The Manufacturers Network

Leadership development is not about creating people who can follow instructions.It’s about creating people who can think.In this episode of the Manufacturers Network Podcast, Lisa Ryan talks with Scott Burgmeyer about leadership growth, succession planning, emotional intelligence, and why so many organizations struggle to develop future leaders before it’s too late.With more than 30 years of experience in manufacturing, operations, consulting, and organizational development, Scott shares practical lessons from working with companies ranging from small manufacturers to organizations like Google, Procter & Gamble, and Bridgestone.The conversation explores:Why leaders struggle to let go and delegateHow to transfer knowledge before experienced employees retireThe difference between managing people and developing leadersWhy employees need permission to think and make decisionsThe hidden cost of constantly answering every question yourselfHow emotional intelligence impacts operational performanceWhy strategic plans fail after the meeting endsThe danger of confusing activity with resultsSuccession planning mistakes that create tension and chaosHow personal growth directly affects company culture and retentionScott also explains why leadership teams must stop focusing only on technical performance and start investing in the growth of people at every level of the organization.One of the biggest takeaways from this episode:Organizations rarely outperform the growth level of their leaders.Actionable Ideas from This EpisodeAsk more questions instead of immediately giving answersCreate low-risk opportunities for employees to make decisionsFocus on outcomes, not just activityBuild leadership systems that continue beyond one generationEvaluate whether your strategic plan is actually moving key metricsDevelop future leaders before you urgently need themMake professional and personal growth part of your leadership expectationsUse feedback early instead of waiting until problems growScott’s “Growth Questions”When trying something new, ask:What worked?What didn’t work?What do I need to do differently?Connect with Scott BurgmeyerWebsite: Become More GroupLinkedIn: Scott Burgmeyer on LinkedInConnect with Lisa RyanWebsite: Lisa Ryan, CSP / GrategyIf you enjoyed this episode, share it with a manufacturing leader, operations executive, HR professional, or business owner working to strengthen culture, retention, and leadership development inside their organization.

E-commerce looks easy… right up until it isn’t. More orders. More customers. More growth. And then everything starts to crack.In this episode of The Manufacturers Network Podcast, I sit down with Ethan Giffin to talk about what really happens when e-commerce businesses try to scale. Not the highlight reel. The operational reality behind it.We get into fulfillment pressure, inventory accuracy, customer expectations, and why so many companies focus on growth before they’ve built the foundation to support it.Because here’s the truth…You don’t rise to the level of your marketing. You fall to the level of your operations.What You’ll LearnWhy scaling e-commerce creates operational challenges most teams underestimateThe pressure fulfillment puts on systems, people, and decision-makingWhere inventory accuracy becomes a make-or-break issueHow customer expectations are reshaping operationsWhy growth exposes weaknesses instead of fixing themThe role your team plays when systems fall shortWhat leaders need to get right before pushing for scaleThe ConversationEthan Giffin brings a practical lens to e-commerce. No hype. Just how things actually work when volume increases.What stood out in this conversation is how quickly things get complicated.At low volume, you can get away with inefficiencies. At scale, those same issues turn into daily problems.Orders increase. Returns increase. Customer expectations tighten.And suddenly, your operation isn’t just fulfilling orders… it’s reacting all day long.Even with automation in place, the reality doesn’t change. When something breaks, it’s your people stepping in to fix it.That’s where a lot of companies get surprised.They invest in systems… but forget to build the operational discipline behind them.Key TakeawaysE-commerce is an operations business Marketing brings the orders in. Operations decides whether customers come back.Speed raises the stakes The faster you promise delivery, the less room you have for error.Inventory accuracy drives everything If your numbers are off, every decision downstream gets harder.Growth magnifies what’s already broken What works at 100 orders a day rarely works at 1,000.People are still the safety net When systems fail, your team is the one holding it together.Moments Worth ReplayingThe realities of fulfillment as order volume increasesWhere inventory issues start and how they impact everything elseThe pressure created by faster delivery expectationsHow small operational gaps turn into major customer problemsAbout Ethan GiffinEthan Giffin works in the e-commerce space, focused on helping businesses navigate the operational side of growth, from fulfillment to inventory management to scaling systems that actually hold up under pressure.He brings a straightforward, practical perspective to challenges that are easy to underestimate and hard to fix once they show up.Final ThoughtSelling online is the easy part.Delivering on that promise… consistently… under pressure… is where most companies struggle.And when things go wrong, they don’t get fixed by software.They get fixed by people.Gratitude is a strategy.

