Industry Today Volume 28 Issue 2: Channeling Veteran Skills to Power U.S. Manufacturing
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Publisher’s Letter
Some 200,000 military service members transition from active duty to the civilian workforce every year. That’s a huge talent pool to tap into, if employers know where to look and job seekers know how to make themselves known.
Indeed, employment assistance is the number one requested service from these transitioning military members. The nonprofit Hire Heroes USA helps provide this assistance to former military personnel and their spouses and works with companies to hire and retain veterans.
For example, Aubrey Gonzalez of 3ZBrands describes in From the Front Lines to the Factory Floor how U.S. Marine veteran Victor H. Lopez applied his military experience in operational safety to the company’s Safety Manager role at its Phoenix manufacturing facility. Through its collaboration with Hire Heroes, Gonzalez writes that, “3Z focuses on identifying where veterans’ capabilities, such as operational discipline, technical expertise, and a commitment to teamwork, fit seamlessly into its...organizational needs.”
Jay Koranda, Vice President of Recruiting, Orion Talent, a Hire Heroes partner, points out the need for employers to focus more on a skills-based approach to potential talent that emphasizes real-world capabilities over college credentials and job titles, which is the foundation of successful military hiring. Military Hiring: A Blueprint for a Skills-Based Workforce outlines key steps of a military recruitment model.
One challenge for veterans is that structured military life doesn’t always translate to the civilian corporate landscape. Working with Hire Heroes, TK Elevator, builds strong career pathways for former service members; how the company sets up new military hires for success is described in Letting Veterans Up. Another Hire Heroes partner, Advance Auto Parts, is “veteran ready” with mentorship and skill-bridge programs designed specifically for veterans. Read more about it in From Service to Strength: Why Hiring Veterans is a Strategic Advantage.
In our regular insight features, Capital Investment in Stem details how Capital Power partners with the Discovery Education STEM Careers Coalition to interest young people in energy industry careers. And Harry Moser looks at reshoring strategies in response to uncertain geopolitical conditions and U.S. tariff policies in Crisis in the Workforce: Can Reshoring Continue Despite Skills Gap.
Economic development is key to manufacturing growth, jobs development, infrastructure improvements, technological innovation, and urban revitalization. Be sure to check out our various articles on economic development in the cities of Sacramento, Calif, Lincoln, Neb., and New York City, as well as in western Pennsylvania.
Enjoy this quarterly digital issue of Industry Today. As always, you can look for more of the latest news and updates concerning manufacturing and industry at industrytoday.com
Honor, talent and service; Advance Auto Parts proudly hires veterans for their leadership, work ethic and commitment to excellence.
ECONOMIC DEVELOPMENT
GREATER SACRAMENTO ECONOMIC COUNCIL
54
AI AGE DELIVERS SEMICONDUCTOR SURGE IN SACRAMENTO
New business investments, talent pipelines and next-gen infrastructure are turning California’s capital into an AI hardware hub.
3Z BRANDS FROM THE FRONT LINES TO THE FACTORY FLOOR
04
How 3Z Brands is empowering veterans through a strategic partnership with Hire Heroes USA.
ORION TALENT
16
MILITARY HIRING: A BLUEPRINT FOR A SKILLS-BASED WORKFORCE
Military hiring offers a proven model for building skills-first hiring strategies that fill roles faster and expand your talent pool.
TK ELEVATOR
22
LIFTING VETERANS UP
How TK Elevator Builds strong career paths for former service members; supporting those who served isn’t just a value – it’s a strategy.
NEW YORK CITY ECONOMIC DEVELOPMENT CORPORATION (NYCEDC)
72
TRANSFORMATION IN BROOKLYN’S SUNSET PARK DISTRICT
Brooklyn’s Sunset Park District is being transformed into a meaningful place for industry growth, entrepreneurs and the local community.
PENNSYLVANIA DEPARTMENT OF COMMUNITY AND ECONOMIC DEVELOPMENT (DCED)
62
ENERGY MANUFACTURING POWERING PENNSYLVANIA
Mitsubishi’s Electric products division recently broke ground on an $86m expansion further proving Pennsylvania’s momentum in manufacturing.
THE LINCOLN MANUFACTURING COUNCIL (LMC), LINCOLN, NEBRASKA
82
NEBRASKA: BUILDING A RESILIENT MANUFACTURING WORKFORCE
In Lincoln, Neb., the Lincoln Manufacturing Council(LMC) addresses the industry’s employment gap and helps local companies secure talent.
CONTENTS
FEATURE ARTICLES
EDUCATION IN THE WORKFORCE
26
CAPITAL INVESTMENT IN STEM
Capital Power, operator of power generation facilities across North America, partners with the Discovery Education STEM Careers Coalition.
MOSER ON MANUFACTURING
34
CRISIS IN THE WORKFORCE: CAN RESHORING CONTINUE DESPITE OUR SKILLS GAP?
A Reshoring Strategy for an uncertain trade war in unsettled times –actionable strategies for today’s turbulent environment.
EVERSTREAM ANALYTICS
112 102
RUNNING ON EMPTY
How drought is damaging global supply chains.
SUPPLY CHAIN FEDERATION
A NEW VOICE
Supply Chain Federation is a national, nonpartisan org of biz experts, labor leaders, and others to protect and strengthen the supply chain.
COMPANY PROFILES
AIR INDUSTRIES
120
CRITICAL FLIGHT PERFORMANCE
Air Industries Group manufactures precision assemblies and components for mission-critical aerospace and defense applications.
HENRY REPEATING
44
REPEATING SUCCESS IN AMERICAN MANUFACTURING
Henry Repeating Arms is a leading firearms manufacturer that are “Made in America or Not Made at All!”
INNOMOTICS
92
SPARKING INNOVATION
Innomotics is a leading global provider of electric motors and large drives in sustainable electrical solutions across industries.
FROM THE FRONT LINES TO THE FACTORY FLOOR
The principals that define expectational military service, like discipline, leadership, and commitment, often translate directly into success in civilian roles. This alignment has helped form the partnership between 3Z Brands and Hire Heroes USA, a nonprofit organization focused on helping U.S. military veterans and their spouses secure meaningful
How 3Z Brands is empowering veterans through a strategic partnership with Hire Heroes USA
By Aubrey Gonzalez, 3Z Brands
employment. Through this years-long collaboration, the company has worked to strengthen its workforce while supporting those who have served.
A compelling example of this partnership in action is the hiring of Victor H. Lopez, who joined 3Z Brands in July 2024 as the Safety Manager at the company’s Phoenix manufacturing facility. His transition from military service to manufacturing leadership illustrates the effectiveness of purpose-driven veteran hiring initiatives and the long-term value they can bring to both individuals and organizations.
Meet Victor H. Lopez: A MissionDriven Leader
Victor H. Lopez is a U.S. Marine Corps veteran with over 12 years of service, including deployments for Operation Enduring Freedom (OEF), Operation Unified Protector (OUP), and the 11th Marine Expeditionary Unit. Throughout his military career, he gained experience in operational safety, aviation mechanics, unmanned aerial systems, and martial arts
instruction, ultimately attaining the rank of Staff Sergeant.
Raised in Hudson County, New Jersey, and the son of Peruvian immigrants, Lopez made the decision to serve at a young age. “I walked into the recruiting office in Jersey City and told them I wanted to be a Marine,” he recalls.
Pictured on the cover: 3Z Brands’ Phoenix Manufacturing Facility; above: 3Z’s 650,000 sq. ft. vertically integrated manufacturing facility includes in-house cut-andsew operations, coil production, a foam pour line, and final assembly.
“That was it, I was ready.”
That sense of purpose would define his military trajectory and, later, his civilian career. Today, Lopez serves as the Safety Manager for 3Z Brands, a leading manufacturer in the sleep and bedding industry. In this role, he leads safety programs at the company’s Phoenix facility, overseeing risk assessments, training sessions, and safety investigations. The leadership and discipline honed during his time in the military have translated seamlessly into a role focused on protecting people and maintaining a high-
functioning, compliant workplace.
A Partnership Built on Purpose
Lopez’s transition to the private sector was facilitated by Hire Heroes USA, a longstanding partner of 3Z Brands. Beyond helping secure employment, Hire Heroes USA provides career coaching, resume support, and job search assistance, all tailored to the unique needs of the military community.
