It’s Only Common Sense: When the Cheapest Board Becomes the Most Expensive
The Chemical Connection: Employee and Operator Empowerment in the Age of AI
The Big Picture: Not One, But Three Grey Rhinos
Building great products requires great engineering, but building a successful engineering company requires something more. Leaders must make decisions about investments, acquisitions, workforce development, automation, sourcing, strategy, and innovation, all while navigating changing markets and emerging technologies.
This collection of articles and columns explores the business side of technical leadership, by gathering perspectives from executives, engineers, entrepreneurs, and industry experts who understand that long-term success depends on more than technical excellence.
Why does this matter now? Because decisions that once seemed primarily technical have consequences for capacity, profitability, resilience, and growth. Whether you're deciding where to source, when to automate, how to scale your systems, or where operational improvements will have the greatest return, understanding the business implications can lead to better decisions. These five articles offer different perspectives on how companies are doing just that.
“Punching Out: How to Stay Focused in Business and M&A,” by Tom Kastner
Leaders need to know when (and why) to step back from day-to-day operations and focus on the strategic decisions that can determine growth, valuation, and a successful M&A deal.
“Global Sourcing Spotlight: The New Landscape of Manufacturing,” by Bob Duke
Cost is no longer the only measure of a strong sourcing strategy as you balance price with resilience, regional diversification, reliability, and geopolitical risk.
“Automation as a Survival Strategy,” by Marcy LaRont, with Aurelijus Beleckis
Rethinking the traditional ROI calculation for automation reveals a bigger question for manufacturers: What could it cost your business if you choose not to invest?
“ERP, Automation, and Maturity: A Systems Framework for Manufacturers,” by Scott Ryan
As you grow as a manufacturer, moving beyond spreadsheets and disconnected processes can create the foundation you need to scale, automate, and make better use of emerging technologies.
“Nolan's Notes: The ROI of Setup Optimization,” by Nolan Johnson
Reducing setup time can do more than improve your efficiency. It can unlock capacity, reduce costs, improve responsiveness, and strengthen your competitive position.