Lisa Ryan welcomes Paul Sippil, forensic 401K consultant and self-described 401K vigilante. Over 17 years, Paul has analyzed thousands of public retirement plan filings and documented more than 1,300 cases of apparent excessive fees. His central argument is simple and uncomfortable: most American employers, including manufacturers, have never seen the true cost of their 401K plan, and the structure of the industry is specifically designed to keep it that way.From Recovering CPA to 401K VigilantePaul describes himself as a recovering CPA who knew from his very first day as an auditor that the path wasn't right for him. His career shifted into financial advising focused on estate and succession planning for business owners until a conversation with a colleague revealed that retirement plan tax forms were publicly available online. That discovery changed everything.When Paul began calling business owners to alert them to the fees he was seeing in their own public filings, he expected to be a hero. Instead, he got a response that told him everything he needed to know about the industry: I'm not paying anything and my friend handles that. The disconnect between what employers believed and reality was so profound that Paul realized he could build an entire career consulting in just this one area and he did.The Invisible Fee ProblemThe reason most employers have no idea what their 401K plan actually costs is simple: there is no invoice. Fees don't arrive as a bill. They flow silently through the structure of the plan itself: embedded in mutual fund management fees, deducted directly from participant accounts, or buried in arrangements between advisors and record keepers that employers never see or negotiate.The major fee categories Paul walks through include:Mutual fund fees: unavoidable, but can be minimized by choosing index or passively managed fundsRecord-keeping and administration fees: charged by providers like Principal, Voya, Fidelity, John Hancock, Paychex, and ADP, often as a percentage of total plan assetsFinancial advisory fees: either embedded as broker commissions within fund costs, or charged as a separate percentage of assets by registered investment advisorsCustodial fees: charged by institutions like Charles Schwab that hold the assetsThe compounding problem: because fees are typically percentage-based, they grow automatically as the plan grows — with no increase in services provided.The Case That Says It AllPaul shares a story that captures everything wrong with this industry in one example. A company with just three employees paid out over $49,000 in broker commissions between 2019 and 2024, to an advisor they didn't even know they had. When the HR director called to find out who the broker was, a quick Google search revealed the broker had been dead since 2014.When Paul raised this publicly, an industry administrator pushed back saying "everybody's gotta get paid." Paul's response: you first have to be living. The story isn't just an anomaly, it's a window into an industry structurally incentivized for advisors to do nothing, stay invisible, and hope clients never think to ask questions.What Manufacturers Are Leaving on the TableThe financial stakes for manufacturers are significant, particularly for business owners who often hold the largest account balances within their own plans. Paul walks through several practical opportunities most plan sponsors don't know they have:Negotiate record-keeping fees. Simply asking, no financial sophistication required, can reduce percentage-based fees that providers don't automatically lower as plan assets grow. On a $3 million plan, reducing the fee by 0.1% saves $3,000 every year, permanently.Negotiate or eliminate advisory fees. In many cases, advisors aren't performing active management; they're waiting for participant phone calls. Participants direct their own investments from a list of fund choices. The advisor isn't making buy-sell decisions for anyone.Demand dollar-denominated answers. Fee disclosures required since 2012 exist, but they're often expressed as percentages, buried in documents few people know to look for, and disconnected from any real-time cost experience. Asking "how much have you made off our plan in actual dollars, for each of the last three years?" is a question every plan sponsor should ask every provider.Consider paying fees at the employer level. Employers can choose to pay plan fees directly rather than passing them to participants. The benefit: employer-paid fees are tax-deductible business expenses, and the business owner, who typically holds the largest share of the plan balance, stops paying non-deductible fees out of a tax-advantaged account.The Department of Labor has published research showing that an extra 1% in annual fees costs a 35-year-old participant with a $25,000 balance approximately $64,000 over 30 years; roughly 28% of their ending balance. For participants with larger balances, the damage is proportionally greater.Why the Industry Doesn't Change on Its OwnPaul draws a sharp distinction between price transparency - being able to see fees - and price literacy, having enough context to know whether what you're seeing is reasonable. Even when fees are disclosed, there's no easy way to comparison-shop the way you would for a car or a cell phone. Providers don't make their pricing easy to compare. RFP processes often result in manufacturers switching from one expensive provider to another without meaningfully reducing costs.The root cause, as Paul frames it, echoes economist Milton Friedman's four ways to spend money: the people making purchasing decisions about the plan often hold a small fraction of the assets, while the people whose money is actually at stake — participants and business owners — have little or no say. That misalignment is what keeps the market from behaving like a competitive one.Paul is actively working with the Department of Labor to push for guidance — not mandates — that would require providers to send actual invoices reflecting fees in plain dollar terms. His view: if employers received invoices the way they receive bills from attorneys or accountants, the industry would change overnight.Actionable Takeaways for ListenersFind out the name of every provider involved in your plan. Record keeper, administrator, advisor, custodian — list them all. More people may be getting paid than you realize.Ask every provider the same question in plain English: How much money have you made from our plan, in dollars, for each of the last three years?Don't accept a percentage as an answer. Push for actual dollar amounts. Fee disclosure documents exist but are often deliberately opaque.Negotiate. You don't need a financial background to pick up the phone and ask your record keeper to reduce your percentage fee. The worst they can say is no.Ask your advisor how many hours they've spent servicing your account, who they spoke to, and what they discussed. If the answer is vague, the fee is worth questioning.Consider whether you need an advisor at all. In participant-directed plans, advisors often aren't making any investment decisions. If services aren't being provided, fees shouldn't be either.Look into flat-fee providers. Companies like Ascensus and Employee Fiduciary offer low-cost, transparent, flat-fee structures that are often comparable in service quality to far more expensive alternatives.Think about paying plan fees at the employer level. It creates cost sensitivity, generates a tax deduction, and protects the tax-advantaged growth inside participant accounts.Connect with Paul Sippil: paulsippil.com : resources, contact info, and more 📧 psippil@paulsippil.com

