The Manufacturers Network

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 insightful and practical episode, Lisa Ryan welcomes Sebastian Chedal, founder of Fountain City and co-founder of TestFox.ai. Sebastian helps executives implement AI strategies that actually work, focusing on one critical question: How do you join the 20% of AI initiatives that succeed instead of the 80% that fail? With 60% of his work in manufacturing and industrial sectors, Sebastian brings a grounded, practical perspective where implementation matters more than hype.A Journey Through Digital TransformationSebastian's journey began in 1998 when he started Fountain City in the Netherlands. Over more than two decades, his work has evolved through network security, website and app development, creative projects, and ultimately into digital transformation with a focus on AI implementation—predominantly in manufacturing.As a self-described generalist at heart with diverse interests, Sebastian has founded five businesses total (two non-profits that didn't make it), giving him an entrepreneurial track record that includes both successes and failures. This real-world experience informs his practical, results-oriented approach to AI implementation. Fountain City has been the anchor and core of his professional life, adapting and evolving as technology has transformed over the past 26 years.The Catalytic Moment: Why AI Is Different NowSebastian draws a powerful parallel between today's AI landscape and the mid-1990s internet era, when people would ask, "What's a website? I don't need a website. Why would I need a website?" People didn't understand the benefits, how it worked, or how much effort it would take to implement.Like many technological innovations, AI has finally reached a threshold catalytic point where it becomes truly useful, effective, and mainstream. The real breakthrough with large language models (LLMs)—what most people refer to when discussing AI today—is the ability to create qualitative automations, not just deterministic ones.The Fundamental DifferenceDeterministic automation (traditional): If this number is above this number, do this thing—straightforward logic gates we've had for decades.Qualitative automation (AI-powered): Integration of nuanced, context-dependent decisions into automation processes, opening entirely new categories of automation.This capability works at multiple levels:Workflow automation: Eliminating time-consuming, mundane work like data transformation and entry that used to require hours or intern laborStrategic support: Brainstorming, strategic planning, code planning, and design patternsKnowledge work: Tasks requiring judgment, context, and understanding rather than simple calculationsThe last year in particular has brought proposals and curiosity from people wanting to understand what it actually takes to put these systems in place—but the hype also leads to overestimation of capabilities and underestimation of implementation effort.Becoming AI-Ready: The Foundation for SuccessSebastian outlines several critical dimensions of AI readiness that organizations must address:1. Management and Strategic VisionThe wrong approach: "We need to make sure 30% of our processes are run by AI by the end of the year."This mandate isn't inspiring and doesn't give teams something meaningful to rally behind, even if it's the directive from stakeholders or management.The right approach: Transform mandates into meaningful vision:"We're bringing in AI to help you do less of the time-consuming work that distracts you from the real work you want to be doing""We're implementing AI to help with knowledge retention and dissemination so the experts' answers reach more people's hands"Focus on removing bottlenecks and freeing up people's time2. Clear Long-Term Goals with Measurable StepsDefine what you're trying to achieve with AI long-termBreak it down into concrete steps with measurable ROIEnsure each step has an actual, achievable outcomeKeep the focus as narrow as possible—projects that try to do too many things with AI often fail3. Data InfrastructureStart before you even have a project: Capture as much data as possible everywhere you can:Record callsTranscribe videos and podcastsStore blogs and written contentOrganize existing documentationWithout good data, you end up with generic inputs for AI systems. With rich data, you can plug services directly into it and create genuinely useful, customized solutions. Data can be organized, synthesized, or analyzed—but you must have it first.4. Process Documentation and FormalizationThis is especially critical in manufacturing, where Sebastian frequently sees companies with ambitious AI project ideas but:Processes exist only in someone's headThe CRM system is "Bob's phone with all his contacts"Sales approaches vary completely by individual with no standardizationNo formal documentation of workflows or decision treesThe three-tiered AI implementation process:Tier 1 - Data: Identify what data is needed and ensure it's being capturedTier 2 - Process: Document, create, and formalize processes (healthy for business regardless, supporting legacy, growth, and consistency)Tier 3 - AI Integration: Once processes are well-defined (ideally as flowcharts or UML diagrams showing logic trees), integrate the actual LLM componentsCritical insight: Don't just throw AI everywhere. Use traditional automation for deterministic tasks and AI only where you need qualitative assessment. Using AI for math or deterministic systems can lead to significant issues.Solving the Knowledge Retention