilly’s key metabolic disease products, including:

• Zepbound® (tirzepatide) for weight management
• Mounjaro® (tirzepatide) for type 2 diabetes
• Foundayo (orforglipron), Lilly’s FDA-approved once-daily weight loss pill
• Retatrutide, an investigational obesity and cardiometabolic therapy currently in late-stage development

When completed, the Lebanon API facility is expected to become the largest API production site in U.S. history.

“From genetic medicines that could one day prevent disease at its source, to Foundayo, a pill making weight loss treatment accessible to millions, we are not just discovering the medicines of the future—we are building the world’s most advanced plants to make them,” said David A. Ricks, Lilly chair and CEO.

Pharmaceutical Manufacturing Expansion Strengthens U.S. Supply Chain Strategy

The announcement reflects broader industry efforts to strengthen domestic pharmaceutical manufacturing capacity and reduce supply chain risk through increased U.S.-based production.

U.S. capital expansion commitments since 2020 now total more than $50 billion, supported by policies promoting domestic manufacturing investment and the company plans to begin construction on several newly announced U.S. manufacturing facilities later this year.

Indiana Governor Mike Braun said the investment reinforces the state’s position within the life sciences manufacturing sector.

“With this investment in Lebanon and across the state, Indiana is reinforcing its position as a prime destination for life sciences and advanced manufacturing, spanning innovation, production and global distribution,” Braun said.

Manufacturing Investments Deliver Broader Economic Impact

According to findings from an upcoming Indiana University Kelley School of Business report cited by Lilly, the company accounts for 70% of Indiana’s pharmaceutical GDP, with every Lilly job supporting more than two additional jobs statewide.

Lilly also estimates that every dollar it spends locally generates up to four dollars in additional regional economic activity.

The Lebanon manufacturing campus has become a central component of Lilly’s domestic production strategy as pharmaceutical companies continue increasing investment in advanced biologics, obesity therapies, and next-generation genetic medicines.

“Lilly’s sustained investments since 2020 underscore the growing strength of Indiana’s life sciences sector,” said Indiana University President Pamela Whitten. “Progress at this scale is possible only through robust partnerships.”

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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 North America Outlook.

THE HAITIAN CONNECTION

The fascinating and ever-fluctuating field of telecommunications (telecoms) forms the global backbone of modern communication, providing essential voice, data, and internet services via fiber optics, radio networks, and satellites.

Digicel Haiti (Digicel) aims to create what it calls “real connections” – bonds between people that help them live their day-to-day lives through their work, education, and relationships with loved ones.

“Our role goes well beyond simply providing data, SMS, or voice services, which are the basic expectations of a telecoms operator. Instead, our purpose is to bring people together and be a genuine, contributing part of the communities we serve,” introduces Jean Philippe Brun, CEO.

That sense of connection and community is what defines Digicel today.

The telecoms sector poses a constant slew of challenges and is one that continues to excite Brun greatly.

“At its core, it’s a technology-driven industry, and technology is constantly evolving. Over the years, we’ve moved from offering basic voice and SMS services to launching data, 3G, and long-term evolution (LTE) in Haiti,” he divulges.

“We’ve also introduced mobile financial services and were among the Caribbean pioneers of electronic recharge.”

While many prepaid markets around the region still rely heavily on scratch cards, which requires a high level of logistics management, Digicel Haiti is now approximately 99 percent electronic.

These kinds of innovations, which are now considered the norm for the market highlight how the company continues to transform itself to find new and better ways of operating.

A JOURNEY THROUGH THE INDUSTRY

A native of Haiti, Brun’s vast and varied career in telecoms spans nearly 20 years in a variety of roles.

After finishing school in Pittsburgh, US, he attended Duquesne University, where he studied supply chain management and finance.

“Shortly after graduating, I was preparing to start a new role in South Florida when I received a call from the Director of Sales at Comcel, a Haitian telco later acquired by the Digicel Group in 2012,” he recalls.

“They asked me to support their logistics operations in Haiti. Digicel had just launched there and the company was looking to reinvent itself to stay competitive. This opportunity allowed me to return to Haiti, which I was very excited about, so I accepted immediately.”

In 2012, after joining Digicel, Brun’s focus shifted more toward the consumer sales side of the business.

From there, he held several commercial roles across products, mobile financial services, and consumer sales, before becoming CCO in 2018 and COO the following year.

“Ultimately, I was appointed CEO in 2021 and have held that role ever since”.

Moreover, when the Digicel Group entered Haiti, there were already high expectations. However, the speed at which things have transformed has far exceeded those initial expectations.

“At launch, the expectation was to reach one million subscribers within five years – the company achieved that milestone within just one year and, soon after, grew to the millions we know today,” he elaborates.

“While the vision and ambition were certainly there from the start, the pace of growth dramatically surpassed what anyone in the market had anticipated.”

GEOGRAPHIC VOLATILITY

If there is one defining characteristic of the telecoms industry in Haiti, it is the exceptionally high level of volatility.

Haiti is a severe multi-hazardous environment where over 96 percent of the population is at risk from two or more hazards, primarily earthquakes, tropical storms, and landslides.

The nation is located on a major plate boundary, making it susceptible to earthquakes and tsunamis, and positioned within the Caribbean hurricane belt.

“Since joining Digicel, we have also experienced significant currency fluctuations, increasingly challenging security conditions, periods of social unrest, and the impacts of constant environmental change,” highlights Brun.

Undoubtedly, Haiti is unique within the Caribbean in terms of the intensity and frequency of these tough challenges.

“Over the past seven to eight years in particular, we have had to adjust our operations dramatically and continuously in response to this changing environment.

“This level of volatility is markedly different from what we see across the rest of the region, where markets tend to be more stable and predictable,” he expands.