Lisa Ryan welcomes Rick Elmore, founder and CEO of Simply Noted, a 100% bootstrapped, handwritten mail automation company powered by patented robotics and AI-driven personalization. A former NFL athlete turned 9-patent tech founder, Rick scaled Simply Noted to $10 million-plus in revenue by combining manufacturing, automation, and disciplined sales systems, all without a single dollar of outside investment.From the NFL to the Factory FloorRick's path to building a robotics company is anything but conventional. Drafted to the Green Bay Packers in 2011, he played for six teams in three years before facing what he describes as an identity crisis at 25. He took the transferable skills of an elite athlete: grit, discipline, competitiveness, and the willingness to embrace a process, and applied them first to corporate sales, where he became a consistent top 1% performer, and then to entrepreneurship.The spark came during his MBA program when a marketing professor closed a three-hour lecture with a simple observation: handwritten notes get opened 99% of the time and the mailbox is empty. Rick tested the idea with a pen plotter, 500 targeted prospects, and sold $300,000 in six weeks on a $50,000 quota. The entrepreneurial seizure, as he calls it, had arrived.Building What Didn't ExistWhat followed was eight years of over-engineering everything. Because no off-the-shelf solution existed, Rick had to build it from scratch: robots, software, algorithms, and all. Key milestones include:Going through 14 engineering firms over more than a year, using each proposal to sharpen the next, before committing to a single partnerSpending three years building the technology in chunks, funded entirely by customer revenue, with Thursday-night engineering sessions running from 2 PM to 10 PMDeveloping intelligent handwriting algorithms that understand context — an "E" at the start of a word is drawn differently than an "E" in the middle or at the endBuilding 220 custom handwriting robots in a 10,000 square foot facility, holding real pens, replaced twice a day by human attendantsEarning 9 patents along the way — and openly sharing why he now thinks they may not have been worth itPersonalization at Scale: What Simply Noted Actually DoesSimply Noted has made handwritten mail as automatable and trackable as email. Clients can start simple: a spreadsheet with first name, last name, and address. or go deep with full CRM integration, LLM-powered personalized messaging, QR code tracking, delivery notifications, and trigger-based workflows. Examples include:A lead moving to "closed" in Salesforce automatically triggers a personalized handwritten thank-you noteA complaint in a ticketing system pulls the complaint data, drafts a custom apology via an LLM, and sends a pen-written note to keep bad reviews offlineE-commerce brands sending anniversary notes on the date of a customer's first purchase — completely automatedQR codes on notes that, when scanned, automatically alert a sales rep via text message to follow up in real timeWhy the Mailbox Is the Last Uncluttered ChannelAds are ignored. Inboxes are buried. Social feeds are sponsored noise. But the physical mailbox is nearly empty, and something that looks genuinely handwritten stops people cold. Rick shares how a single handwritten note from a window contractor led Lisa's family to refer over $100,000 in business. That story, he says, is exactly why relationship-based businesses: real estate, home services, financial services, nonprofits, e-commerce see the strongest results.The Athlete Mindset Applied to EntrepreneurshipRick draws a direct line between fifteen years of athletic training and his ability to build slowly, stay disciplined, and not quit when things got hard. He pushes back against the social media myth of overnight success, pointing out that most "overnight" stories hide decades of accumulated domain expertise. Compounding success over time, he argues, is as fundamental in business as it is in sport.Actionable Takeaways for ListenersStart with a crawl-walk-run approach. Request a sample kit, test a simple send, then integrate; don't try to fully automate on day one.Relationship building works best consistently over time. A one-time campaign won't move the needle. The businesses getting the most value from Simply Noted are using it month after month, year after year.The mailbox is your competitive advantage. If everyone you compete with is fighting for inbox and ad space, stepping into a nearly empty channel is an asymmetric opportunity.Personalization doesn't require complexity. Even a simple mail merge with first names on a templated message outperforms nearly any digital equivalent in open rates and memorability.Patents are lawsuit coupons. Protect your business by being so difficult to copy that competitors exhaust themselves trying — not by relying on legal protection alone.Connect with Rick Elmore: LinkedIn: Rick Elmore simplynoted.com to request a free sample kit directly from the homepage

In this energetic and information-packed episode, Lisa Ryan welcomes Tony Gunn, who leads global operations at his new venture TGM Global Services after a successful five-year run with MTD CNC. Tony has spent two decades on shop floors and in boardrooms around the world, traveling approximately 300 days a year to over 60 countries, giving him an unparalleled front-row seat to the technologies, trends, and people shaping modern manufacturing.Tony shares his remarkable journey from mopping floors on weekends for minimum wage and learning to use basic presses, to mastering CNC machining through the mentorship of industry veterans who taught him line-by-line programming. His story exemplifies the power of workplace mentorship and the importance of taking skilled workers under your wing—lessons that continue to guide his mission today.The Smartest Person in the RoomTony lives by a powerful principle: "If you're the smartest person in the room, you're in the wrong room." He thrives on being the "dumbest person in the room," learning from experts across the manufacturing spectrum—from garage shops with three or four machines to CEOs of the world's largest manufacturing companies. This humility and hunger for knowledge informs everything he does in media and content creation.His approach to sharing stories and technology stems from remembering his own starting point—when he was just learning to turn raw material into something of value. He's passionate about explaining concepts at a level that empowers