“We’re incredibly proud to partner with Hire Heroes USA, an organization that shares our
commitment to meaningful career opportunities,” said Jen Bruno, Chief People Officer for 3Z Brands. “Through this partnership, we’ve welcomed exceptional veteran talent into roles across our business. These individuals bring leadership, resilience, and technical skill that elevate our teams and strengthen our operations. It’s not just about hiring veterans, it’s about finding the right match, and Hire Heroes has helped us do exactly that.”
John Merwin, CEO of 3Z Brands added: “Our veteran team members embody the kind
of leadership, integrity, and work ethic that inspire everyone around them. We’re honored to have such outstanding individuals contributing across our organization. Their impact goes far beyond their roles, helping to shape our company’s culture and drive the performance that makes 3Z a great place to work and grow.”
Hire Heroes USA plays a key role in bridging the gap between employers and highly qualified veteran talent. For companies like 3Z Brands, this partnership offers access to candidates with proven leadership adaptability and a strong work ethic, characteristics that align well with the demand of manufacturing operations.
The Business Case for Veteran Hiring
Veteran hiring isn’t just a values-based decision, it’s a strategic one. According to the U.S. Department of Labor, veterans possess skills that are directly transferable to manufacturing, logistics, and operations. Additionally, leadership under pressure, attention to detail, teamwork, and problem-solving.
Companies that invest in veteran recruitment often see measurable benefits in retention and performance. A recent study by Syracuse University’s Institute for Veterans and Military
Families found that veterans are more likely to be promoted earlier and stay longer in their roles than their civilian counterparts.
Companies, like 3Z, that implement structured veteran hiring initiatives often see tangible benefits in productivity, culture, and retention. Veterans bring a mission-oriented mindset and are typically well-versed in working collaboratively in diverse, high-stakes teams.
Building a Veteran-Ready Workforce
Veterans bring a wealth of skills, leadership experience, and strong work ethic that align naturally with many of the roles within 3Z Brands. From manufacturing and safety to IT and operations, the company has successfully matched veterans with roles that leverage their existing strengths while offering new opportunities for growth.
3Z focuses on identifying where veterans’ capabilities, such as operational discipline, technical expertise, and a commitment to teamwork, fit seamlessly into its current organizational needs. The result is a workforce enriched by individuals who are already well-versed in complex problem-solving, fast moving environments, and continuous improvement.
This alignment is further supported by structured onboarding, targeted training, and
clear pathways for advancement, ensuring veterans are not just hired, but positioned for longterm success.
Looking Ahead: A Blueprint for Future Success
The veteran employment landscape is evolving and organizations like Hire Heroes USA remain essential in supporting that evolution.
3Z’s ongoing collaboration with Hire Heroes USA demonstrates how mission-driven hiring can align with broader business objectives. The case of Victor Lopez underscores what is possible when veterans are supported through purposeful recruitment, onboarding, and professional development.
By embracing the strengths veterans bring, the manufacturing sector and the broader economy stand to benefit from a more skilled, committed, and resilient workforce.
Pictured left: A precision machine embroiders the Brooklyn Bedding logo onto a mattress side panel at 3Z’s manufacturing facility.
Victor H. Lopez, Safety Manager for 3Z Brands
WHY HIRING VETERANS A SMART STRATEGIC
VETERANS IS STRATEGIC MOVE
Honor, talent and service; Advance Auto Parts proudly hires veterans for their leadership, work ethic and commitment to excellence.
By Abel Wen, Director, Advance Auto Parts.
In today’s competitive labor market, companies are continuously seeking talent that brings not only technical skills but also resilience, leadership, and a mission-driven mindset. Veterans represent one of the most talented yet underutilized talent pools in the workforce.
Veterans are more than former members of our armed services. They are problem-solvers and strategic thinkers. Their experience in high-pressure environments, ability to adapt quickly, and commitment to mission success make them uniquely suited for roles across industries. Whether in logistics, operations, cybersecurity, or customer service, veterans bring a level of discipline and accountability that is difficult to teach but essential to business success.
Leadership is another hallmark of military service. Veterans are trained to lead diverse teams, make decisions under pressure, and execute complex missions. These skills translate directly into the corporate world, where leadership,
initiative, and reliability are in high demand.
Despite their strengths, many veterans face challenges when transitioning to civilian careers. The structured nature of military life doesn’t always translate easily to the ambiguity of the corporate world. There’s often no clear “script” for what comes next, and veterans may struggle to articulate how their military experience applies to civilian roles.
This is where companies can make a difference. By offering mentorship, skill-bridge programs, and veteran-specific onboarding, organizations can ease the transition and unlock the full potential of veteran hires. It’s not just about being “veteran-friendly” – it’s about being “veteran-ready.”
Advance Auto Parts has embraced this approach. With a veteran CEO and a dedicated Service Network, they actively recruit and support veterans, recognizing the value they bring to every level of the organization. Their efforts reflect a broader truth: hiring veterans isn’t just the right thing to do – it’s also good for business.
“There’s much in the business world that if you apply yourself, you can pick up quickly. What you already bring – leadership, resilience, and the ability to operate under pressure –those are the conditions for success that most people don’t have.” – Shane O’Kelly, CEO, Advance Auto Parts
Veterans consistently outperform in areas such as retention, leadership, and productivity. They bring a sense of purpose and camaraderie that elevate team culture and drive results.
As the workforce evolves, the companies that thrive will be those that recognize the value of service, the strength of character, and the leadership potential that veterans bring.
It’s time to move beyond “thank-you-foryour-service” and start saying: welcome to your next mission.
Championing Veteran Talent at Every Level
“At Advance Auto Parts, championing veterans
is not a campaign – it’s a core belief that runs from the top of the organization to every store and distribution center across the country,” explains Kristen Soler, Advance’s chief human resources officer. “With thousands of veterans on our team, we see daily how the experience of military service enriches our workforce. These team members are not just part of our workforce – they are integral to our success. They are not only present, but rather veterans are leading, mentoring, and shaping the future of our company, underscoring the depth and geographic diversity of this talent pool.”
But hiring veterans is just the beginning. We believe in supporting their full journey – from transition to transformation. We don’t just welcome veterans – we build with them. That’s why we’ve built a strong internal community through our veteran’s Employee Resource Group, which now includes 2,800 team members and allies. This network is more than a support system – it’s a talent pipeline and a cultural cornerstone that reflect our values to Inspire, Serve, and Grow.
We also recognize that the transition from military to civilian life can be challenging. That’s why we’ve pilot-tested bringing veterans into our organization through a structured transition program. Building on that success, we are now developing a focused onboarding experience tailored specifically for veterans –an initiative designed to ease the transition gap, accelerate integration, and empower veterans
to contribute earlier and more meaningfully.
Our goal is not just to offer jobs but to create careers. We want every veteran who joins Advance to feel supported and set up for longterm success. Because when veterans thrive, our teams thrive. And when our teams thrive, our customers and communities benefit.
This is how we champion veterans – not just by hiring them, but by investing in their growth, honoring their experience, and creating an environment where their service continues in new and meaningful ways.
From Boots to Business: Rich Bertran’s Journey from Transition to Trailblazer
When Rich Bertran, Advance Auto Parts’ manager, supply chain development, began his transition from military service, he wasn’t just looking for a job – he was looking for purpose. After
a 20-year career with the U.S. Army’s Special Operations Forces, Rich retired as a Master Sergeant (MSG) and connected with Advance Auto Parts through The Honor Foundation, a career transition program for U.S. Special Operations Forces. What began as a pilot opportunity quickly evolved into a leadership role, and a platform to help shape the future for others.
Today, Rich plays a key role in executing Advance’s supply chain strategy. As an operations lead, he guides the development and optimization of logistics systems that keep the business moving. But his impact goes beyond process as he’s already managing a high-performing team member and helping design a dedicated onboarding experience for veterans.
“Advance is a results-focused organization that empowers leaders to take action and rise to the occasion,” Bertran says. “The team’s willingness to explore things from an outside perspective has made the experience incredibly rewarding.”
Rich’s journey is a case study of what’s possible when veterans are given the right tools, support, and trust. His military background equipped him with leadership, adaptability, and a mission-first mindset – qualities that translate seamlessly into the fast-paced world of supply chain operations.
But it wasn’t just his skills that made the difference, it was also his approach.