BACK STRONGER

The fast-changing nature of the telecoms landscape keeps everyone on their toes – environments change, countries evolve, and consumer expectations continue to grow.

As a result, the likes of Digicel must continuously reinvent themselves to meet those customer demands while navigating the realities of the operating environment.

First and foremost, the company’s number one focus is always safety – in everything it does throughout the nation’s gradual rebuilding process, the safety of its employees, contractors, and partners comes before anything else.

“We work closely with a number of security companies to assess different geographical areas and determine where it is safe to rebuild as conditions gradually improve,” Brun outlines.

That said, Digicel is still in a situation where there is a long way to go in the country, as there have been significant impacts over the past couple of years.

However, the company remains very pleased with the direction it is moving in.

“More infrastructure is being rebuilt and brought back on air, and we are also strengthening resilience across the network so that we can reduce future impacts as we move forward,” he assures.

TRANSFORMATION FOR THE NATION

When evaluating the impact Digicel has had across Haiti, it’s important to start with how its journey began.

The company launched in 2006 and has fundamentally revolutionised the telecoms sector.

At that time, telecoms services were largely accessible to just a small, elite segment of the population – a landscape Digicel has changed by transforming telecoms into a true mass‑market service.

“Prior to our launch, Haiti had fewer than half a million subscribers in a country of nearly 12 million people. Since then, we’ve helped bring telecoms and other digital services to millions of Haitians, a milestone we are extremely proud of,” Brun prides.

Beyond traditional voice and data services, Digicel has played a pivotal role in launching mobile financial services in Haiti, with a strong focus on financial inclusion.

“Today, our mobile financial services platform MonCash with over 6,000 agent locations nationwide which support close to two million accounts; many of which belong to individuals who were previously unbanked. Enabling this level of financial inclusion has been a major achievement for the company,” he tells us.

RESILIENCE AND LEGACY

Looking ahead, Digicel’s number one priority is resiliency above all else.

“We are continuing to invest heavily in our network to build greater capacity and continuity, ensuring we can meet our customers’ growing needs,” Brun sets out.

Despite the broader challenges facing Haiti, the company continues to see rising demand for both data and voice services, as well as sustained growth in its mobile financial services business.

“Our focus is on making sure external environmental challenges do not become barriers for our customers. Instead, we aim to design our network and services in a way that allows us to work around these obstacles and ensure customers can continue to connect, communicate, and transact in the ways that matter most to them,” he reveals.

Operating in a country like Haiti, Digicel places strong importance on ethics, governance, and compliance as core pillars of the business.

The company has strict compliance standards aligned with both local regulations and best international practices, supported by internal controls, supplier due diligence, and anti-corruption policies. Employees are trained regularly in ethical conduct, data protection, and customer privacy.

Brun believes Digicel’s enduring legacy – what it has been, what it is today, and what he hopes it continues to be for many years to come – is that it has built something far greater than a traditional telecoms operator.

“We have created a network and company that form an essential part of Haiti’s national infrastructure and are integral to people’s everyday lives.

“The past couple of years have really been about grit and determination for us. Given the broader security situation in the country, we’ve faced some real challenges, but it has remained clear that we need to keep investing – and make sure those investments genuinely strengthen the network for our customers and the country as a whole,” Brun assesses.

ADAPT AND OVERCOME

Over the past year alone, Digicel has rolled out 125 solar-powered sites to significantly reduce its reliance on fuel, which has become increasingly difficult to transport.

The company has also solarized its headquarters which houses its main data center as part of that same effort to lower fuel dependency.

“On the network side, we’ve built hundreds of additional kilometers of fiber, improving both redundancy and capacity to meet rapidly growing data demand,” Brun acclaims.

“At the same time, we’ve upgraded over 200 sites with our latest technology – Massive MIMO, an advanced evolution of 4G – and that roll-out is continuing as we move into next year,” he affirms.

Digicel is extremely proud to keep investing, strengthening resilience, and building a network that can support its customers both now and into the future.

“We’ve faced quite a few challenges, whether it’s currency pressures or, more recently, major logistical constraints that affect our operations. With the ongoing security crisis, some national roads have been completely cut off, and movement has become much more difficult,” Brun notes.

As a result, Digicel had to find creative ways to keep both the network running and customers connected every day.

For example, the company uses barges to transport fuel trucks by water to bypass blocked roads.

In certain areas, it has also relies on smaller vehicles – motorcycles and light trucks – for easier access, while in some hard-to-reach locations, it even uses donkeys and horses to get people and equipment to sites. Whatever it takes to keep their customers connected, the company will find.

“Alongside these day-to-day operational adaptations, we’re looking to reduce our exposure to the factors that make operations harder.

“That’s why we’ve invested heavily in solar infrastructure across the country and will continue to do so going forward – so we can lower our dependence on transport and movement as much as possible and provide more reliable service for our customers overall,” Brun expresses.

INVESTING IN THE FUTURE OF HAITI

Beyond its core business activities, it is also important to highlight the work of the Digicel Foundation, through which the company has made substantial social investments in Haiti with a strong focus on education, community grants, and partnerships with local and international organisations, such as the Special Olympics.

“We recently reached an important milestone, launching construction of our 200th school in the country.

“As a result, Digicel is now responsible for school infrastructure that supports more than 60,000 children nationwide – an accomplishment we are incredibly proud of.”

The foundation recently shared a compelling comparison – the number of children now in education because of the schools it has built is equivalent to thirty percent more the population of a territory like the Turks and Caicos Islands, where the Digicel Group also operates.

“There is a great deal we can be proud of, and if I had to describe Digicel in a nutshell, this impact is exactly how I would define who we are,” he enthuses.