everyone, avoiding the industry jargon and acronyms that can leave people behind. He never forgets the experts who gave their time to an amateur, and now pays that forward by putting others under his wing.The Technology Challenge: Keeping Up When It's Your JobTony candidly admits that even though it's his full-time job to know as much about the manufacturing industry as possible and share it with as many people as he can, he still can't keep up with how fast everything is moving. He can only imagine how difficult it must be for shop owners and operators whose day-to-day activities involve actually running their businesses.From a global perspective, Tony sees shops still running machines that are 15, 20, 30, even 40 years old—machines that run good parts but can't complete a part on one machine, requiring five machines and much longer cycle times compared to modern technology. He draws a powerful contrast from his visit to the American Precision Museum in Vermont: 200 years ago, they were making micron parts, but it took two weeks. Today, it takes two minutes.The Labor Shortage and Automation ImperativeThe conversation centers on what manufacturers are most hungry to understand and solve right now. Tony identifies the labor shortage as a critical issue that companies are trying to address through multiple strategies:Inspiring the next generation through STEM - While crucial, this is years in the making and can't be the only solutionAdapting technology in the midterm - Companies must figure out which technologies are most affordable and provide the best ROI to minimize labor shortages while competing globallyVarious forms of automation - From traditional robots and cobots to pallet systems and bar feeds, companies are finding ways to have one machinist run 10 machines instead of one, with processes running 24/7Digital transformation - Tools like Datanomics and Fulcrum that take traditionally tribal knowledge and display it on screens, giving operators and management real-time visibility into what's actually happening on the shop floor—eliminating the need for all-day meetings filled with 80% truths and 20% fabricationTony emphasizes that knowing actual uptime, real capabilities, bottlenecks, and opportunities for improvement allows companies to create better platforms for making quality products cost-effectively in a globally competitive market. While there's conversation about reshoring and nearshoring, manufacturing will always be global, and U.S. manufacturers must figure out how to compete with regions that can mass-produce with millions or billions of people ready to work.The ROI Question: Starting a Shop TodayWhen asked about the smartest ROI for shops just getting started, Tony acknowledges this is complex because every situation is different—whether you're an expert machinist starting your own shop or someone still learning, whether you're doing production runs or one-off jobs, what parts you're making, and your size constraints all matter.However, he shares powerful insights from his friends at EBITDA Growth Systems about "wizards on the machine"—highly skilled machinists who get frustrated feeling underpaid or undervalued, quit to start their own shops, and discover they can make any part imaginable but struggle with the front end and back end of business.The front end challenge: Understanding how to quote properly. Many new shop owners underquote to win more bids, working 100-hour weeks without making profit because they're selling themselves short.The back end challenge: Communication, customer service, and lead times. You can make a mistake on a part if you communicate two or three days in advance—that communication keeps clients. But calling the day of delivery saying you're a week behind will lose clients fast.Tony's theoretical approach if he were starting a shop today? Go completely automated with one or two people, where machines essentially run themselves—even automated tool loading/unloading and part removal. Take on the debt believing in yourself, invest in the quickest ROI (keeping machines running and chips flying), and either sell what you need to sell or create your own proprietary part to avoid constant bidding. Keep those spindles turning to create profitability.Culture: More Than Just MoneyWhen discussing how to create a culture where machinists don't want to leave, Tony delivers a nuanced and honest perspective. If you poll disgruntled employees about why they're unhappy, you'll get 10% in dozens of different categories—it's not one simple answer.While most people say "pay them more," Tony has been paid more and wasn't happy, so money isn't everything. Yes, most machinists deserve more money. Yes, the gap between shop floor workers and CEOs has increased dramatically. But at the end of the day, Tony believes most people are happiest when they:Feel they have purpose in their livesFeel wanted and desired in their companyKnow what they bring to the table is valuedFeel appreciated when they go to workThese things honor the human soul more than just money. Money and materialistic things come and go—money doesn't buy happiness, though it can buy things that make us happy. But in the end, those are still just things.Tony suggests bringing back elements like:Offering respect and appreciationCompetitive pay that allows people to care for familiesRetirement benefits and partnerships that many companies have droppedClean air and proper filtration in shopsReasonable break timesPurpose and meaning in daily workEvery person wants something different—some just want breathable air and a good lunch sometimes. But the easiest common denominators are having purpose in life and having enough money to live comfortably.Global Practices: What the U.S. Should AdoptHaving visited more than 60 countries, Tony has powerful insights into what U.S. manufacturers should be paying attention to globally.Brazil's SENAI SystemTony recently visited Brazil and was blown away by SENAI, a company in business since 1942 that has trained over 80 million students (putting through about 2.8 million per year). They have 60-80 locations throughout the country, and for rural areas, they send buses and boats to provide 6-9 month trainings.The game-changing aspect: It's machine shop funded. One percent of the profit that every shop in the country makes goes toward the education system, so students get free manufacturing education. They have facilities of 500,000 square meters with hundreds of the best machines available.Location specialization: Many locations are designated based on what's being made in that area. Brazil is known for aerospace, so certain areas of São Paulo focus completely on training kids for aerospace parts. Other sections focus on mold and die, plastic injection, or medical devices—similar to Switzerland's regional specialization in watches, medical devices, etc.The result: No labor shortage. No skills gap.Modern Technology in EducationTony emphasizes a critical difference between many U.S. trade schools and international programs: while manual machining has value for understanding machine vibration and what can/can't be programmed, many