Rich’s Tips for a Successful Transition from
Rich Bertran, Advance Auto Parts, Manager, Supply Chain Development
Military Service to the Private Sector
1. Be Proactive in Learning the Landscape
“One of the best things I did early on was schedule coffee chats with people to build networks so I would be able to understand the businesses, what different roles look like, and where I could grow and contribute.”
2. Translate Your Experience with Confidence
“In the military, I was responsible for sourcing and designing mission-critical equipment, which involved everything from evaluating vendor capabilities to ensuring the right specifications were met under tight timelines. That
experience directly translates to what I do now in supply chain logistics. It allowed for a smooth transition from serving the needs of the warfighter to the needs of the customer.”
3. Find a Place That Invests in You
“Advance didn’t just hire me – they invested in me. That made all the difference. I’m not just building a career here – I’m helping build the path for others to follow.”
Rich’s story and experience are also helping shape Advance’s veteran onboarding experience – one that eases the transition, accelerates contribution, and turns jobs into careers.
MILITARY HIRING: BLUEPRINT FOR A BASED WORKFORCE
Military hiring offers a proven model for building skills-first hiring strategies that
fill roles faster and expand your talent pool.
By Jay Koranda, Vice President of Recruiting, Orion Talent.
Today’s employers are navigating a rapidly changing talent landscape. Traditional filters like college degrees and job titles are proving less effective at predicting job success, especially as skills evolve faster and new technologies reshape how work gets done. In response, more organizations are shifting toward a skills-based approach that emphasizes real-world capabilities over credentials.
At Orion Talent, this shift is not new. We have been practicing skills-based hiring for nearly 35 years through our work in military hiring. Each year, approximately 200,000 service members transition from active duty to the civilian workforce. These individuals may not have the degrees typically listed in job postings, but they bring something even more valuable: verified skills, technical expertise, mission-driven leadership, and practical experience under pressure.
The military instills adaptability, accountability, and technical proficiency. When employers
learn to recognize and align these capabilities to their open roles, they unlock access to a highly qualified and often overlooked talent pool.
A Proven Approach to Skills Translation
The foundation of successful military hiring lies in focusing on skills, not credentials. Rather than filtering candidates by education or prior job titles, we evaluate the technical and leadership abilities that align to the needs of our clients.
Our recruiting teams have developed deep expertise in translating military experience into job-ready capabilities. For example, an Army Signal Support Systems Specialist has the communication and IT skills needed by employers in telecom and data center infrastructure. Military electronics technicians bring hands-on skills that are directly relevant to roles in field service and manufacturing. The overlap is significant, and our job is to help employers see it clearly.
As I often tell clients, our value lies not just in finding candidates but in helping them clearly understand what these candidates bring to the table. That is the heart of skills-based hiring.
The Case for Skills-Based Hiring Across
Industries
The movement toward skills-based hiring is growing, and for good reason. Employers across nearly every sector are being forced to rethink
how they assess talent. Several trends are driving this shift:
1. The decline of degree requirements According to Indeed’s 2025 Hiring Trends Report, the number of job postings requiring a bachelor’s degree fell from 20 percent before the pandemic to 17.6 percent in late 2024. This
represents a large and growing opportunity for employers to expand their talent pools.
2. The rapid expiration of skills
Technology is evolving quickly, and many roles now require skills that were not part of traditional degree programs. Companies need people who can learn and adapt, not just those with the right academic background.
3. The rise of AI on the job
Many employers are finding that AI can fill knowledge gaps and support employees on the job. From AI-guided diagnostics for technicians to automated defect detection in production, technology is reshaping how work gets done.
Jay Koranda, Vice President of Recruiting, Orion Talent
This means companies can hire based on potential and provide the necessary tools to fill training gaps.
Lessons from Military Hiring
Military hiring has always been skills-first, long before that term became popular. Employers that want to adopt this approach can learn a great deal from the military recruiting model.
Here are five lessons that translate well:
1. Focus on what candidates can do Veterans may not follow traditional career paths, but they have real-world experience that matters. Hiring teams should shift their focus from degrees and titles to demonstrated competencies.
2. Use structured translation tools
Orion Talent is working with organizations like SOLID and the U.S. Chamber of Commerce to support Learning and Employment Records (LERs), which provide digital proof of a candidate’s skills. These records help bridge the gap between experience and opportunity.
3. Recognize alternative credentials
In addition to military experience, bootcamps, apprenticeships, and online certifications are producing job-ready candidates. Employers should treat these as meaningful indicators of talent.
4. Test real skills directly
Interviews and resumes have limitations. Military hiring often involves job simulations and hands-on evaluations. Any company can use these methods to make better hiring decisions.
5. Create structured pathways
Veterans are often unfamiliar with civilian hiring processes. Providing clear pathways into the organization, including tailored onboarding and mentorship, improves retention and performance. This approach can work well for other underrepresented groups in the workforce.
Reskilling and Internal Mobility
Skills-based hiring does not end when a candidate is brought on board. It should be part of a broader workforce strategy that includes internal mobility and reskilling. Here are a few best practices we have seen work:
• Identify the specific skills your organization needs now and in the future.
• Provide employees with dedicated time for learning and development.
• Offer mentorship programs that reinforce continuous growth.
• Celebrate internal advancement and reskill-
ing success stories.
When companies create a culture that values learning and flexibility, they build teams that are better equipped to meet future challenges.
Where to Begin
Shifting to a skills-first hiring approach does not require a complete overhaul of your talent strategy. Start by selecting one role, one team, or one pilot program. Identify a position that is consistently hard to fill or has high turnover. Rethink the job requirements by removing unnecessary degree or experience filters, and focus instead on the specific skills, competencies, and mindset needed to succeed.
Update the job description to reflect those requirements. Then, redesign the screening process to include skills assessments, job simulations, or structured interviews that evaluate capabilities directly. Equip hiring managers with guidance on how to interpret resumes that reflect unique career paths, such as those with military experience, career transitions, or cross-industry moves.
Track the results closely. Measure not just time to fill, but also early retention, job performance, and engagement. Use these insights to refine your process and build internal support. A successful pilot can become a model for scaling skills-based hiring across departments or business units.
Starting small allows you to learn and adapt while demonstrating the value of focusing on
skills. The goal is progress, not perfection. Every step forward will create a more agile, capable, and future-ready workforce.
The Path Forward
Military hiring has shown us what is possible when organizations focus on capabilities over credentials. As the world of work continues to evolve, that model becomes even more relevant. Businesses that embrace skills-based hiring will find not only better candidates but also stronger teams, lower turnover, and greater long-term success.
At Orion Talent, we know this approach works. We have applied it for decades in helping veterans transition into successful careers, and we now help businesses apply the same framework across broader talent pools. Skillsbased hiring is not about lowering standards, but rather redefining what it means to be truly job-ready.
Download our free guide, How to Tackle Skills Based Hiring in a Changing Job Market to learn more about making the shift to a skillsfirst strategy.
LIFTING VETERANS UP
TK Elevator is a global leader in vertical transportation and urban mobility, providing engineering that keeps the world moving, from design to installation and maintenance on any brand of elevators, escalators, walkways and more.
In North America, the TKE team has many employees with military backgrounds, and the recruiters at TKE recognize the natural alignment between military experience and company’s needs—such as teamwork and leadership.
Among the many veterans who have built meaningful, successful careers at the company are Nhiem Chau, Superintendent and Nate Holiday, Vice President of Human Resources and executive sponsor of the company’s CONNECT Veterans Network.
How TK Elevator builds strong career pathways for former service members; supporting those who served isn’t just a value – it’s a strategy.
By
Christie
DiPietro, Recruiting Relationship Manager, US Field Operations, TK Elevator
“From my perspective, companies that effectively attract veterans demonstrate a clear understanding of our transferable skills and offer tangible opportunities for development,” says Chau. “The career path at TKE, particularly in my role as a new installation superintendent offers a natural alignment with veterans’ experience in project management, resolving complex problems and ensuring safety protocols.”
It makes perfect sense to include the military community when filling open roles especially at a company like TKE.
“TKE offers veterans a strong career
foundation through roles that are both challenging and rewarding, tapping into the handson problem-solving and leadership skills developed through military service,” says Holiday. “With opportunities to grow across multiple dimensions in field services, manufacturing and corporate functions, we provide a clear path to long-term success. I began my career at TKE in
the safety field and later transitioned into HR. That is proof that growth and development are truly part of our culture.”