CrisisOne of the most popular AI applications Sebastian sees in manufacturing is knowledge retention and dissemination. When you have people who've been with the organization for 20, 30, or 40 years with critical knowledge in their heads—or in "Mikey's CRM on his phone"—losing them creates devastating gaps.Knowledge Capture StrategiesThe right approach depends on where the data currently exists:Email archives: One manufacturing client is leveraging 20-25 years of email conversations, using AI to analyze and create a knowledge springboardData synthesis: Use AI with structured inputs to generate data, then have subject matter experts review, correct, and essentially train the system on what's accurateExisting documentation: Documentation may already contain answers but be inaccessible or unsearchable—AI can make it queryable and usefulStructured interviews:Formal interviews recorded on callsSelf-guided prompts where the expert records video or voice responses on their own scheduleAdapt the method to how each person thinks and works best—make the process as smooth as possibleThe key mindset shift: AI isn't here to replace jobs—it's here to ensure that the work someone has been doing for 30 years can continue for the next 30 years, preserving institutional knowledge and expertise.Addressing AI Fear and ResistanceSebastian has studied resistance extensively and emphasizes that education is the most important antidote to fear.The less people understand about how AI works and what it does, the more they glorify it and see it as a threat. The more they understand it, the more they realize how to control and use it as a tool—just like a calculator helps a scientist do faster math equations.The Self-Fulfilling ProphecyThe dangerous pattern: People who refuse to learn AI out of fear are actually at the biggest risk of replacement. If you didn't want to use computers when they were being invented because you feared job loss, but then jobs required computer skills, you couldn't get hired—and the thing you feared came true because you created it.The reality: Jobs of the future will be influenced and affected by AI. There is a need to adapt, learn, and shift in certain domains. But understanding AI greatly reduces the risk of flat-out replacement.The people honestly at biggest threat are those who are afraid and don't want to learn.Keys to AI Project SuccessProject Sizing and ScopeTimeframe: Something between 3 months to 1 year is ideal for AI sub-projects. Rarely do projects over 2 years make sense in the current AI landscape.Breaking down big goals: You might have a long-term vision (like creating a virtual sales engineer who knows everything about your B2B products and can speed up customized quotes), but break it into achievable steps:Step 1 (3 months): System answers Q&A emails after webinars. Initially, humans answer while training the knowledge base.Step 2 (3 months): Launch internal/external product replacement lookup tool for specifications—could be conversational or simple search.Step 3 (6 months): Expand to training new engineers with best practices and accumulated knowledge.Step 4 (1 year): Eventually reach the goal of quote assistance for customized solutions supervised by engineers.Each step has a concrete outcome and measurable value, building toward the ultimate vision.The Scaffolding PrincipleSebastian emphasizes that scaffolding is crucial whether you're writing code or improving sales and marketing processes. Think of it like painting:First: Fill the canvas with broad strokes and broad fields of color Then: Work on the detailMany projects fail because teams focus intensely on detail execution without doing the scaffolding first. Define the logic flow and overall structure before diving into specifics.Important AI characteristic: AI is a "pleasing system"—it always wants to please you in the way it thinks will please you. If you ask it to criticize your work, it will criticize because it thinks that's what you want. You must have the right methodology and approach in both project planning and implementation steps to work effectively with AI systems.Unexpected Risks and ChallengesAI GovernanceThe zero-tolerance trap: Some companies have zero AI tolerance, telling teams they can't use AI due to legal risks, copyright concerns, IP protection, or process concerns.Why it's dangerous: People bypass the restrictions anyway—using different browsers, personal laptops, or working from home. The water flows around your barriers.The solution: Establish at minimum a governance policy framework:How should people use AI?How can they use it safely?What's allowed and not allowed?Create control without being so tight that people work around you. Balance protection with practicality.Change ManagementAI projects are fundamentally transformation projects, which means they're change management projects. Several dynamics emerge:Underlying issues surface: An AI project might be "the straw that breaks the camel's back" where a department that's felt ignored for two years suddenly expresses frustration—which has nothing to do with AI but is triggered by another major change.Education and experience gaps: The difference in AI familiarity between upper management and the floor can create challenges. Sometimes upper management hasn't used AI yet (though they may be shy to admit it), while certain departments or individuals race ahead.Assessment needs: Understanding where your business sits on the AI maturity spectrum is critical:Pre-AI with no idea how it works?Casual familiarity?Advanced users in some departments?The Weakest Link