From the beginning, it was decided that the best people to drive the foundation were Digicel staff members themselves.

“It was important that communities benefit not only from the financial support of the Digicel Foundation but also the skills, teamwork, and dedication of the company’s extraordinary staff.

“As such, the foundation’s board is constituted primarily of Digicel employees dedicated to making a difference in Haitian communities,” Brun explains.

Additionally, in order to give staff an opportunity to contribute, each employee is afforded paid days off per year to volunteer in the foundation’s activities.

Initiatives appealing to different interests are organized across the country on a regular basis to allow for greater staff participation.

“I’m extremely proud of what we have achieved so far and of the role Digicel continues to play in the lives of so many people,” he smiles.

TWO DECADES OF EXCELLENCE

Across 2026, Digicel is celebrating two decades of service in Haiti.

“This is an extremely special milestone for us as no telecoms company in the nation’s history has ever reached 20 years, so this will be a first again,” Brun excites.

“More than anything, our 20th anniversary is an opportunity to take a step back and make sure we show our gratitude – first to our employees, but also our customers who have been loyal for so long,” he adds.

The company has a range of exciting activities and celebrations planned over the next few months to thank everyone who works alongside Digicel, including its employees, customers, partners, and suppliers.

“From the very beginning, we set out to make telecoms services available to the entire Haitian population – something that didn’t exist before.”

That vision has always been manifested by Digicel. Making incoming calls free and devices more affordable were just the beginning. The company was and remains clear that it needs to build itself to address the lower purchasing power across the market.

“All those elements are part of the broader goal of making telecoms accessible to the whole country and, more than anything else, has been our key differentiator,” Brun reflects.

“With that vision comes a real sense of purpose for our people – you see it in everyone who works at Digicel, and it’s a sense of pride they carry every day,” he closes.

DIGICEL HAITI PARTNERS

The post Digicel Haiti : The Haitian Connection appeared first on North America Outlook.

REAL ESTATE SOLUTIONS OF THE FUTURE

The global supply chain is one of the most dynamic and consequential fields in today’s economy.

Historically – particularly in the US – supply chain infrastructure was built around reliability and predictability. However, the sector is currently enduring a period of significant change marked by frequent disruptions and growing uncertainty.

Typically, distribution networks have been designed around the demographic center of the country, with the assumption that goods could reach virtually anywhere within five to seven business days.

This model contained a degree of built-in slack, but consumer behaviour has since shifted dramatically.

Today, delivery expectations are closer to two to three days, and if consumers do not receive products quickly enough, they are increasingly willing to choose alternatives or even lower-quality products.

This shift has forced organizations to deploy inventory more widely and position themselves closer to end consumers, which, in turn, exposes them to greater levels of disruption
and complexity.

Within this vast and complex field, CBRE provides a platform and the resources for businesses to tackle these challenges in ways that genuinely matter.

“Our company builds real estate solutions of the future to help clients, professionals, and business partners realize their potential,” introduces John Kirkman, Senior Managing Director and Supply Chain Leader at CBRE.

“From instilling confidence in today’s decisions to reimagining tomorrow’s spaces, we thrive in complex and ever-changing environments,” he establishes.

UNMATCHED CAPABILITIES

CBRE is the world’s largest commercial real estate services and investment firm and a premier provider of critical infrastructure services, operating in more than 100 countries with approximately 155,000 employees globally.

The business provides a comprehensive range of services across multiple disciplines including advisory and transactions, property management, valuation, and capital markets.

A key differentiator for CBRE is its ability to deliver end-to-end solutions through fully integrated, in-house capabilities, meaning it can support clients across the entire real estate lifecycle.

“My current role sits within the company’s supply chain advisory practice, a capability within our industrial and logistics platform. We operate at the strategic level, helping businesses design distribution networks, select optimal sites, and assess automation investments,” Kirkman explains.

“At its core, our work focuses on aligning real estate decisions with operational requirements and the customer experience our clients aim to deliver,” he adds.

From an investor and developer perspective, CBRE also advises on how assets should be designed and positioned to meet market demand and attract the right tenants over the long term.

“Having insight across both occupier and investor needs enables us to bring a more holistic view of the market.”

In what is an extremely competitive sector, another of the company’s key differentiators is the depth of its technologies and analytical capabilities combined with the breadth of its market perspective, built over many years in the industry.

Unlike some competitors who rely on outsourcing or external specialists for network study services, CBRE hosts these capabilities in-house, enabling seamless collaboration across the platform and ensuring clients receive consistent, high-quality advice.

SHAPING OUTCOMES

Kirkman believes there is an incredible amount happening in the global supply chain right now, and a growing recognition of just how critical the industry is to business’ success is emerging.

“What makes this moment particularly exciting is the convergence of traditional real estate leadership and supply chain leadership. Those conversations are happening in a much more integrated way than before, creating a real alignment between strategy and execution,” he sets out.

“We are seeing a confluence of decisions coming together at once, which is creating a unique opportunity to help shape outcomes in a meaningful way.”

Therefore, CBRE’s role is increasingly about translating a business’ strategy into a physical footprint.

A company’s infrastructure – its assets on the ground and supply chain network – is ultimately a tangible representation of its customer promise.

“How you design and operate that footprint directly determines how you meet customer expectations,” Kirkman muses.

“Being able to help clients make that leap from strategy to execution is incredibly rewarding. It’s challenging, impactful, and very real, which is what makes working in this space so energizing,” he excites.

SUSTAINABILITY AT THE CORE

Sustainability is a focus for CBRE, both internally as a business and in the way it advises its clients.

As such, the company has made a public commitment to achieve net zero emissions by 2040 – a target supported by tangible programs across its global portfolio and value chain.