According to TK Elevator’s recruiting team, “We know that many veterans face higher-than-average underemployment, and we want to be part of the solution.”
To strengthen this initiative, the company works with Hire Heroes USA, whose expertise is helping build a more impactful veteran hiring strategy—from setting up new hires for success to ensuring the company is supporting its existing veteran employees.
Pictured left: TK Elevator project at the National Medal of Honor Museum in Arlington, TX; Nhiem Chau, Superintendent; above: Nate Holiday, Vice President of Human Resources & Executive Sponsor of the CONNECT Veterans Network
CAPITAL INVESTMENT IN STEM
INVESTMENT
Capital Power, operator of power generation facilities across North America, partners with the Discovery Education STEM Careers Coalition.
Capital Power, a leading North American producer of thermal and renewable energy with headquarters in Phoenix, AZ, and Alberta, Canada, lives by its motto: Powering Change by Changing Power™. While the company focuses on delivering balanced energy solutions for a lower-carbon future, it’s also investing in the next generation by supporting STEM (Science, Technology, Engineering, and Mathematics) education. Through its partnership with Discovery Education and the STEM Careers Coalition, Capital Power is helping to inspire and prepare K–12 students for meaningful careers in STEM fields.
Capital Power operates a broad portfolio of power generation across both the United States and Canada that delivers reliable, lower-carbon energy solutions to communities and industries. They value new ideas that can create positive changes - both on site and in communities. They research innovations like small modular reactors, carbon capture and storage, and solar grazing, where sheep and pigs help maintain grassland and reduce fire hazards. Another is
Capital Power’s Data, Science and Innovation Team that crowdsources ideas from across the business and assesses them using a scoring and prioritization framework. Since the team was created, it has surfaced 136 distinct, high-impact projects.
To further its support of innovation and learn-
ing at all ages, Capital Power decided to partner with Discovery Education. Discovery Education is the worldwide edtech leader offering state-ofthe-art, Pre K-12 digital learning solutions in support of approximately 4.5 million educators and 45 million students worldwide, accessed in over 100 countries and territories. Through
Pictured on the cover: Wind energy is a key part of lower-carbon energy solutions. Capital Power’s Buckthorn Wind facility, is located approximately 60 miles south of Dallas in Erath County, Texas; above: Harquahala is a 1,092 MW gas facility in Maricopa County. This critical infrastructure asset supports the reliability of Arizona’s grid, helping deliver reliable and affordable power; right top: Capital Power’s balanced approach to power generation includes a focused effort on solar energy growth across North America. Beaufort Solar began commercial operations in 2015 as Capital Power’s inaugural solar facility; right below: Capital Power’s 1,092 MW Harquahala facility.
partnerships with districts, states, and trusted organizations, Discovery Education empowers teachers with essential edtech solutions that inspire curiosity, build confidence, and accelerate learning. Launched in 2019, STEM Careers Coalition by Discovery Education is an alliance of industries and non-profit organizations reaching over 11 million students to provide equitable access to STEM resources and career connections to ignite student interest and help develop a diverse future workforce.
Tricia Johnston, Director, Communications & Community Engagement, oversees Capital Power’s Community Investment program, which includes working collaboratively and
respectfully with Indigenous communities, supporting local community programs and organizations, and leading the employee giving programs. “We are proud to partner with Discovery Education to connect our engineers, plant managers, wind, solar, and natural gas experts to classrooms.”
She notes that, “One of the biggest challenges facing STEM industries, particularly energy companies, is ensuring a steady pipeline of skilled professionals. To address this issue, we work to take proactive steps to attract new talent and retain our existing workforce.”
She points out that, “Capital Power has invested in workforce development programs, mentorship opportunities, and STEM resourcing in schools. Our Enactus Canada and Bears’
Lair partnerships and summer intern programs help build interest, passion, and engagement with youth about the energy industry and career opportunities. We also sponsor the ROSIE project which connects women working in STEM industries with mentors to support their career development.”
Early exposure to STEM subjects and opportunities helps foster interest and confidence in young students, encouraging them to pursue careers in these fields. “As a power producer, we support STEM initiatives in schools by providing scholarships and offering guest lectures,” Johnston says.
Pictured: Capital Power’s Harquahala facility; right: Beaufort Solar, located in Chocowinity, North Carolina, consists of 66,690, 315 watt photovoltaic solar panels.
The STEM Careers Coalition by Discovery Education is another vital program that connects industry with the classroom. “This is an exciting opportunity to connect Capital Power employees with students and introduce them to the incredibly wide range of STEM career paths,” Johnston says. “Our employees who share their career journeys through a video or in-person for class discussion have been so excited and passionate to participate. Likewise, they have been inspired by the student feedback and questions.”
Integrity and Innovation
Two important Capital Power values are integ-
rity and innovation, which support driving creative solutions and encouraging teamwork in the workplace and with the communities they serve. These values translate directly into inspiring K-12 student curiosity and engagement in STEM.
“By fostering an environment where students feel safe to ask questions, challenge assumptions, and learn from mistakes, we create a culture of curiosity where innovation knows no bounds,” Johnston notes. “Integrity also means ensuring equitable access to STEM resources, so students from diverse backgrounds have opportunities to explore and grow. It’s incredibly important to mentor young people, host
workplace visits, and take steps to remove barriers certain groups face to gain entrance and advance in STEM careers.”
She adds that, “Using the creative tools that the STEM coalition provides such as hands-on experiments, interdisciplinary projects, or video presentations from someone working in STEM keeps students engaged. Innovation isn’t just about new technology, it’s about encourag-
Tricia Johnston
ing young minds to think differently, explore possibilities, and take risks in their learning journey. Programs that connect STEM to realworld challenges make lessons feel relevant and exciting.”
Celebrating STEM
Capital Power is committed to showcasing the value of STEM both inside and outside the class-
Head of Communications & Community Engagement, Capital Power
Tricia Johnston brings over 20 years of experience in communications, Indigenous and stakeholder engagement, and purpose-driven relationship building. As Head of Communications & Community Engagement at Capital Power, she leads with listening and care, working collaboratively with communities to align shared values, needs, and priorities. Tricia is dedicated to fostering thriving, healthy economies through meaningful dialogue and partnership.
room. Through strategic partnerships—such as its collaboration with Discovery Education and the STEM Careers Coalition—the company highlights real-world STEM applications and career paths to inspire today’s students. Capital Power actively celebrates STEM professionals by sharing employee stories that spotlight diverse roles and career journeys within the energy sector. These profiles showcase the wide range of opportunities available in STEM, and also reflect the company’s dedication to building a more inclusive and innovative future workforce. By connecting classroom learning to real-life careers, Capital Power is helping young people see themselves in the future of energy.
“Capital Power supports initiatives that promote openness and access to STEM,” Johnston emphasizes. “Our participation with Discovery Education and the STEM Career Coalition inspires the next generation at an early and critical point in their lives to visualize working in a STEM field. It’s a truly powerful incentive to develop a future workforce that is diverse and excited to innovate with us at Capital Power in providing sustainable energy solutions.
Pictured left: The team at Capital Power’s Harquahala facility survey the site; below: Capital Power’s Buckthorn Wind Facility, is home to 29 Vestas wind turbines, with 101 MW capacity.
CRISIS IN THE WORKFORCE: RESHORING CONTINUE SKILLS GAP?
A
Reshoring Strategy for an uncertain trade war in unsettled times – actionable strategies for today’s turbulent environment.
By Harry Moser, Founder/President, Reshoring Initiative®
Trump’s on again-off-again tariff volatility has caused widespread uncertainty, compromising strategic decision-making. The defunct ‘move fast and break things’ business model, originally devised
by Mark Zuckerberg in 2012, that is being implemented by the administration today, is creating turmoil.
Companies do not have control over unpredictable tariffs and geopolitics. However,
WORKFORCE: CAN CONTINUE DESPITE OUR
as manufacturing leaders navigate the best approach to responding to trade developments, workforce training stands out as a clear, fully controllable competitive advantage. Without a skilled workforce, tariffs will fail.
Control what you can control — workforce recruitment and training, innovation and operational efficiency i.e. competitiveness.
Here’s what I think
When you have business uncertainty, companies tend to not act. They don’t buy equipment,
they don’t build factories — they have to know what the rules are going to be. Companies will not seriously commit to investment in America unless U.S. policies are firm and long-term.