PrincipleSebastian recommends an AI readiness self-assessment where you rank yourself against different areas. Following the principle that "a chain is only as strong as its weakest link":If your team has tremendous AI hunger and passion, racing ahead with learning and implementation, but you have zero governance in place—governance is your weakest link. Address it to catch up with where you're steaming ahead in other areas.Critical insight: Even if you don't immediately address disparities, knowing they exist is valuable. You know what you don't know, instead of not knowing what you don't know—which is usually where projects fail.Most project failures over 20+ years happen because someone didn't realize something they didn't know they needed to know.Real-World Success PatternsSebastian emphasizes that 2025 saw knowledge retention as a particularly popular application, with multiple manufacturing companies working to:Capture expertise before retirementsDistribute knowledge more widely for trainingRemove bottlenecks created by having all answers in one person's headCreate systems that preserve institutional memoryThe correlation Sebastian draws to social media adoption is instructive: companies initially had either zero tolerance or wild-west approaches until they developed policies and governance. Now it's part of the standard business lexicon. AI will follow a similar trajectory.Getting Started: Sebastian's RecommendationIf you're at the very beginning: Focus on learning, awareness, and discussion. Recognize AI's importance and that it's not going away. Make time for this—it matters.If you're further along: Conduct an AI readiness assessment to understand where you stand across all dimensions.If you're ready to implement: Create a roadmap with proper planning, breaking projects into those 3-month to 1-year achievable milestones with clear outcomes.Step one for everyone: Figure out where you're at, then have a good overview assessment of your business across all AI readiness dimensions.Actionable Takeaways for ListenersStart Capturing Data Everywhere Now Before you even have an AI project, begin recording calls, transcribing videos, storing blogs, and organizing documentation. Data is the foundation—without it, you only get generic AI outputs.Transform Mandates into Meaningful Vision Don't just say "30% of processes must use AI by year-end." Frame it as "freeing you from time-consuming work" or "getting expert knowledge into everyone's hands."Document Your Processes First If your processes exist only in people's heads or vary by individual, formalize them before attempting AI implementation. Create flowcharts showing logic trees and workflows.Keep Projects Narrow and Time-Bound Target 3 months to 1 year for AI sub-projects. Break big visions into concrete, measurable steps with clear ROI. Avoid projects trying to do too many things at once.Focus on Scaffolding Before Details Like painting with broad strokes before adding detail, establish your overall structure and logic flow before diving into execution specifics.Combat Fear with Education The less people understand AI, the more they fear it. The more they understand, the more they see it as a controllable tool. Make education a priority across all levels.Use AI Only Where You Need Qualitative Assessment Don't throw AI everywhere. Use traditional automation for deterministic tasks (math, simple logic gates). Reserve AI for contexts requiring judgment, nuance, and qualitative decisions.Establish AI Governance Early Create clear policies on...

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 U.S. schools limit students because of fear they might crash expensive equipment.Students often don't get exposure to 5-axis machines, 8-axis machines, or turning centers with 4 turrets and 2 spindles. They learn remedial processes, so when they enter a shop, they can do remedial work but can't immediately help make the complex parts that need to be made.In contrast, places like Brazil and Switzerland have students working on the technology of today in their trade schools. When they graduate, they can immediately drive impact and make good parts on complicated machines. In Switzerland, 300,000 students aged 11-18 attend an exhibition dedicated to helping them select careers, and by age 20, they have a degree and are productive in the workforce.China's Automation LeadershipWhile China is known as the "king of reverse engineering," Tony points out they've also started improving on that engineering and now have genuinely great technology. More significantly, they've purchased more automation than any other country in the world, allowing them to automate high productivity in machine shops better than anyone else right now.The U.S. got left behind in automation adoption over the last 20 years. American manufacturers need to look to countries that have adopted automation far more quickly and successfully.Elevating the Invisible IndustryTony's passion for putting machinists on camera and sharing their stories stems from two powerful motivations:1. Authentic Information TransferWhen a machinist gets on camera and shares their somewhat unbiased or agnostic view about how technology is working for them, it's the best way for viewers to receive information without feeling like they're being sold something. While salespeople should know their technology better than anyone (and there's value in learning from them), everyone knows they're being sold something.When you hear from the person on the floor working the equipment every single day—someone who's had the trials, mistakes, and