These include renewable energy initiatives, sustainable procurement practices, and ongoing improvements in resource and operational efficiency.

“For our clients, sustainability has increasingly become a value creation lens rather than simply a compliance requirement,” Kirkman tells us.

“Through our energy and sustainability services, we help organizations reduce costs, mitigate risk, and create value through practical decarbonization strategies, resource optimization, and energy management and procurement, including renewables,” he expands.

Moreover, this work is becoming especially relevant as power availability emerges as a major constraint when it comes to site selection and operational planning. CBRE’s in-house Energy team helps clients navigate power procurement and energy market volatility.

From a supply chain perspective, sustainability also needs to be considered holistically, and as transportation represents the largest component of total cost of ownership for most facilities, reducing miles traveled can have a direct and measurable impact on carbon emissions.

“By helping clients rethink network design and inventory placement, we can reduce emissions while simultaneously improving service levels and operational resilience.”

Similarly, automation readiness and sustainability are also highly complementary goals – automated facilities tend to be more energy efficient, with more precise resource usage and fewer variables in day to day operations.

“This makes it easier to monitor performance in real-time and to track, manage, and reduce operational carbon emissions. Together, these factors allow clients to build supply chains that are more efficient, resilient, and sustainable over the long-term,” Kirkman asserts.

FUTURE SOLUTIONS

Ultimately, the legacy that Kirkman hopes to cement for CBRE is that it becomes synonymous with helping companies build supply chains that are truly durable.

“We’re not just building systems that are optimized for a single point in time, but networks that are resilient, automation ready, and designed around where commerce is heading – not just where it is today,” he clarifies.

“As delivery expectations continue to compress and businesses move away from five to seven day fulfilment models and toward greater immediacy, it becomes essential to anticipate future needs rather than react to current pressures.”

Recent global disruptions have exposed how brittle much of the existing supply chain infrastructure really is.

That has reinforced the need to think beyond short term fixes and focus instead on long-term performance – how assets function over time, adapt to change, and continue to serve occupiers and capital partners through multiple cycles.

“The legacy I would like us to leave is one of helping companies and investors build something better – supply chains and assets that are resilient, future proofed, and thoughtfully designed for what comes next, rather than solutions that simply address today’s challenges,” Kirkman concludes optimistically.

The post CBRE : Real Estate Solutions of the Future appeared first on North America Outlook.

A STRATEGIC SHIFT FROM WHEELS TO WINGS

As a global leader in innovative manufacturing solutions, TURBOCAM specializes in high-performance turbomachinery flow-path components.

Focusing on aviation, space transport, automotive turbocharging, power generation, and industrial gas compression, the company incorporates prototyping, integrated product development, high-volume production, enhanced surfaces, advancing metals technologies, and supply chain management into its operations.

However, TURBOCAM has undergone a significant transformation since its establishment in 1985, refocusing its attention away from a heavy reliance on the automotive industry.

“A decade ago, we relied on a single commercial vehicle (CV) engine manufacturer for over 70 percent of our business; today, it’s about 25 percent,” introduces Michael Noronha, President, reflectively.

“Our customer expressed concerns about this reliance, emphasizing the need to diversify our revenue streams. We were also motivated by the risk of the CV turbocharger market emulating the passenger vehicle (PV) market, which was both capital-intensive and low-profit.”

CV turbo parts are lower in rate, complex, and expensive, whereas PV turbo parts are comparatively high in rate, simple, and cheap.

“The manufacturing processes have a lot of overlap. We were afraid that manufacturers with leftover PV capacity, as electric vehicles (EVs) took over the market, would start moving into the CV space to fill their shops. That proved somewhat true,” he adds.

This pivot necessitated a significant long-term investment from TURBOCAM’s automotive profits into aerospace technology and infrastructure, which proved particularly challenging in 2020 amid the COVID-19 pandemic, when the company experienced a temporary 85 percent decline in its commercial aviation business.

While the automotive industry is cyclical and predictable over three-year timeframes, aerospace is more volatile due to complex components and limited sourcing options.

Market conditions within specific aircraft programs can change suddenly in response to supply chain shortages or safety incidents, affecting orders and production rates. In contrast, the automotive supply chain is more resilient, with clearer market demand.

“Our goal in diversifying was to stabilize financial performance and seek further growth,” Noronha considers.

“While our automotive segment grew amid rising US heavy-truck emissions requirements in the 2000s, the market has since leveled off, requiring us to defend against global competition.”

Currently, there’s significant interest in electric vertical takeoff and landing (eVTOL) vehicles, which could replace helicopters in some use cases and shift demand from luxury cars to aviation.

“Initially, we avoided the eVTOL crowded space due to uncertainty in identifying winners and doubts about airspace management in the US and Europe,” Noronha acknowledges.

“However, it appears that eVTOL products may launch first outside the West, benefiting from self-driving technology to reach more consumers.

“Our expertise in heating, ventilation, air conditioning, and refrigeration (HVACR) chillers aligns well with the needs of eVTOL manufacturers for electric motor cooling as they scale up operations.”

THE EVOLVING LANDSCAPE OF AVIATION AND ROCKETRY

From TURBOCAM’s manufacturing perspective, there’s a decreasing variety at the component level for turbopump designs in the rocketry sector.

Furthermore, design engineers are in short supply and move between major launch providers, sharing design approaches and manufacturability know-how to optimize costs and expand supply chain access as production volumes increase.

“Rocketry is losing its niche status in the aerospace manufacturing industry. As more of the general public travels to space, we expect many engines to be held to stricter quality requirements, similar to those in commercial aviation.