In this insightful episode, Lisa Ryan welcomes Dr. Joshua Tarbutton—Chairman and Chief Innovator at Bravo Team, an engineering firm specializing in custom automation solutions for manufacturers facing tough challenges. The conversation tracks Joshua Tarbutton's journey from childhood curiosity with Light Brights and exposure to structural engineering via his father, through military service, academia, and ultimately into entrepreneurship and innovation in manufacturing.The episode tackles the urgent push for automation in manufacturing, driven by rising costs, supply chain instability, and workforce challenges. Joshua Tarbutton reflects on how fear and control can impede leadership decisions, and points out the importance of moving beyond blame and understanding the deeper social and economic forces at play.A major theme is reskilling the workforce in response to automation. Joshua Tarbutton highlights the pressures at the lower end of the labor pool—jobs that are tough to automate and have high turnover—and notes the necessity of upskilling those in roles most likely to be displaced by technology. He emphasizes a need for earlier cultivation of manufacturing interest and skills in young people, advocating for more proactive outreach beyond "manufacturing month."For companies lacking robust R&D departments, Joshua Tarbutton suggests an experiment-focused, risk-decreasing approach—start small, test hypotheses, and find the right experts to guide implementation. He cautions leaders to seek out genuinely knowledgeable advisors rather than relying solely on titles.AI and large language models are discussed as powerful tools for manufacturers at every scale. Joshua Tarbutton sees AI as both a knowledge accelerator and a supportive "smart friend," especially for leadership looking to execute better and maintain margins.Both speakers explore workplace culture, emphasizing that even in an automated world, people and teams remain the heart of innovation. Creating environments where it's safe to fail and learn, and supporting open, honest communication across teams and departments, are crucial for successful transformation.Joshua Tarbutton closes by outlining Bravo Team's approach: solving tough, high-value problems for clients through clever engineering and collaboration, supporting innovation from machine design to full product development.Actionable Takeaways for ListenersAutomate Strategically: Don't rush into automation out of fear—carefully assess timing, ROI, and reskill your workforce to maximize benefit and minimize disruption.Invest in People Early: Start cultivating interest and skill in manufacturing at a young age. Partner with schools and programs for real hands-on exposure beyond industry holidays.De-Risk Innovation: Before committing big budgets, run small, targeted experiments to prove out new ideas. This minimizes financial and technical risk in automation and R&D projects.Find the Right Experts: The right solutions depend on the right people, not just credentials. Seek out advisors and partners who prioritize transparency and a proven track record.Leverage AI for Competitive Edge: Use AI and language models to access knowledge, troubleshoot challenges, and support leadership decisions. Treat AI as a resource for innovation and execution.Prioritize Workplace Culture: Foster psychological safety for your teams to test, fail, and learn. Support open communication between financial and technical roles to keep projects aligned and teams motivated.Ownership and Honest Conversations: Break down silos and create space for honest dialogue around budgets, strategy, and goals—even if this means rethinking how information is shared across your organization.Maintain Clarity in Project Management: Set clear definitions of success and checkpoints for teams. Celebrate progress and create regular "vistas" so employees feel recognized and motivated.Connect with Bravo TeamWant to learn more or see if Bravo Team can help your business tackle tough challenges? Visit Bravo Team Tech for videos and case studies, check out Joshua Tarbutton's personal website, or explore innovations like BravoWalk, the team's engineered dog collar solution.For more episodes, insights, and actionable strategies, stay tuned to the Manufacturers Network Podcast with Lisa Ryan.

In this episode, Lisa Ryan sits down with Moustafa Moursy, founder of Push Analytics and a top-tier HubSpot agency partner, to break down what’s really holding manufacturers back from operational excellence, and how to fix it. Drawing on his hands-on manufacturing background and expertise in sales and project management, Moustafa Moursy reveals the most common process traps, why data-driven operations matter, and how aligning tools with culture can give your business a serious edge.Key Topics Covered:- Why manufacturing companies must treat their business processes like their product lines—with clear inputs, outputs, and controls- The real culprit behind ineffective sales processes (hint: it’s not just paperwork or CRM overload!)- How to strike the perfect balance between over-complicating and under-complicating systems, especially for sales teams- The importance of stakeholder involvement when designing or revamping business processes- Ways successful manufacturers build robust supply and value chain relationships- The most overlooked opportunities for digital transformation in manufacturing- How manufacturers routinely leave money on the table—and simple strategies to capture it- Why culture, not just technology, is crucial for real transformationActionable Takeaways:1. Map Your Processes First: Don’t jump straight to adopting new tools; start by zooming out and mapping your current workflows, obstacles, and business goals.2. Engage Key Stakeholders: Involve the people actually using the system, especially sales reps, in the design and refinement of your processes to drive buy-in and better results.3. Find Your CRM Sweet Spot: Focus on the CRM features that directly support your goals—instead of chasing 100% utilization, identify the tools your team really needs.4. Follow Up Relentlessly: Make quoting and order follow-up a non-negotiable habit; most revenue leaks happen because opportunities fall between the cracks.5. Build Process-Centric Culture: Remember, the best technology won’t help unless your team is trained, supported, and committed to continuous process improvement.6. Connect Sales and Production: Create seamless handoffs between sales and post-sales/project management to prevent friction and ensure great customer experiences.Resources & Contact:To learn more or connect with Moustafa MoursyResources & Contact:To learn more or connect with Moustafa Moursy and the Push Analytics team, email hello@pushanalytics.com and mention The Manufacturers Network Podcast.Tune in and discover how process alignment and smart technology adoption can drive your manufacturing business forward—one actionable step at a time!and the Push Analytics team, email hello@pushanalytics.com and mention The Manufacturers Network Podcast.