failures, and has worked to create success—that has unique value. People want to receive information from someone running the parts daily.2. Giving Machinists the Respect They DeserveManufacturing has been an invisible industry for far too long. Tony's company slogan is "We machine the unseen that moves the world." People are happy to have their phones, cars, and planes, enjoying all the things made through manufacturing, welding, and trades—yet these industries don't get respect.Manufacturing was demonized as the second opportunity if you couldn't get into university. It was considered for misfits, losers, dropouts, and GED educations. That's simply not the case.As AI starts taking more simplistic jobs of people sitting at computers coding in cubicles, it currently cannot replace people working with their hands. Plumbers, electricians, and machinists represent the future for anyone who wants a good, stable career for a lifetime.Tony wants to give these professionals a voice and opportunity to share their stories because he's tired of them not being respected. He was tired of not being respected himself, but he has a "big freaking mouth" and keeps talking about it until hopefully earning that respect. You can't demand or force respect—you earn it. In doing so, he tries to give others the confidence to do the same and let them know how important they are.Looking Ahead: The ResurgenceTony is tremendously excited about his new transition to TGM Global Services, which gives him more opportunity, flexibility, and creativity to do what he's always wanted. His YouTube channel is approaching 400,000 subscribers (aiming for a million within the year), LinkedIn is thriving, and Instagram is growing in markets like Brazil and India.The partnerships he's forming for 2026 involve great people and products, with opportunities to showcase technology the world has never seen before—like one of only three fourth-generation systems in the world (the others being in France and Sweden) that can even help fight cancer.Beyond personal excitement, Tony sees a resurgence in the industry. Respect is starting to come back. He has friends who've quit their day-to-day jobs to pursue inspiring the next generation—traveling to middle schools and high schools, giving keynotes, conveying messages not just to students but to parents (because you have to convince parents this is a good idea, not just students).As a perpetual optimist (sometimes annoyingly so), Tony is hopeful and grateful to play a small part in this amazing industry that's given him so much over the last 25-plus years.Actionable Takeaways for ListenersEmbrace the "Dumbest Person in the Room" Mindset Surround yourself with experts and admit when you don't know something. The best learning happens when you're comfortable saying "I don't know that answer, thank you for teaching me."Remember Your Starting Point When explaining technology or processes, consider those who are just learning. Avoid overwhelming people with acronyms and jargon—empower them with clear, accessible information.Prioritize Digital Transformation for Real Visibility Implement systems like machine monitoring and shop management software even if you only have one or two machines. Knowing the real truth about uptime, capabilities, and bottlenecks is invaluable for growth.Master the Front End and Back End of Business Being a wizard on the machine isn't enough. Learn to quote properly (don't undersell yourself), communicate proactively with customers, and manage lead times transparently to retain clients.Start with Strategic Automation If starting today, consider taking on debt to invest in automation that keeps machines running 24/7. The quickest ROI comes from keeping spindles turning and chips flying with minimal labor requirements.Build Culture Beyond Compensation While competitive pay matters, focus equally on creating purpose, appreciation, and respect in your workplace. People stay where they feel valued and know their contributions matter.Invest in Modern Training Equipment Don't limit your team or apprentices to outdated manual equipment out of fear. Exposure to 5-axis machines, turning centers, and modern automation prepares people to create immediate value.Learn from Global Best Practices Study how countries like Brazil fund education through shop contributions (1% of profits), how they align training with regional specializations, and how China has embraced automation at scale.Adopt Automation to Compete Globally The U.S. got left behind in automation over the last 20 years. Look to countries that have adopted it more successfully and implement proven solutions to remain competitive.Give Your Team a Voice Share your machinists' stories and perspectives. Let them showcase their expertise on video, social media, or industry platforms. Their authentic experiences are more valuable than any sales pitch.Pay Attention to Technology Even When You Can't Keep Up Even experts struggle to keep pace with technological change. Make time to follow industry media, attend trade shows, and stay connected with your network to avoid falling behind.Mentor the Next Generation Remember the people who took you under their wing and pay it forward. Take time to teach, support, and encourage those just starting their manufacturing journeys—they'll never forget it.Connect with Tony GunnWant to continue the conversation or follow Tony's global manufacturing adventures? Connect with him on:LinkedIn: For business updates and day-to-day activities (Tony respects LinkedIn as a business platform and keeps content...