“This regulatory shift will likely slow the rapid design iterations currently seen in the sector, making rocketry feel more like commercial aviation. We’re excited about this trend as we already apply stringent process controls from aircraft manufacturing to rocket parts,” Noronha enthuses.

In both aviation and rocketry, original equipment manufacturers (OEMs) are moving away from relying on fragile global supply chains and are prioritizing suppliers who deliver on time and maintain quality.

Noronha states that people are increasingly hearing the mantra: ‘cost matters, but the most expensive part is the one you don’t have’.

“Reliable performance and a de-risked supply chain are more critical than achieving marginal improvement in fuel efficiency, which is why OEMs are pushing out timelines for new aircraft and engines.

“Adapting the supply chain is slow and reactive, requiring validation support from OEMs, with initial focus on critical parts,” he highlights.

OEMs aim to use digital design tools to speed up the transition from concept to production.

However, many start-ups struggle to achieve quick production due to supply chain constraints.

Those bringing the supply chain in-house often face even greater delays due to inexperience, despite potential cost savings in theory.

ADAPTING MANUFACTURING STRATEGIES

TURBOCAM adapts its manufacturing processes to meet changing demands in various sectors by focusing on advanced technologies for its turbomachinery products.

“The volatility and macro risks in some markets have made us reconsider our long-term market strategy,” Noronha cautions.

“Many end customers, such as rocket launch providers and artificial intelligence (AI) companies, are experiencing negative cash flow and short-term losses to gain market share, which will lead to significant exits.”

As a result, the company is investing more capital up front and accepting lower short-term profitability to ensure it has adaptable resources.

“We’re standardizing processes and selecting identical machining centers across business units to quickly reallocate capacity as needed, even if it sometimes means using machines in less-than-optimal ways.”

Establishing itself in 5-axis milling, electrochemical machining, and airfoil metrology, TURBOCAM continues to explore innovations in these areas. However, the industry has seen little improvement in these processes over the past seven years.

To maintain a competitive edge, TURBOCAM is enhancing its turning and grinding capabilities, which are crucial for ensuring smooth part integration at the assembly level.

“With a shortage of skilled lathe and grind machinists in the US, we’re shifting toward processes that enable operators with basic technical skills to manage multiple machines and produce complex components efficiently.

“We also focus on cutting tool technologies and leveraging our in-house manufacturing capabilities to reduce this key driver of variable cost. By iterating on carbide grade, coatings, and geometry available within the public domain, we aim to minimize consumables usage, especially in nickel or titanium-based aerospace alloys,” Noronha emphasizes.

Getting the cutting science right is essential to TURBOCAM’s competitiveness at scale. While AI can provide initial insights, it cannot replace thorough trial-and-error in real applications.

“We’re expanding into challenging materials and shapes this year, with a limited 5-axis milling offering for ceramic workpieces. We’re also seeking partners to explore machining ceramic matrix composites – our technology excels with delicate features like those on blades and vanes,” he enlightens.

“Additionally, we’re introducing multi-axis electrochemical machining for non-line-of-sight passages in metal, and our goal is to tackle ‘impossible to machine’ components, unlocking material and geometry combinations that could lead to more efficient engine designs.”

TURBOCAM is also exploring the potential of supercritical carbon dioxide (CO2) to transform turbomachinery sectors, including geothermal energy, cooling systems, micro-nuclear reactors, and energy storage, partnering with design companies to bring this technology to market.

CULTIVATING A COMPANY CULTURE

A cooperative mentality shapes TURBOCAM’s company culture and operations, creating financial wealth for its employees.

“We foster a culture of stewardship where employees feel like owners and can make decisions independently. This enables a flatter structure, allowing us to react quickly to changes without rigid approvals,” explains Noronha.

“Our approach allows us to make multi-million-dollar decisions in real-time, focusing on learning from outcomes. We prioritize employee well-being by promoting a supportive work environment, valuing voluntary overtime, and maintaining extra inventory to reduce stress.”

TURBOCAM aims to create financial wealth for employees through competitive pay and benefits while minimizing the risk of job loss.

Customer commitments take priority, with investments in R&D and infrastructure made before allocating surplus budget to compensation and benefits. Notably, the owning family comes last, which would be unacceptable in most company structures.

There is a performance bonus of 10–12.5 percent for all employees as long as the company is meeting modest targets.

“We consistently increase total compensation above inflation for our staff by leveraging business capital and employee skills, instead of burdening customers with large price hikes.”

Despite being located outside traditional hubs, TURBOCAM focuses on workforce development by providing foundational training at its New Hampshire center for operators, inspectors, and engineers.

The company’s site in India, meanwhile, offers a year-long leadership training program for developing leaders, resulting in nearly 50 graduates who now serve as managers and supervisors.

“Our efforts have resulted in positive outcomes, with over 100 engineers joining from college, advancing their responsibilities, and many machinists progressing from operators to developing complex production processes.

“We retain talent through strong culture, competitive compensation, and skills development. We incorporate digital learning and on-the-job training with apprentice-style tracks in machine maintenance, machining, and inspection,” Noronha details.

OPTIMIZING OPERATIONS AND EXPANDING CAPABILITIES

TURBOCAM’s new 75,000-square-foot (sqft) rocketry facility offers a range of specialized products and services, reflecting the sector’s advancing capabilities.

Additionally, the increased HVACR output in data centers has had a notable impact on both production levels and market demand.

“Our new rocketry facility will support two to three long-term OEM partners who are committed to using us instead of establishing their own production lines. These customers, from the rocketry and aero-engine sectors, are willing to pay a premium for a reliable supply of critical components,” informs Noronha.

The need for this facility arose as surging data center demand quickly consumed the company’s excess capacity.

“Our business supplying power generation and back-up has been our fastest-growing segment in the last three years, closely followed by HVACR.”