In this episode of The Manufacturers Network Podcast, Lisa Ryan sits down with Chris Hallberg, a veteran entrepreneur, business coach, and the original "Business Sergeant." As one of Colorado's first EOS Implementers, Chris has helped more than a hundred companies transform chaotic teams into aligned, accountable, and energized organizations. Together, they unpack the secrets behind building a powerful culture and resilient performance—whether on the shop floor or in the boardroom.What You’ll Learn:- What EOS (Entrepreneurial Operating System) is and how to use it as the “operating system for your business”- How to identify when leadership, not the market, is your biggest roadblock- The “Business Sergeant” approach—combining military discipline and team accountability with entrepreneurial creativity- Tactical steps to boost engagement and select unicorn team members by design, not accident- Why selection and intentional hiring are more important than trying to “fix” team members- Building processes that reduce daily interruptions and make onboarding (and execution) seamless- How to leverage AI as a low-risk, high-return way to enhance your team’s effectiveness- Tips for doubling down on accountability—celebrating top performers and addressing underperformance head-onActionable Takeaways:1. Clarify and Cascade Your Vision: Create a simple, two-page business plan (like the Vision Traction Organizer) that answers: Who are we? Why do we exist? What makes us unique? Use it to align every employee or help them self-select out if they don’t fit.2. Get the Right People in the Right Seats: Focus your recruitment on people who *want* the job, *get* the job, and have the *capacity* to do the job. Use intentional selection processes (including pre-interview personality assessments) to build an all-in team.3.Make Engagem ent Measurable: Implement clear performance metrics and create an environment where great contributors are recognized—and those who aren’t, are held accountable.4. Borrow Military-Level Discipline, Not Rigidity: Foster personal responsibility and a team-first mindset, but keep space for initiative, creativity, and individual strengths.5. Operationalize Processes with AI: Use AI-powered platforms to centralize SOPs, policies, and team knowledge so everyone gets instant, accurate answers—freeing leaders from repetitive interruptions.6. Commit to Continuous Improvement: Set quarterly rocks (major priorities) and get everyone in a “90-day world” rhythm to maintain focus and momentum.7. Invest in Unicorn Retention: Put real effort—and budget—towards keeping and rewarding your all-star performers. Retention happens in the same place accountability lives.Connect with Chris Hallberg: - Email: chris@goexpand.com - Online Course & Resources: Business Sergeant - LinkedIn: (Make sure to connect there as mentioned in the episode!)Favorite Quote: “Great doesn’t happen on accident. Be intentional, commit to finding, onboarding, and developing the best humans—and create a system where greatness can thrive.” — Chris Hallberg

Quick question, when's the last time your team truly celebrated a win? Not the "pizza in the breakroom" celebration. I mean real, meaningful recognition that made people feel proud and inspired them to keep going.Here's the truth: celebrating wins isn't just nice-to-have, it's fuel for your culture. When you do it right, your applause doesn't just pat people on the back. It keeps them engaged, loyal, and striving for excellence.------------------This episode is brought to you byGrategy, where we help manufacturing leaders create cultures people want to work in and nobody wants to leave. Through the Six Gears of Grategy®, we give leaders practical tools to strengthen their teams and drive results, from onboarding to recognition strategies that actually stick. Learn more at LisaRyanSpeaks.com.---------------------We celebrate the big wins, major milestones, huge contracts, and completed projects. And we definitely talk about problems when things go wrong. But what about the middle ground? The day-to-day excellence when people are quietly doing great work? That usually goes unnoticed.Here's what we're missing: countless moments worth celebrating. Catching a problem before it becomes a crisis. Finding a better way to do something. Consistently hitting deadlines. These small victories deserve recognition too.When you celebrate these moments, you're not just making someone feel good. You're reinforcing the behaviors you want to see more of. You're connecting employees back to the mission and reminding them why their work matters. That's what fuels pride, loyalty, and ongoing engagement.Busting the Myths:Myth #1:Recognition means big, formal programsTruth: Awards dinners and plaques have their place, but if that's the only time people hear"thank you," you're missing the most powerful driver of engagement: recognition in the moment.The best applause happens organically. When someone calls out a coworker during a shiftmeeting for jumping in to help. When a team lead thanks an operator right on the line for catching an error. These moments are specific, sincere, and tied directly to behaviors you want to see again.And recognition doesn't have to come from leadership alone. Peer-to-peer recognition is often more powerful because it comes from people who work alongside you every day and know exactly what it takes to do the job well.Myth #2: If people are doing their job, they don't need applauseTruth: There's a huge difference between doing your job and doing it well. If leaders only speak up when something goes wrong, employees start feeling like their best efforts don't matter.Recognition isn't coddling, it's reinforcing right behaviors, building morale, and keeping people motivated to give their best. And here's the kicker: it doesn't matter what generation someone belongs to. Baby Boomers, Gen X, Millennials, Gen Z, everyone wants to feel valued for their work.Four Strategies That Work Strategy 1: Be Specific, Not GenericA quick "good job" is fine, but it's vague. Instead, call out exactly what the person did and why it mattered. "You caught that defect before it left the plant, which saved us from a costly recall." Now they know their actions had real impact.Quick Action: In your next conversation, name the specific behavior and the result it