In this thought-provoking episode, Lisa Ryan welcomes Bruce Vojak, a leading authority on strategic innovation with a unique combination of deep and broad experience. As a business advisor, board member, senior fellow with The Conference Board, and author of two highly regarded books on innovation published by Stanford University Press, Bruce helps mature companies in mature industries survive and thrive in an increasingly volatile, complex, and ambiguous world.Bruce shares his journey from engineer and techie to innovation strategist, sparked by his fascination with remarkable innovators—not their processes or cultures, but the people themselves. This curiosity led him to decades of research exploring the question: "How do they know what to do?" His work focuses specifically on mature manufacturing companies, making his insights particularly relevant for today's industrial leaders.What Is Innovation?Bruce clarifies a common misconception: innovation isn't just creativity or something new—it must have financial impact and marketplace value. While many manufacturers focus on lean implementations, Six Sigma, or equipment upgrades, true innovation changes the basis of competition in an industry. It creates advantages or protects against disadvantages in transformative ways.He illustrates this with compelling examples:The Carrot Evolution: From knife peeling to safety peelers, then to Oxo's ergonomic design and finally pre-peeled baby carrots that increased overall consumptionMoneyball: How the Oakland Athletics revolutionized baseball team optimization using sabermetrics instead of gut feelingsThe lesson? Innovation exists in every industry, you just need to start looking for it by asking questions you didn't think you needed to ask.The Greatest Risk: Not InnovatingFor manufacturers at the maturity stage of their lifecycle, the biggest danger is retreating to familiar ways of doing things without questioning unarticulated assumptions. Bruce emphasizes that the real risk isn't making big innovation investments—it's failing to ask the right questions at all.He frames innovation investment through two financial lenses:Insurance: Protection against being blindsided by market changesOptions: Opportunities for future growth beyond the "bond-like" steady returns of optimized manufacturing operationsBoth require relatively small initial investments, often just time and attention, but provide critical protection and opportunity.Navigating Rapid Technological ChangeWith AI and other technologies transforming business at lightning speed, Bruce advises companies to focus on three critical elements:Internal Alignment: Both strategic and tacticalStrategic: Are we really going to invest in innovation?Tactical: What about this specific idea or problem?Alignment failures can derail innovation even at individual contributor levelsSimple Processes: Especially for small and mid-sized companiesDon't need elaborate systemsFocus on incremental, poker-like betsEmphasize learning cycles over "failing fast"Innovation Exemplars: People who see patterns before othersNot just idea generators, but individuals who navigate organizations to get buy-inExamples include Tom Osborne at Procter & Gamble (feminine hygiene products) and Nancy Doss (Oil of Olay transformation)Often "the most important people you've never heard of"—not always the CEO or ownerCreating Innovation-Friendly CultureBruce and Lisa explore the tension between fear of change and the need for psychological safety. Key insights include:Learning Over Failing: Reframe "fail fast" as "learn quickly"—small bets teach you about applications and opportunities you'd never considerBridging Generations: Combine the "tradition" of experienced workers with the "tradition" of digital-native younger employees to unlock discovery potentialManaging Resistance: Sometimes alignment requires marginalizing those who simply won't get on board, but winning people over winsomely should always be the first approachThe conversation emphasizes that even in an automated, technology-driven world, people and culture remain at the heart of successful innovation.Real-World Innovation ExamplesBruce shares powerful examples of innovation exemplars in action:West Tech Automation Solutions: A mid-sized manufacturer that accepted a radical request to collaborate with competitors in a virtual room, creating new business models and ongoing revenue streamsSteve Jobs and Apple: Taking off-the-shelf technology and transforming it through design perspective and deep understanding of human needsThese examples prove that you don't need to be a Silicon Valley entrepreneur to innovate—mature manufacturers can achieve remarkable results by putting their minds to it.Getting Started with InnovationBruce's