Look, after six decades of offshoring it’s going to take more than tariffs to re-establish the U.S. industrial base. We need a comprehensive strategy with workforce recruitment and development as the centerpiece. We must re-establish a robust manufacturing workforce, while creating a favorable environment for meaningful long-term investment.
Rather than focusing on tariffs, the Trump administration should be looking at competitiveness — lowering the value of the dollar to both reduce imports and increase exports, and investing in workforce training. With these two actions, tariffs would not even be needed.
What the studies say
The April 2025 Philadelphia Federal Reserve’s Manufacturing Business Outlook Survey showed the diffusion index for current general activity dropped 39 points to -26.4 in April 2025. This sudden plunge marked the
fourth-largest monthly decline in history, just behind the drop-offs in 2020 and 2008.
Fictiv’s 2025 State of Manufacturing & Supply Chain report of 254 manufacturing and supply chain leaders found that 96% of respondents have concerns over Trump’s supply chain policies. Respondents were con-
Pictured: Control what you can control. Workforce training stands out as a clear, fully controllable competitive advantage; right: The increasing advantages of producing near the customer have driven companies to bring approximately 2 million manufacturing jobs to the U.S. since 2010.
cerned about the impact of costs and profitability (57%), business uncertainty (48%), and a likely escalation of trade wars in the next few years (93%).
A pivot to reshoring to the U.S is underway. But, the Fictive study also found that about 68% of manufacturing leaders are pivoting to reshoring as a key supply chain strategy in 2025. The 2025 Thomas Automotive Forecast found that 41% of automotive manufacturers plan to reshore this year. And, a November 2024 Bain & Company study found localization plans jumped to 81% (2024) from 63% (2022).
The increasing advantages of producing near the customer have driven companies to bring approximately 2 million manufacturing jobs to the U.S. from offshore since January 2010. The inflow of jobs now roughly balances the losses to offshoring and automation. However, to just balance the country’s $1.2 trillion/year
goods trade deficit will require adding at least five million U.S. manufacturing jobs, a 40% increase. There is much work to be done.
A manufacturing leaders’ consensus
A recent Reshoring Initiative survey of 500 U.S. manufacturers found that a sufficient quantity and quality of workforce within the U.S. would bring back more manufacturing than any of the other surveyed options presented — including tariffs, a lower value for the U.S. dollar, lower tax rates and fewer regulations.
The group consensus of the survey was that a 15% additional tariff applied to everything from everywhere would enable them to reshore 24% of what they now import. With that said, the same group believed an abundant U.S. workforce with higher skills would enable them to reshore 30%.
Leverage the synergy of reshoring and skilled workforce
Achieving our goal goes way beyond tariffs. The reason we have such a big trade deficit is cost. Manufacturing cost in the U.S., on average, is 40 percent higher than China, 10 or 20 percent higher than France, Germany, Japan, South Korea and other competitors. We have trade deficits with almost every other country, primarily based on price/manufacturing cost. So, we’re just not competitive.
The successful integration of reshoring and a skilled U.S. workforce results in a synergy that leads to increased efficiency and cost savings making the U.S. more globally competitive.
To balance the trade in goods you’d have to increase U.S. manufacturing by about 40 percent. However, if you’re going to accomplish that, even with automation, you need 30 percent more people, and we have shortages already, especially skilled workers. Therefore, our No. 1 priority is definitely creating a robust skilled workforce, which should be driven by a world-class apprenticeship system.
Apprenticeships
Within the apprenticeship framework, companies experience reduced turnover and better recruitment, gain a talent pipeline of skilled workers, develop future managers, and
Pictured: A recent Reshoring Initiative survey of 500 U.S. manufacturers found that a sufficient quantity and quality of workforce within the U.S. would bring back more manufacturing than any of the other surveyed options presented;
right: Within the apprenticeship framework, companies experience reduced turnover and better recruitment, gain a talent pipeline of skilled workers, develop future managers, and increase global competitiveness and reshoring preparedness; Closing the skills-gap requires a shift toward approaches that align talent development with the competencies industries demand.
increase global competitiveness and reshoring preparedness.
A number of the prominent industry figures we’ve highlighted have combined a college degree with apprenticeship training. The combination can provide a practical basis for theoretical studies, increase job opportunities, create a more competitive job contender, and lead to faster career advancement. And, the apprenticeship training may cover initial college tuition fees, saving students a significant amount of money.
In April, President Trump signed an executive order directing the Department of Labor, Education and Commerce to create a plan, within 120 days, aimed at expanding U.S. apprenticeship programs with a goal of reaching over a million new apprentices annually. We are cautiously optimistic.
Investment in training
Investment in training enables the implementation of new technologies, which can help to reduce the domestic cost gap, enhance
productivity and reduce downtime, making it more economical to reshore. New technology could add percentage points to annual productivity growth.
For successful U.S. reindustrialization, manufacturing output would have to increase by at least 30%, and that’s not possible unless the federal government and industry work together to resolve the manufacturing skilled labor shortage. Industry needs to see a strong start on workforce to be willing to make the investments in buildings and equipment. We need a higher quantity of workers to increase output and a higher quality to increase competitiveness.
If we do everything else to boost global
competitiveness — tariffs, lowering the dollar, providing incentives — but companies can’t find anybody to work in the factory, it’s all purposeless.
Site selection and the impact of a skilled workforce
Skilled workforce availability is the #1 criterion for site selection and, specifically, for reshoring site selection. The 39th Annual Corporate Survey and 21st Annual Consultants Survey agrees, with the availability of skilled labor
rated ‘very important’ or ‘important’ by almost 100% of respondents. The success or failure of training millions of workers could skew the outcome of the U.S. reindustrialization momentum in either direction.
Workforce development challenges
Recruitment and retention are a key challenge. Sixty five percent of respondents in a recent Deloitte study stated that attracting and retaining talent is their primary challenge. Many
people still mistakenly view manufacturing careers as the dirty, outdated jobs of the past.
It’s important to share the message that the fastest growing ‘new collar’ manufacturing careers are in clean energy, aerospace, automation and semiconductor sectors known for high-level technical skills in clean environments. Manufacturers need skilled technicians that can collect and analyze data, design in
Pictured: Continuous learning is imperative to tech-proof manufacturing careers and adapt to evolving industry needs.
CAD, program sensors, utilize automation, and maintain robots and 3D printers.
Tech-proof manufacturing careers
The unprecedented speed of technological developments that require new skills to fill advanced manufacturing roles has outpaced many traditional educational institutions. A lack of critical technical skills in advanced manufacturing — such as AI, machine learning, CNC programming, robotics, data analytics, and cybersecurity — hinders the ability of
About the Author:
Harry Moser is Founder/President, Reshoring Initiative®. Harry founded the Reshoring Initiative® to bring five million manufacturing jobs back to the U.S. after serving as president for high end machine tool supplier GF AgieCharmilles. Harry was inducted into the Industry Week and Association for Manufacturing Excellence’s (AME) Halls of Fame and was named FAB Shop Magazine’s Manufacturing Person of the year. Harry participated actively in President Obama’s 1/11/12 Insourcing Forum at the White House and won The Economist debate on outsourcing and offshoring. He was recognized by Sue Helper, then Commerce Department Chief Economist, as the driving force in founding the reshoring trend and named to the Commerce Department Investment Advisory Council in August 2019. Harry testified at the June 9, 2022 Senate commission Hearing on U.S. supply chains and China. Harry is regularly quoted in the national business media and seen on national TV programs. He received a BS in Mechanical Engineering and an MS in Engineering at MIT in 1967 and an MBA from U. of Chicago in 1981. Harry Moser Reshoring Initiative® web: http://www.reshorenow.org blog: http://www.reshorenow.org/blog/ https://www.linkedin.com/in/harry-moser-58a8024/
U.S. operations to achieve the cost-efficiency required for global competitiveness and reshoring.
A silver tsunami
The accelerating retirement of baby boomers—often coined the “silver tsunami”—is creating serious quality and productivity challenges across industries. With nearly 10,000 baby boomers retiring each day, companies are losing decades of institutional knowledge faster than they can replace it with skilled talent.
Skills based training and hiring
Skills Reset - skills-based hiring. At the heart of the workforce skills dilemma is a critical gap: the disconnect between traditional education and the evolving needs of modern business.
Closing this gap requires a shift toward broader recognition of credentials and skills-based training and hiring — approaches that directly align talent development with the competencies industries demand. According to a recent Harvard Business Review study, this ‘reset’ could have major implications for how employers recruit new talent and grow the U.S. workforce.