created.Strategy 2: Make It TimelyRecognition loses its punch when it comes weeks later. I remember a colleague who won a trip to Hawaii. Her manager took three weeks to congratulate her. After she went on the trip, she left the company.Quick Action: Recognize someone within 24 hours of their achievement. Even a quick hallway conversation matters when the timing is right.Strategy 3: Celebrate Small Wins DailyNot every victory has to be monumental. Often, it's the everyday wins that keep teams motivated, hitting daily production goals, solving stubborn maintenance problems, and finding safer ways to complete processes.I worked with one company that created a simple "Win Wall" in their breakroom. Anytime someone accomplished something, they wrote it on a sticky note. Some were huge client wins. Others were as simple as "We finally fixed the forklift charger!" That wall became a daily reminder of progress and teamwork.Quick Action: End your next shift meeting by sharing one "win of the day" and inviting others to share theirs.Strategy 4: Make It InclusiveRecognition shouldn't only go to the loudest, most visible employees. Your most valuable contributions often come from people working quietly in the background, keeping things running smoothly.Track your recognition. Keep a simple list of employees' names and mark each time you acknowledge someone. You'll spot patterns and realize there are people you haven't recognized in weeks or months.Quick Action: Create a recognition log and use it for 30 days. Watch how your awareness of everyone's contributions increases.Recognition isn't just about making people feel good, though it does that. It's about creating a culture where excellence becomes the norm, where people feel seen and valued, and where your best performers want to stay and grow.When you make recognition a daily habit, something remarkable happens. Your team doesn't just work harder; they work with purpose. They don't just show up; they show up engaged. And they don't just stay because they have to, they stay because they want to be part of something bigger.That's the kind of culture that doesn't just survive in today's competitive market; it thrives. This show is for you, so tell me your biggest workforce challenge. Message me on LinkedIn or email me at Lisa@Grategy.com, and I may feature your question in a future episode.Thanks for joining me for this episode of The Manufacturers Network. I'm Lisa Ryan, reminding you that culture is not a perk; it's your strongest competitive advantage. See you next time.  

In this episode of The Manufacturers Network Podcast, Lisa Ryan talks with Dag Calafell, a 25-year technology veteran helping global manufacturers modernize through Microsoft solutions. Dag shares how his early days as a developer at Parker Hannifin led him to his current role at MCA Connect, where he works with manufacturers to turn digital transformation into practical results.They dig into where AI and automation actually move the needle in manufacturing, the hesitation many leaders still feel about new technology, and how companies can connect plant-floor data with back-office systems. Dag and Lisa explore everything from AI-powered cost tracking and maintenance insights to how internal hackathons can fuel innovation and upskill teams.Key Takeaways:A strong data foundation is critical for any AI or automation success.AI and automation can ease workforce shortages and improve agility.How manufacturers are using AI for production costing, defect detection, and predictive maintenance.Treating AI initiatives like continuous improvement projects rather than one-time fixes.The power of cross-functional collaboration and shared learning in tech adoption.Why ROI timing matters more than having the newest technology.Memorable Moment: “AI doesn’t have to replace people, it can make the work we already do smarter. The key is treating it like continuous improvement, not a one-time project.” — Dag CalafellConnect with Dag Calafell: MCAConnect.comConnect with Lisa Ryan: LisaRyanSpeaks.com👉 LinkedIn: Lisa Ryan, CSP

In this episode, Lisa Ryan talks with Laura Phillips, Vice President of Engineering and Procurement at Pella Corporation, about what it really takes to sustain a century-old company while staying future-ready. Laura shares how Pella’s culture of caring boldly, where truth, accountability, and collaboration coexist, continues to drive innovation and inclusion across 21 manufacturing sites and 11,000 team members.From her early doubts about fitting into a male-dominated field to leading large engineering and procurement teams, Laura traces her journey through mentorship, curiosity, and courage. She and Lisa dig into how manufacturers can modernize without losing their soul, create workplaces where people belong, and make manufacturing a career destination for the next generation.Key Takeaways:Turn Fear into Fuel: Manufacturing isn’t the “dirty and dull” image from old textbooks—it’s bright, high-tech, and full of creativity and problem-solving.Caring Boldly: Pella’s three culture pillars: care, learn, deliver results, show up in how teams challenge each other honestly while still supporting one another.Innovation Through Listening: The award-winning SteadySet installation system was born from conversations with installers about safety, efficiency, and pride in their work.Representation Matters: From hosting Girl Scouts to collaborating with universities, Laura shows how early exposure changes how young people, especially girls, see the trades.Flexible Futures: Four-day workweeks, job sharing, and automation are reshaping what flexibility looks like on the factory floor.Tech That Serves People: Automation at Pella is designed to reduce strain, prevent injury, and make jobs more ergonomic and rewarding.People Before Process: Laura’s bottom line: strategy fails without people. Listen first, engage early, and build every improvement together.Memorable Quote: “No strategy is effective without the team. The people are the most important thing; make it about them.”Connect with Laura Phillips:🔗 LinkedIn: Laura PhillipsAbout the Host:Lisa Ryan, CSP, is a keynote speaker, author, and Chief Appreciation Strategist at Grategy®, helping manufacturers and skilled-trades organizations keep their best employees from becoming someone else’s. Learn more at Grategy.com.