approach begins with assessment:Start with informal confidential conversations to discuss your situationConduct formal assessments with leadership teams or functional groups to identify hangups and efficienciesWork through workshops and ongoing advisory relationshipsFocus on both owners/presidents and the innovation exemplars within the organizationHis guarantee? You'll learn whether there's something to act on or defend against—delivering both the "option" for growth and "insurance" against disruption.Actionable Takeaways for ListenersRedefine Innovation for Your Organization Move beyond incremental improvements like lean and Six Sigma. Ask: What could change the basis of competition in our industry? What advantages can we create or disadvantages can we avoid?Question Your Assumptions Identify and challenge your unarticulated assumptions. Ask questions you didn't think you needed to ask—that's where breakthrough opportunities hide.Start with Small Bets Don't make massive innovation investments. Use incremental, poker-like bets that minimize risk while maximizing learning opportunities.Find Your Innovation Exemplars Identify the people in your organization who see patterns before others and can navigate the company to get ideas implemented. They're often not in the C-suite.Secure Strategic and Tactical Alignment Get clear organizational commitment at two levels: (a) Will we invest in innovation at all? and (b) What about this specific idea? Address misalignment quickly and directly.Create Learning Cycles, Not Failure Cycles Replace "fail fast" with "learn quickly." Each small experiment should teach you something valuable, even if the original hypothesis doesn't pan out.Bridge Generational Traditions Combine the wisdom and experience of long-tenured employees with the fresh perspectives and technological fluency of younger workers to unlock discovery potential.Build Psychological Safety Create an environment where people can experiment without fear of being thrown under the bus. Focus on learning lessons and moving forward together.Think of Innovation as Insurance and Options View innovation investments as (a) insurance against market disruption and (b) financial options for future growth—both are critical for long-term sustainability.Start with an Assessment Begin your innovation journey with an honest assessment of your current capabilities, hangups, and opportunities. Reach out for expert guidance to identify where to focus first.Connect with Bruce VojakReady to explore how innovation can transform your manufacturing business? Connect with Bruce on LinkedIn at Bruce Vojak or visit his website at Breakthrough Innovation Advisors to schedule a confidential consultation.Bruce is also the author of two highly regarded books on innovation published by Stanford University Press, offering deep insights into the people and practices that drive transformative change in mature industries.For more episodes, insights, and actionable strategies for manufacturers, stay tuned to the Manufacturers Network Podcast with Lisa Ryan.

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.

Manufacturing’s next big leap won’t come from machines, it’ll come from mindset. In this episode of The Manufacturers Network, Lisa Ryan talks with Vince Sassano, President of Strategic Performance Company and creator of Proto Track, about how manufacturers can build trust in data, connect generations, and drive meaningful change on the shop floor.With more than 30 years at the intersection of technology and operations, Vince explains how AI, automation, and analytics only work when people do. He shares what happens when leaders stop treating digital transformation like a software install and start treating it like a human one.In this episode, you’ll learn:Why the real barrier to AI adoption isn’t tech—it’s fear of losing control.How generational mindsets shape how fast teams adapt to change.What it takes to move from a 10% gain in productivity to 30%—and why that leap starts with culture.The difference between data and trusted data, and why both matter.How to connect culture to hard metrics like throughput, retention, and profit.Why turnover is now a more critical KPI than margin.Action Steps for Manufacturers:Lead with people. Culture drives capability; tech follows.Clarify KPIs. Make sure everyone—from operators to execs—knows what success looks like.Build trust in data. Transparency beats dashboards.Invest in cross-training. Multi-skilled teams adapt faster than machines.Reframe “productivity.” Faster isn’t better unless it’s smarter.Listen now to learn why the future of manufacturing belongs to leaders who combine data discipline with human courage.

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.