Turn uncertainty into opportunity
Invest in competitive positioning. As companies consider investing in automation, new technologies and digitalization, to improve efficiency, streamline operations, and boost global competitiveness, they are going to need the skilled workforce that can run these operations. Fostering partnerships between indus-
try, academia, and government is crucial for addressing workforce development challenges and driving innovation.
Let’s run the numbers
TCO analysis. Let’s run the numbers and find what we can bring back now, tariff or no tariff. Modern automation. TCO analysis. Smarter sourcing. Even without policy clarity, you can move on the first 20–30% that is reshorable now. If more tariffs come, you’re ready. If they don’t, you’re still ahead.
Total Cost of Ownership (TCO) is the best metric to use for comparative analysis. The Reshoring Initiative’s TCO Estimator is a free online tool that helps companies account for all
relevant factors to compare the true total cost of domestic and offshore sourcing and siting. https://reshorenow.org/tco-estimator/
Are you thinking about reshoring?
Our main mission is to get companies to do the math correctly using our free online Total Cost of Ownership Estimator® (TCO). By using TCO, companies can better evaluate sourcing, identify alternatives and even make a case when selling against offshore competitors. For help, contact me at 847-867-1144 or email me at harry.moser@reshorenow.org.
Have you reshored a metal component or product? As an OEM or a supplier? Apply for the National Metalworking Reshoring Award.
REPEATING SUCCESS IN AMERICAN MANUFACTURING
SUCCESS
Henry Repeating Arms is a leading firearms manufacturer that are
“Made in America or Not Made at All!”
By David Soyka, Senior Editor, Industry Today.
By David Soyka, Senior Editor, Industry Today
Benjamin Tyler Henry patented the first practical lever action repeating rifle in 1860; in 1997 Anthony Imperato took out a home equity loan to take the Henry name to the next level as an American firearms manufacturer that represents the highest standards of quality, innovation, iconic designs, customer service, and community involvement.
“We started out in in a 7,000 square-foot space in Brooklyn with a handful of employees,” the CEO and Founder of Henry Repeating
Arms. After previously starting up a company called Colt Blackpowder Arms Company a few years earlier, Imperato and his father, Louis, acquired the trademark to the Henry name and embarked on making the brand synonymous with made in America manufacturing.
Today, Henry Repeating arms manufactures over 200 models of rifles, shotguns, revolvers, lever action pistols, youth and special edition models in a variety of calibers and finishes. As the leading lever action manufacturer, Henry also ranks in the Top 5 of all long gun
Pictured: Advanced robotics and automated systems at Henry Repeating Arms’ manufacturing facilities increase precision and production efficiency while supporting skilled American jobs; previous spread: Built for the backcountry, this Henry All-Weather rifle combines rugged reliability with modern materials to serve hunters in the most demanding environments.
manufacturers as well as the Top 10 of all firearms manufacturers.
While other companies outsourced offshore, Imperato expanded domestic operations. “In 2006 we acquired a parts supplier in Wisconsin, and hired on Andy Wickman, who continues today as our company president, and 17 others,” he explains. “We were growing slowly, transitioning to a new facility in Bayonne, New Jersey, eventually moving assembly work fully to Wisconsin.” This March, Henry transferred all of its New Jersey operations to a newly expanded, 400,000 square feet manufacturing facility in Rice Lake, Wisconsin.
“It makes us more efficient and productive to do soup to nuts operations in one place,” Imperato says. “It’s an exciting time for us to combine world class craftsmanship combined with state-of-the-art technology in the heartland of America.”
Henry also faces a more competitive landscape, thanks in part to the company’ own success. “About 10 years ago we had very little competition. But as consumer demand for lever action firearms grew, more competitors have jumped in,” Imperato says. Henry, however, just continues to excel at what it has done from its beginnings: provide quality customers have come to expect over the years.
Lifetime Guarantee
Every Henry firearm is backed by a lifetime 100 percent satisfaction guarantee. “Quality is
number one, and that is one of key competitive differentiators,” Imperato says. “We have not charged a single person for a repair. In fact, due to our continuous pursuit of the highest quality, very little of what we manufacture ever comes back for repair.”
He points out that even while some manufacturing operations are automated for improved
efficiency, quality final assembly remains in the hands of expert workmanship to ensure highly accurate and reliable performance. “Henry firearms are noted for smooth actions as well as a variety of options for a variety of applications. Not much has changed technically with lever action mechanism since the days of Benjamin Tyler Henry, but fine tuning the pieces of that
Pictured: Henry Repeating Arms’ finished rifles await packaging with the company’s commitment to quality and the slogan, “Made in America or Not Made at All,” front and center for any new Henry owner;
right: Henry Repeating Arms’ Rice Lake, Wisconsin facility, the company’s headquarters and a key manufacturing site that’s home to hundreds of proud American workers; A collection of Henry Repeating Arms’ signature polished brass firearms showcases the craftsmanship and heritage behind the Henry name.
mechanism and satisfying high tolerances are still what makes the difference. Consumers recognize Henry not just for the quality of our firearms, but the quality relationships we maintain with people who are more than just customers, but part of the Henry family.”
To help maintain that quality, Henry bucks some of the conventional wisdom regarding JIT inventory management. “Quick and reliable delivery is paramount. We don’t ever want to get caught not having the parts we need to fill customer orders, so we maintain months of parts supplies well in advance.”
The fourth element of Henry’s success in addition to product quality, employee dedication to customer service, and made in America manufacturing is good corporate citizenship. Imperato is a recipient of the National Rifle Association’s Recognition Award for Distinguished Philanthropic Leadership as well as the prestigious Humanitarian Award from the New York Police Department Committee of Police Societies (NYPD COPS).
Guns for Great Causes
The charitable arm of Henry is Guns for Great Causes, with a primary focus on providing financial relief for families of children with pediatric cancer. The most recent example is donation of all sales for a limited-edition series of fifty lever-action rifles deemed “Team Baylee” to support treatment costs for Baylee Rush, diagnosed with B-cell acute lymphoblastic leukemia
Anthony Imperato is a family man, businessman, and philanthropist. He leads the charge to make Henry Repeating Arms the best company in the firearms industry – and a company that would stand at the top in any industry.
As the CEO and Founder of Henry Repeating Arms, Anthony Imperato leads the company’s overall strategic vision with a proven track record backed by over 40 years of personal experience in the firearms industry. His introduction to the firearms industry started in 1978 when he began working in his family’s gun shop in downtown Manhattan. This face-toface experience with customers in a retail setting would shape Imperato’s values for what Henry Repeating Arms would become.
Under his guidance, with the support of a dedicated management team and hard-working staff, Henry has grown from 17 employees in 1996 to close to 700 today. Manufacturing operations have blossomed to 3 facilities with over 125 machining centers in 350,000 square feet. Henry ranks in the Top 5 of all long gun manufacturers, in the Top 10 of all firearms manufacturers, and is the leading lever action manufacturer.
He is the recipient of the National Rifle Association’s Recognition Award for Distinguished Philanthropic Leadership, the Boy Scouts of America North Star Award, and Businessman of the Year by the National Columbia Association.
(B-ALL), a rare and aggressive form of blood and bone marrow cancer. Total proceeds are expected to exceed $40,000.
Guns for Causes also donates to military benefits, law enforcement, and first responder organizations, as well as groups involved with wildlife conservation, shooting sports, firearm safety education, and 2nd Amendment advocacy. Over the years, Guns for Causes donation exceed $3.5 million.
“I think it is important for any company to give back to the community, “Imperato
emphasizes. “I also wanted to counteract the anti-gun rhetoric that our industry suffers. We are good corporate citizens, contributing to the economy and paying taxes.” He cites a recent statistic that the impact of the firearms industry was $91.7 billion in 2024 during which it paid nearly $11 billion in business taxes. The company also supports a number of safety and educational programs, including the Youth Shooting Sports Alliance, National 4-H, and NSSF Project Child Safe.
The core of Henry’s ability to deliver on its
Pictured: Inside Henry Repeating Arms’ manufacturing facility in Ladysmith, Wisconsin, where components like barrels and sights are machined for final assembly in Rice Lake; above: Pride in workmanship shines through as two Henry Repeating Arms team members pose with newly assembled revolvers at the end of the production line.
promises of quality and complete customer satisfaction is its workers. The company employs over 800, many of which have been with Henry from 25 to 30 years. While Henry faces the same dilemma as most manufacturers to attract and retain the necessary talent, its reputation as a leading firearms manufacturer that gives back to the community helps it stand out.