Another strategic move for the company is the recent transition to dip brazing in-house in India, as every HVACR compressor it produces is a brazed assembly.

The cost and quality of brazing in the US are challenging – labor is a major cost driver, and air freight costs are minimal compared to the savings from labor.

The US brazing supply chain is often tied to cost-insensitive military contracts, making it less competitive globally for commercial products.

“This year, we’re completing industry certifications to expand our capabilities and rapidly grow our HVACR market share.

“We’re focused on meeting customer delivery commitments, achieving eight percent global top-line growth, maintaining flat variable costs against inflation, and pursuing fiscal deleveraging goals to protect stakeholders.

“We aim to grow by partnering with customers to address their total supply challenges. Additionally, we have goals for improving employee experience, growth, and retention in place, though quantifying these targets is still in progress,” Noronha closes optimistically.

The post TURBOCAM : A Strategic Shift from Wheels to Wings appeared first on North America Outlook.

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 North America Outlook.

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 North America Outlook.

CURRENT INNOVATIONS SPARK A TIMELESS LEGACY

1943 was a pivotal year in US history; the country’s shift from a defensive to an offensive stance in World War II (WWII) significantly impacted the economic and social landscape, shaping industries during the conflict and beyond.

As a result, many companies eagerly contributed to the war effort; however, one notable enterprise subsequently emerged in 1946 – VECA Electric & Technologies (VECA).

The company took a proactive stance in supporting veterans as they transitioned back to civilian life by creating meaningful opportunities that focused on securing stable employment for returning service members.

Since its inception, VECA has evolved into a full-service electrical contractor serving a wide range of industries, including commercial construction, healthcare, transportation, data centers, manufacturing, as well as service and maintenance.

“This year marks VECA’s 80th anniversary, a milestone that reflects both longevity and our ability to adapt. The story begins with two brothers, Jeff and Bruce Pavey, who had a vision to create jobs for veterans returning home from WWII.

“The foundation of opportunity and purpose they established is still a core part of who we are today,” proudly opens Laura Rannow, Chief Administration Officer.

VECA currently operates throughout Washington and Idaho and has approximately 1,800 employees, including field electricians, project management, and office staff.

“Our services span the full lifecycle of electrical construction, from preconstruction and design support to installation, service, and long-term maintenance.

“We have strong capabilities in low-voltage systems, technology integration, and alternative project delivery methods, but what truly sets us apart is our ability to scale while still maintaining our culture and values,” Jesse Chapman, Chief Operating Officer, emphatically adds.

NAVIGATING NEW PATHS

In 1987, Executive Chairman, Tom Fairbanks, purchased VECA with a commitment to carry forward its legacy.

His guiding principle – treating others the way he would want to be treated – continues to shape the company’s culture and business practices.

“We initially started as a traditional electrical contractor but have since expanded into complex, technology-driven environments. The biggest shift has been moving from installing electrical systems to becoming a strategic partner in project delivery,” Rannow explains.

“Presently, we’re heavily involved in preconstruction, coordination, and optimization, well before anything is built in the field. Therefore, rather than reacting to industry changes, we’ve tried to stay ahead of them, especially in areas like prefabrication, virtual design and construction (VDC), and workforce development.”

Consequently, VECA is well-positioned to leverage its experience to foster innovation in future projects.

“Many companies struggle to navigate the area of innovation. They can get caught up in ‘that’s how we’ve always done it’ and stagnate, or be in such a rush to innovate that they abandon the core of what made them great in the first place.

“History can either anchor you or slow you down,” she cautions.

In the context of innovation and improvement, Chapman highlights what’s important, underscoring what drives VECA’s success.

“For us, experience gives us pattern recognition. We’ve seen what works, what doesn’t, and where risk tends to surface. This understanding enables us to innovate more confidently, not just experiment.

“We couple our experience with investment in new tools like artificial intelligence (AI), processes, and people. Innovation at VECA isn’t just about technology; it’s about improving outcomes in all areas of the business,” he tells us.

INNOVATION IN ELECTRIFICATION

VECA employs innovative approaches in its VDC processes to streamline complex electrical projects, thereby improving project outcomes.

“In particular, our VDC team plays a critical role in reducing risk and improving coordination before construction begins. Moreover, we’ve built an in-house team of more than 40 VDC professionals, led by individuals with over 20 years of industry experience.

“That depth of knowledge allows us to go beyond modeling. Thus, we’re applying real-world constructability insight at the earliest stages of a project,” affirms Chapman.

Furthermore, VECA leverages the latest technology, including platforms like Trimble and Autodesk, as well as emerging AI-driven tools to enhance coordination and decision-making.

Ultimately, these tools allow the company to create detailed models that identify conflicts early and improve overall installation efficiency.

“By doing this work upfront, we’re able to shift more scope from the field into controlled environments like prefabrication, which improves safety, increases productivity, and reduces on-site variability,” he outlines.

“The true value lies not only in the technology itself but also in how early and effectively we integrate VDC into the project. When embedded from the beginning, it drives better outcomes across the board, from schedule and cost to quality and field execution.”

Incorporating advanced technologies such as building information modeling (BIM) and VDC into project management processes offers VECA numerous advantages.

By investing in these internal systems and tools, the company enhances visualization, facilitates better decision-making, and fosters collaboration.

“We fully integrate BIM and VDC into our project workflows, not as standalone functions but as part of how we deliver work. This improves coordination with other trades, schedule reliability, cost predictability, and overall field efficiency.

“Additionally, it allows our teams to make better decisions earlier in the process, where the biggest impact occurs,” Chapman confirms.

The company is also collaborating with emerging companies like Vibework to develop AI workflows specific to VECA and automate repetitive tasks, while generating reports that provide rapid insights into the business.