In this episode of The Manufacturers Network Podcast, host Lisa Ryan talks with Sameer Narkar, Founder and CEO of Konnect Insights, a bootstrapped SaaS company that’s redefining how enterprises manage customer experience.What started as a small team of engineers in India has grown into a platform used by 400+ global brands in 35+ countries, managing over a billion customer interactions every year. Konnect Insights helps businesses unify social listening, omni-channel ticketing, analytics, and publishing all in one place.Sameer shares what it takes to grow a tech company without external funding, how AI can actually simplify work instead of overcomplicating it, and why passion and trust, not just technology, win customers and retain top talent.In This Episode, You’ll Learn:What “omni-channel” really means for customer experience (and why most companies get it wrong)The difference between plug-and-play AI and purpose-built, “home-cooked” AIHow to scale globally using partnerships instead of massive ad budgetsWhy emotional connection often lands your first five clients before product maturity doesHow to navigate language, culture, and local regulations when expanding internationallyThe three factors that keep core employees loyal for the long haulKey Quote: “Your first customers don’t choose you because you’re the biggest or best; they choose you because they believe you’ll go the extra mile.” — Sameer NarkarAbout Sameer Narkar: Sameer Narkar is the Founder and CEO of Konnect Insights, a unified customer experience management platform combining social listening, omni-channel ticketing, analytics, and publishing. Under his leadership, Konnect Insights has grown organically into a trusted enterprise solution for global brands across 20+ industries.Connect with Sameer: LinkedIn: Sameer NarkarWebsite: Konnect InsightsConnect with Lisa: Website: LisaRyanSpeaks.com LinkedIn: Lisa Ryan, CSPListen now to learn how Sameer turned curiosity, persistence, and partnerships into a global success story and why staying human is still the smartest growth strategy of all.

In this episode, host Lisa Ryan sits down with Eric Wick, founder of Safety Team Technologies. Drawing from over 15 years of experience in insurance and hands-on safety consulting, Eric shares his journey from the financial sector to creating innovative solutions for blue-collar safety and OSHA compliance.Key Topics & Takeaways:From Finance to the Shop Floor:Eric recounts his early career pivot from finance to industrial sales and, eventually, risk management for blue-collar businesses. Learn how his dedication to supporting small business owners shaped his approach to safety and compliance.The Pain Points of OSHA Compliance:Discover the two sides of OSHA compliance—the written Injury Illness Prevention Program (IIPP), which is easier to create than ever before, and the real challenge: implementation and documentation of ongoing safety meetings and hazard assessments.Insurance Premiums & Experience Mods Demystified:Eric explains why manufacturers face higher workers compensation premiums and illustrates, with real-world examples, just how costly workplace injuries can be. He offers practical steps to reduce claims and improve your insurance rates.The Power of Recurring Safety Training:Consistency is key! Eric shares why regular, relevant safety trainings (especially with quizzes and gamification) not only reduce accidents but can translate into significant cost savings for businesses.Leveraging Technology & Automation:Eric provides actionable tips on using automated software for tracking safety meetings, hazard assessments, and employee attendance, making compliance less of a headache and more of a business asset.Building a Safety-First Culture:Eric and Lisa discuss the importance of showing employees that safety initiatives are about caring for their well-being—not just checking the OSHA compliance box.Practical Tools & Resources:Eric highlights a free OSHA compliance checklist available on the Safety Team Technologies website and explains how their automated platform can fit any manufacturer’s workflow and budget.Who Should Listen:Manufacturing leaders, HR professionals, safety managers, insurance brokers serving blue-collar industries, and anyone interested in practical strategies for safer, more compliant workplaces.Resources Mentioned: Download a Free OSHA Compliance Checklist: oursafetyteam.com Schedule a no-pressure demo or enroll in automated safety training starting at just $5/employee/monthConnect with Eric Wick:Discover how to simplify OSHA compliance and enhance your safety culture at oursafetyteam.com.Don’t miss this episode if you want to streamline compliance, lower insurance premiums, and send your people home safer every day!