“In Wisconsin we’re in an area with a small population that doesn’t have a big labor pool,” Imperato notes. “We are partnering with local technical schools as a way to recruit future generations. And in a strong economy, there’s always going to be competition for skilled labor. But what we can offer is a beautiful place to work and raise a family. In fact, we’re getting inquiries from all over country from people with the gunsmithing skills sets we require.”
Henry sells primarily to dealers in the U.S., as well as to Canada and through some international importers. The first model produced, the Henry H001 Classic Lever Action .22, is still one of the most popular rifles on the market with over one million sold worldwide, well regarded for its combination of looks and ease of use, as well affordable pricing. The model is so popular among enthusiasts, in fact, that serial number 1,000,000 fetched over $50,000 at auc-
tion as a collector’s item.
Imperato has been described as one of the most accessible company owners, readily available at trade shows and going out of his way to talk to customers. As the company and firearms industry in general evolves, Henry Repeating Arms steadfastly aims to innovate while still staying true to its roots and its core values. As the company introduces new, innovative lever-action rifles and expand into other segments thanks to its increased capacity and capabilities in Wisconsin, Henry promises to continue providing the personal touch and quality firearm enthusiasts, shooting competitors, hunters, and collectors have come to expect.
Pictured: One of Henry Repeating Arms’ latest releases, the Lever Action Supreme Rifle, brings innovation and unparalleled performance to the lever-action platform, which has remained relatively unchanged for over 150 years; above: Skilled hands at work on a revolver assembly line, where each firearm is carefully built, inspected, and tested by Henry’s dedicated team of craftsmen.
AI AGE DELIVERS SEMICONDUCTOR SURGE IN SACRAMENTO
New business investments, talent pipelines and next‑gen infrastructure are turning California’s capital into an AI hardware hub.
By: Barry Broome, President and CEO, Greater Sacramento Economic Council
SEMICONDUCTOR SACRAMENTO
For decades, Sacramento was often perceived as a sleepy government town where policy – not next-generation technology – defined its position on the national stage. Yet, it has shed that image, as a series of semiconductor and AI-hardware company
investments have recast the region as a strategic node in America’s high-tech supply chain.
For instance, the decision by data storage leader Solidigm to relocate its global headquarters to Rancho Cordova, Calif., gives the region a 230,000-square-foot storage
technology research campus and scores of technical job opportunities. Meanwhile, El Dorado Hills-based Blaize just went public in January, becoming 2025’s first pure-play AI-chip IPO. These announcements are just the latest proof that semiconductor startups can comfortably scale in the state capital region, versus having to rely on nearby Silicon Valley. Growth stories like these are also strong indi-
cators of broader momentum for the region. The region is No. 2 in the Western U.S. and No. 1 in California for job growth, according to a recent report from the Bureau of Labor Statistics. In 2025 alone, Greater Sacramento is projected to experience a 2.7% increase in jobs across its wider tech sector. The region also has 26-times more concentrated semiconductor growth capital and 2.5-times more concentrated
Pictured on the cover: A look at the city of Sacramento, which is experiencing a meteoric surge across its technology sector. [Image courtesy of the Greater Sacramento Economic Council] above: The region’s Micron facility, a part of a group of industry leaders that have set up shop in Greater Sacramento. [Image courtesy of Micron]; right: Sacramento’s tech strengths are on full display, as it continues to innovate in chips R&D. [Image courtesy of Micron]
clean technology growth capital than the U.S. average, according to an assessment from the Brookings Institution.
Capital Follows Talent
Sacramento’s momentum is powered in part by several distinct “engines”: UC Davis, California State University, Sacramento, Sierra College, Los Rios Community College District and – as just one example across its employer base –Intel’s longstanding R&D campus, which catalyzed significant technological change across the region.
For its part, UC Davis joined the SMART USA consortium in December – a $285 million
manufacturing institute approved by the U.S. Department of Commerce that is focused on digital-twin design (or, digital models of physical objects) for advanced semiconductors. The partnership puts Davis researchers at the center of broader national efforts to slash the duration of chip design processes.
On the workforce front, Sacramento is doubling down on all levels of innovation. The city’s Innovation Grant program – a collection of efforts to foster innovation and entrepreneurship – recently awarded $500,000 to early-stage tech incubators and accelerators. The funding prioritizes programs that support underrepresented founders, helping to ensure
that Sacramento’s startup ecosystem reflects the region’s wealth of diversity. At the same time, local “bootcamps” are rapidly training new talent in cybersecurity and AI, helping employers fill high-demand roles.
High-profile employers are also helping to sustain Sacramento’s impressive tech gains. In fact, Intel’s Folsom campus has been a quiet powerhouse, prototyping processors designed to handle large-scale AI models. That kind of cutting-edge work has created a ripple effect: alumni from Intel have gone on to launch com-
About Barry Broome
panies like the aforementioned Blaize, innovating in edge AI applications, and Solidigm, the industry-leading data storage solutions company. The result is a tightly connected talent network – where recent grads join anchor companies, startups hire mid-career professionals, and university researchers collaborate across both worlds.
Continuous Improvement
None of this momentum sticks without suitable infrastructure, and Sacramento is meeting the
Barry Broome serves as the first president and CEO of the Greater Sacramento Economic Council. He is responsible for leading community-driven efforts to attract, grow and scale new businesses; develop advanced industries and guide new job-creation strategies throughout the six-county region. Previously, Broome was the president and CEO of the Greater Phoenix Economic Council, CEO of Southwest Michigan First and led economic development for Toledo, Ohio.
Email: bbroome@greatersacramento.com
Website: https://greatersacramento.com/
moment. The Sacramento region is home to two community-owned utilities, Sacramento Municipal Utilities District (SMUD) and Roseville Electric, which both offer up to 50% lower cost than California’s investor-owned utilities – crucial for AI companies. SMUD is the sixth largest community-owned electric utility in the U.S. It has committed to reaching zero-carbon emissions in its power supply by 2030 and offers discounted rates for companies with high power needs.
Furthermore, Sacramento’s industrial back-
Pictured left: Data storage leader Solidigm moved its headquarters to Rancho Cordova, Calif., deepening the area’s technology presence. [Image courtesy of Solidigm]; below: A shot of West Sacramento, part of a region now leading nationally in chips R&D. [Image courtesy of the Greater Sacramento Economic Council]
bone is keeping pace with its digital ambitions. Thanks to strategically developed, convenient and pad-ready sites, companies can accelerate their site-selection and build-out processes – compressing timelines from years to just months. This offers a clear competitive edge for Sacramento, especially when compared to other hubs where limited land availability and complex regulatory hurdles can stall projects.
In a fast-moving industry where time-to-market can make or break a business, Sacramento’s ability to offer immediate, scalable real estate is helping to attract and retain major players in the semiconductor and AI hardware sectors.
Tech Diversity as a Strength
Sacramento’s semiconductor progress saw an even greater spike with the passage of the CHIPS and Science Act in 2022, which aimed
to triple U.S. semiconductor production by 2032 (which would equate to the highest growth rate in the world). Regional leaders have used this momentum to secure federal grants and attract additional investment from international companies since that time.
Today, although new tariffs could pose industry-specific challenges, Sacramento’s diversified employer base and infrastructure foundation have made it a highly resilient player in the tech race.
Sacramento’s overall tech diversity is an important strength. With companies pioneering everything from EV chips to edge AI and high-capacity memory, the region isn’t overly dependent on any one element of the sector. This mix helps insulate it from any sudden or sizable policy shifts like those that have been
Why Sacramento’s Playbook Matters Nationally
The usual story about tech hubs revolves around Big Tech giants growing within traditional coastal centers. Sacramento, however, offers a fresh playbook – one driven by growth across multiple fronts and strong, seamless ties to the public sector.
Being near a state capital gives startups and industry leaders a front-row seat to tech policy as it’s being shaped in real time. Instead of reacting to new regulations after the fact, companies can anticipate shifts in areas like climate, mobility and data governance. That kind of proximity turns public policy from a barrier into a blueprint.
seen under the new U.S. administration.
As the U.S. moves to broaden its semiconductor base and its AI leadership, Sacramento offers a replicable model of how smaller metros can truly punch above their weight.