CONQUERING A COMPLEX LANDSCAPE

Challenges often arise in VECA’s projects; however, the company is always one step ahead.

“Sourcing sustainable materials and implementing new technologies is not always straightforward. Availability, cost volatility, and changing standards can create real obstacles,” Chapman notes.

Moreover, while business owners are interested in sustainability, they also require cost security and schedule reliability.

“Our approach is to stay aligned with suppliers, evaluate new products carefully, and integrate sustainable solutions where they provide overall value. We don’t want to go down the path of just chasing the latest trends; we’re looking for solutions that actually perform,” assures Chapman.

As VECA navigates these challenges, its commitment to continuous improvement and staying ahead of technological advancements is crucial.

“Over the last several years, we have seen significant growth in the data center market, driven by increasing demand for cloud computing, AI, and digital infrastructure. It’s a space that requires a high level of precision, reliability, and expediency.

“Our teams are supporting projects that involve complex power distribution, redundancy systems, and highly coordinated installations,” he informs.

These environments require technical expertise, and there is a growing emphasis on energy efficiency and sustainability within data centers, adding an additional layer of complexity.

“We have numerous opportunities in this market, but it requires disciplined execution. We need to remain focused on delivering systems that are both innovative and dependable,” highlights Chapman.

COMMITMENT TO CORE CONVICTIONS

Currently, VECA’s focus is on sustainable growth, aiming to expand while preserving the culture and quality that define the company.

“We’re committed to developing our next generation of leaders, strengthening operational excellence in both the office and field, and continuing to invest in technology and training that support our people and projects.

“For us, sustainable growth also means ensuring our teams are supported, equipped, and positioned for success,” asserts Rannow.

Safety is foundational to that culture and remains VECA’s number one priority across every part of the business.

“It’s not just a program – it’s how we operate day to day, from preconstruction planning to field execution,” states Chapman.

“Our current experience modification rate (EMR) of 0.35 reflects that commitment and the discipline of our teams in consistently doing the right things the right way. We believe when our people go home safe every day, everything else we do is stronger as a result.”

Equally important is the company’s commitment to making its values – empowering each other to succeed, creating value for customers, and accountability, appreciation, and abundance – tangible.

“Our values need to be more than just words on a wall and reflected in how we work every day. Our Executive Chairman often says we need to ensure “the water gets to the end of the row”, meaning our values must be understood and lived at every level of the organization, from the CEO to our newest hire,” Rannow maintains.

To achieve this, VECA recognizes the importance of aligning its daily practices with its core beliefs.

“This year, under the leadership of our CEO, Dave Reed, we launched an initiative focused on ‘making our values tangible’, where each department is actively defining and demonstrating what those values look like in action in their day-to-day work.

“Growth is important, but not at the expense of our identity or how we deliver,” Rannow concludes, emphasizing the significance of integrity in VECA’s journey and the need to uphold its legacy.

The post VECA Electric & Technologies : Current Innovations Spark a Timeless Legacy appeared first on North America Outlook.

FINANCIAL RESILIENCE IN SAINT VINCENT AND THE GRENADINES

In the past five years, the non-bank financial services sector in Saint Vincent and the Grenadines (SVG) has undergone a significant transformation, marked by a stronger regulatory framework, diversification of entities, and closer alignment with global standards.

The sector has experienced a greater adoption of risk-based supervision as SVG has moved decisively toward a risk-based approach to anti-money laundering (AML), countering the financing of terrorism (CFT), and prudential regulation, therefore ensuring supervisory resources are directed to areas with the greatest vulnerabilities.

This shift has enhanced the resilience of non-bank financial institutions and reinforced compliance with recommendations from the Financial Action Task Force (FATF) and Caribbean Financial Action Task Force (CFATF).

As the single regulatory body responsible for overseeing the country’s non-bank and international financial services sectors, the SVG Financial Services Authority (FSA) now applies structured methodologies for both off-site monitoring and on-site inspections, embedding risk assessment into its supervisory cycle.

This is in response to the increasing prioritization of AML/CFT compliance, capacity building of personnel, and push for greater adherence to international standards.

REGULATORY OVERSIGHT

The FSA was established in 2012 as a unified regulator, driven by a founding mission to strengthen oversight, consolidate regulatory functions, and ensure financial integrity.

“Its creation marked a historic milestone, consolidating several separate supervisory bodies into a single autonomous statutory authority. The amalgamation allowed SVG to optimize resources, improve efficiency, and enhance credibility in both domestic and international financial markets,” begins Carla James, Executive Director.

Today, the FSA’s core mandate comprises the regulation and supervision of non-bank and international financial institutions, including insurance companies and intermediaries, credit unions, building societies, friendly societies, pension funds, international banks, mutual funds companies, money services businesses, registered agents, and more recently, virtual asset service providers (VASPs).

Headquartered in the capital, Kingstown, the Authority possesses a lean but specialized 23-person workforce of regulatory professionals, legal experts, and supervisory officers with strong technical expertise.

The FSA works hard to assist various sector participants with a leading repertoire of products and services, including the licensing and registration of non-bank financial entities, risk-based supervision of AML/CFT and prudential entities, consumer protection and market conduct oversight, and international cooperation and compliance reporting.

Recognizing the rapid growth of digital finance, the FSA has also established regulatory frameworks for VASPs, ensuring virtual asset businesses are registered, supervised, and compliant with global AML/CFT standards.

The introduction of these frameworks has positioned the Authority as a forward-looking jurisdiction that embraces innovation while mitigating risks of misuse in digital finance.