On this episode of The Manufacturers Network Podcast, host Lisa Ryan welcomes Joe Bockerstette, the leader behind Business Enterprise Mapping, a Phoenix-based consultancy renowned for helping manufacturers rapidly document workflows, identify bottlenecks, and implement impactful change. With four decades of experience in operations and supply chain management—including senior roles at PwC and private equity—Joe shares the proven strategies that separate good manufacturers from great ones.Key Topics Covered:- What Sets High-Performers Apart: Discover why synchronizing supply to demand and aligning internal processes with customer needs is the foundation of manufacturing excellence.- Red Clouds vs. Quick Wins: Learn how to identify operational bottlenecks (“red clouds”), categorize them for action, and prioritize quick wins that can be solved in less than 90 days.- Process Mapping for Impact: Understand how process mapping can directly enhance customer value and streamline departmental workflows through a unique, education-driven methodology.- Getting Buy-In From Teams: Strategies for engaging even the most change-resistant employees and fostering effective workshops where frontline teams contribute real solutions.- Mistakes to Avoid in Lean Initiatives: Why managers often miss the mark by zooming in on details without looking at the whole system, and how to refocus efforts for greater impact.- Tech’s True Role: Insights into how automation and data tools help—and when they complicate—workflow improvement.- One Metric Manufacturers Ignore: Why measuring the accuracy, completeness, and timeliness (“ACT”) of key deliverables can drive results where it matters most.- Balancing Efficiency With Culture: Practical advice on maintaining a strong company culture while driving performance and staying compliant.Actionable Takeaways:1. Map the Process, Not Just the Issues: Start improvement efforts by mapping your workflows holistically. Focus on how each process delivers value to the customer and supports upstream/downstream requirements.2. Prioritize Quick Wins to Build Momentum: Identify red clouds that can be solved without senior-level approval or major budget and tackle these first to show rapid progress.3. Involve Frontline Teams Early: Use workshops and collaborative sessions, not just interviews, to engage your staff and source powerful insights and buy-in from day one.4. Don’t Automate Before Simplifying: Clean up your foundational processes before introducing new tech—automation only amplifies existing problems when processes aren’t robust.5. Measure What Matters: Use the ACT metric (Accurate, Complete, Timely) to assess non-product deliverables like specs and handoffs—they’re critical to smooth operations and customer satisfaction.6. Balance Efficiency and Responsibility: Pursue both operational excellence and a supportive culture; treat people well, ensure compliance, and leverage your assets wisely.Connect with Joe Bockerstette:- Website: businessmapping.com- Email: joe@businessmapping.com- LinkedIn: Joe BockerstetteReady to drive performance and customer value in your manufacturing operation? Tune in and get the tools and strategies to make your next workflow transformation a success!

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

Building a Legacy of Quality and Creativity in Manufacturing with David SochaIn this episode of The Manufacturers Network Podcast, host Lisa Ryan chats with David Socha, CEO of Beverly Hills Teddy Bear Company. David shares how he built a family business focused on creativity, ethics, and global adaptability in the world of plush toys. Whether you're a manufacturing leader, entrepreneur, or curious about business culture, this episode is full of practical advice and actionable steps.Key Takeaways You Can Use:1. Consistency Is Key - David credits showing up every day and looking beyond daily setbacks as crucial to long-term success in manufacturing. If you’re managing a team or a business, build routines that keep you and your employees focused on the bigger picture, not just the day-to-day challenges.2. Focus on Quality Over Quantity - For manufacturers in crowded markets, David’s advice is simple: Make great, unique products. Don’t just copy trends; put effort into improving your product and set higher standards. Customers and employees notice the difference.3. Legacy Through Family Culture - David involves his family at every stage of the business—from warehouse work to creative brainstorming. He believes exposing children to the business early increases the chance of generational succession. For other family-owned companies: get your kids involved in small, meaningful ways.4. Ethical Manufacturing Matters - David’s company visits every manufacturing site, builds long-term relationships, and chooses partners who share their values. If you outsource, audit your suppliers and don’t compromise on ethics for lower costs.5. Global Adaptability - Trends in toys (and other products) now travel fast worldwide. Manufacturers must track global influences and adapt quickly. David’s team keeps a close watch on rising trends from places like Asia and pivots accordingly.6. Employee Engagement and Purpose - Today’s workforce wants to be part of something meaningful—they’re not interested in making throwaway goods. If you want to attract and retain talent, communicate your business’s larger purpose and invest in product improvements that employees can be proud of.7. Resilience in the Face of Challenges - From supply chain disruptions to market shifts, David explains how deep, long-term partnerships with suppliers help weather storms. Invest time in building trusted relationships with your vendors and partners—find allies who share your long-term vision.Action Steps for Listeners:- Audit your supplier relationships and visit their facilities where possible.- Review your product line—where can you raise the standard or add unique value?- Bring team members or family into business brainstorming sessions; fresh perspectives spark innovation.- Develop a “bigger purpose” message for your employees to help foster pride and retention.- Track rising trends, especially from international markets, and stay agile in your planning.Connect with David Socha:- Email: david@plush.com- LinkedIn: Search “David Socha Toy Company”- Website: https://plush.comListen, learn, and start building a legacy of quality and ethics in your manufacturing business.