A STRONG FINANCIAL HUB

The FSA plays a central role in ensuring SVG remains a credible and resilient financial hub, which it achieves through active international cooperation and continuous alignment with standards worldwide.

The Authority engages with numerous global industry-leading bodies, working with organizations like the CFATF, International Association of Insurance Supervisors (IAIS), and International Organization of Securities Commissions (IOSCO). This ensures the FSA’s frameworks are benchmarked against global best practices.

The FSA is also an active participant in global and regional financial organizations such as the Caribbean Association of Insurance Regulators (CAIR) and Caribbean Association of Pensions Supervisors (CAPS), among others, providing access to technical guidance, peer learning, and best practices.

In addition, the Authority participates in colleges of regulators, particularly for cross-border insurance and financial groups.

“Participation in these organizations allows for information sharing, coordinated supervision, and harmonized responses to emerging risks across jurisdictions,” James adds.

The Authority also participates in FATF and CFATF mutual evaluations and peer reviews conducted by the Organization for Economic Co-operation and Development (OECD), using it as an opportunity to strengthen its AML/CFT and international tax regimes and demonstrate compliance with global obligations.

The FSA is also deeply committed to safeguarding the region’s financial standing through risk-based supervision, ensuring supervisory resources are focused on higher-risk institutions and activities, therefore enhancing the Authority’s efficiency and credibility.

In recognition of the ever-evolving financial landscape, the FSA ensures its supervised institutions remain resilient and well-informed by combining outreach and consultation, international engagement, capacity building, and continuous legislative development.

Indeed, regular stakeholder outreach, seminars, compliance briefings, and public education ensure institutions remain informed and prepared.

The FSA also keeps its members up to date by continuously reviewing and updating legislation to reflect global standards and emerging financial technologies, which guarantees the Authority remains competitive while simultansously safeguarding financial integrity.

Additionally, the FSA invests in training, workshops, and technical cooperation to ensure its staff and supervised institutions remain equipped to address emerging risks and evolving international standards.

WORKING COLLABORATIVELY

To further strengthen the resilience and credibility of the region’s financial services industry, the FSA works closely with the Eastern Caribbean Central Bank (ECCB).

“This partnership is vital because it bridges the regulation of non-bank financial institutions in line with our mandate with the oversight of the banking sector – which is ECCB’s mandate – ensuring a more integrated and stable financial system across the Eastern Caribbean Currency Union (ECCU),” James explains.

The collaboration is key for regulatory alignment, as the FSA and ECCB, along with other regional authorities, coordinate to harmonize supervisory practices, ensuring consistency across banks and non-banking institutions.

“This helps to reduce regulatory gaps and strengthens the overall integrity of the financial system,” James expands.

Furthermore, both organizations emphasize risk-based approaches to AML/CFT and prudential regulation, enhancing the region’s ability to detect and mitigate vulnerabilities.

The collaboration additionally supports ongoing legislative modernization, aligning SVG’s framework with regional and international standards.

“By working together, the FSA and ECCB promote confidence in the financial system, encouraging investment and participation across the Caribbean,” James prides.

The partnership provides the jurisdiction with numerous tangible benefits, including strengthening regional credibility by demonstrating unified regulatory oversight.

The combined force of the two organizations also encourages innovation while maintaining safeguards, particularly in areas like financial technology (FinTech) and virtual assets. Additionally, it supports financial inclusion by ensuring both banks and non-bank financial institutions operate under robust, modern frameworks.

GROWING AWARENESS AND PARTICIPATION

In order to pave the way for future industry growth, the FSA has made financial literacy for younger generations a strategic priority, as it recognizes how early education in financial matters can build resilience and support long-term economic stability.

The Authority’s main focus areas include school outreach programs where it delivers interactive lessons on areas of finance like budgeting, saving, insurance, and digital finance, making the world of money more accessible and engaging.

The FSA is equally partnering with the Ministry of Education’s Adult and Continuing Education (ACE) unit to host interactive sessions that educate older generations on financial matters, encouraging advancements and greater participation in the financial industry.

This, in turn, expands the customer base for non-bank institutions such as credit unions, insurance companies, and pension funds, and encourages uptake of modern financial tools, therefore supporting the sector’s modernization and strengthening the integrity of the system.

“Enhanced financial knowledge helps households manage risks, save effectively, and plan for retirement, reducing vulnerability and supporting long-term stability.

“As adults become financially empowered, demand for diverse financial services increases, driving innovation and diversification in the industry,” James attests.

REAFFIRMING ITS POSITION

Continuing its upward trajectory, the FSA has a clear set of priorities to strengthen its role as a modern, credible regulator and expand the reach of the non-bank financial services sector.

The Authority’s key targets for the coming year include strengthening its risk-based approach to supervision, which can be achieved by embedding risk-based methodologies across AML/CFT and prudential oversight, therefore ensuring supervisory resources are focused on high-risk institutions and activities.

The FSA will also roll out new regulatory technology (RegTech) solutions and modernized supervisory systems to improve efficiency, data-driven decision-making, and real-time monitoring, as well as expand digital channels for licensing, reporting, and stakeholder engagement.

The Authority is additionally seeking to strengthen its VASPs framework, positioning SVG as a forward-looking jurisdiction for digital finance and encouraging responsible innovation.

“The FSA will also scale its youth-focused financial literacy initiatives, embedding financial education in schools and community programs, while also using digital platforms to broaden outreach and improve public awareness of financial services,” James concludes.

These priorities feed into the Authority’s overall targets to expand supervisory coverage, diversify the sector by encouraging new entrants in pensions, insurance, and digital finance, and strengthening the jurisdiction’s standing on the global financial stage.

The post SVG Financial Services Authority : Financial Resilience in Saint Vincent and the Grenadines appeared first on North America Outlook.