The Road Ahead
While Sacramento has worked diligently to establish its tech-sector credibility, over the coming years, the region will continue scaling with intentionality. The to-do list is clear:
• Move from prototypes to production. Success stories like Solidigm and scores of others have proven that Sacramento can handle R&D but scaling to full manufacturing requires a range
Pictured: Downtown Sacramento, part of a hub now innovating in data storage, AI and chips design. [Image courtesy of the Greater Sacramento Economic Council]
of supply chain partners. Through ongoing economic development work, the region will continue attracting the suppliers and specialty firms needed to turn prototypes of all categories into full production.
• Sacramento as a national launchpad for AI. The region is well-positioned to lead on the testing of real-world AI tools. Continued experimentation with AI in areas like transportation, safety and health could make Sacramento the go-to place for noteworthy, early-stage innovation.
• Make tech careers accessible for more people. Sacramento’s advantage isn’t just in hardware, it’s in who gets to build it. By expanding scholarships, apprenticeships and funding for underrepresented founders and workers, the region will continue growing a tech economy that reflects the full diversity of its talent.
The U.S. is facing a once-in-a-generation challenge: staying ahead in an AI race that depends on chip innovation, software and the changing tides of geopolitics. The real work in this endeavor is happening in cities that turn resources into breakthrough products and high-paying jobs.
Sacramento has become one of those cities.
For investors, founders and policymakers, the smart move is to bet that this capital city’s semiconductor surge has only just begun.
Plus, what happens here won’t just shape Sacramento’s future, it could redefine America’s place across the global tech landscape.
ENERGY MANUFACTURING
POWERING PENNSYLVANIA
MANUFACTURING PENNSYLVANIA
By Secretary Rick Siger, Pennsylvania Department of Community and Economic Development (DCED).
Pennsylvania has been at the forefront of every energy transition through modern industrial history – from wood fuel production, to coal, to the natural gas that powers so much of today’s residential, commercial, and industrial needs. It’s part of the Commonwealth’s DNA. And as the world shifts into a new energy paradigm, where traditional fossil fuels, nuclear energy, and innovative renewables are converging to meet rapidly escalating energy demands, Pennsylvania is once again leading the way forward.
MEPPI Expanding in Advanced Energy Manufacturing
Companies are taking notice, too. In March 2025, Mitsubishi Electric Power Products, Inc. – or MEPPI – broke ground on a new facility in Mitsubishi’s Electric products division recently broke ground on an $86 million expansion in Western Pennsylvania – further proving the state’s momentum in manufacturing.
New Galilee, about 40 miles north of Pittsburgh on the western side of the state. The facility will manufacture advanced switchgears and power electronics, and a state-of-the-art testing lab will allow MEPPI to transition from the production of gas-insulated circuit breakers to vacuum breakers. The switchgear and power electronics solutions that the company provides are essential for meeting the growing demand for electricity while still achieving renewable energy and decarbonization goals.
Tricia Breeger, president and CEO of MEPPI, described the expansion as “investing in a stateof-the-art switchgear factory [that] will serve
our customers, and significantly advance the production of critical components that strengthen both distribution and transmission grids while driving new technologies forward in support of the nation’s decarbonization initiatives. Our switchgear and power electronics solutions are essential for meeting the growing demand for electricity, from powering homes and businesses to supporting the rapid expansion of data centers.”
Pictured: Pennsylvania Gov. Josh Shapiro announces the new PA Permit Fast Track program in Philadelphia. credited to Commonwealth Media Services
MEPPI plans to invest roughly $86 million into the project, which is expected to create more than 200 new jobs in Southwest Pennsylvania while supporting the retention of more than 800 employees across the Commonwealth. The project was originally announced in October 2024 by Governor Josh Shapiro, who has brought his “get stuff done” renewed energy to economic development and competitiveness to the Keystone State, which is why we’re making bold investments to support projects like MEPPI’s. The Commonwealth invested $6.7 million in this expansion, along with the dedicated technical support of the Governor’s BusinessPA team, which is dedicated to helping businesses relocate to and grow in Pennsylvania. The project came into fruition, in part, due to
an aggressive new business attraction approach ushered in under Governor Shapiro. A delegation from the Pennsylvania Department of Community and Economic Development traveled to Japan last year to meet with parent company Mitsubishi Electric Corporation (MELCO) and discuss this project being located in Pennsylvania. The Commonwealth’s continued support and competitive advantages thanks to its strategic location, workforce, and business climate, helped secure this project within Pennsylvania.
Hitachi’s Growth Continues the Momentum
MEPPI isn’t the only recent energy manufacturing project secured by the Shapiro
Rick Siger - Secretary Department of Community and Economic Development
Rick Siger leads the Pennsylvania Department of Community & Economic Development (DCED), driving innovation, business growth, and competitiveness across the Commonwealth. In 2024, he and Governor Josh Shapiro launched Pennsylvania’s Ten-Year Economic Development Strategy, the state’s first long-term economic plan in nearly two decades.
Under his leadership, DCED has rolled out major initiatives like PA SITES, which expands Pennsylvania’s inventory of shovel-ready sites, and Main Street Matters, an investment in downtowns and main streets. He has also worked to strengthen partnerships between state and local governments and the private sector, with collaborative efforts like the revitalization of downtown Pittsburgh securing nearly $600 million in public and private investment. Since 2023, the Shapiro Administration has attracted over $3.7 billion in private-sector investment and helped create more than 5,000 family-sustaining jobs across the state.
Previously, Rick served as Chief of Staff at Carnegie Mellon University and spent over seven years serving President Obama, holding senior roles at the White House and U.S. Department of Commerce. A Pittsburgh native, he holds a B.A. in Political Science from Columbia University.
Administration in Pennsylvania. In April 2025, Governor Shapiro announced the expansion of Hitachi Energy in Westmoreland County, also in the western part of the state – part of a broader $70 million expansion by Hitachi into its Pennsylvania facilities. The investment will transform an existing facility in the borough of Mount Pleasant into a state-of the-art high voltage products manufacturing operation that will increase production capacity substantially. The project includes renovations, production line expansion and upgrades, and a new training center.
“Our investments in Westmoreland County highlight our commitment to Pennsylvania as the heart of our High Voltage Business in North America,” said Luca Calamari, Head of Hitachi Energy’s High Voltage Business Unit in North America. “We welcome the support of the Commonwealth of Pennsylvania as we expand our presence to better address fast-growing energy demand in the region.”
Pennsylvania’s Economic Development Strategy
Like MEPPI, Hitachi was supported by BusinessPA with a $184,000 incentive grant and a $145,000 grant for worker training. The Commonwealth’s support derives from its
Pictured: PA Secretary Rick Siger joins MEPPI leaders and local officials to break ground on the company’s expansion in Pennsylvania. credited to the PA Department of Community and Economic Development
10-Year Economic Development Strategy – the first of its kind in Pennsylvania in nearly two decades – that establishes clear focus industries in which the Commonwealth has a competitive advantage. By doubling down on supporting the five important industries of agriculture, energy, life sciences, manufacturing, and robotics and technology – the Shapiro Administration is building strength on strength. Business projects like MEPPI and Hitachi fit squarely into the economic development strategy because they lie within the overlap of two of the five key focus industries: energy and manufacturing.
In addition to the identification of key industries, the strategy also lays out five main goals:
investing in economic growth to strengthen Pennsylvania’s competitive position, making government work at the speed of business, opening doors of opportunity for all Pennsylvanians, innovating to win, and building vibrant and resilient regions. Since the strategy’s initial release in 2024, the Shapiro Administration worked hard throughout the year to implement its various blueprints for action.
For example, the strategy called for a significant increase in funding for pad-ready site
Pictured: Pennsylvania Gov. Josh Shapiro has made energy a key focus industry in the Commonwealth’s 10 Year Economic Development Strategy.
credited to Commonwealth Media Services
development. Governor Shapiro worked with a divided legislature to secure a transformational influx of $500 million for site development, including $400 million for the PA SITES program, a successful pilot program from the previous year designed to grow the Commonwealth’s inventory of pad-ready sites. PA SITES helps bring sites to market faster by funding better transportation access, utility connections, and other site preparation activities. In doing so, the program is enabling Pennsylvania to compete for even more medium and large-scale economic development projects while also supporting the growth of existing Pennsylvania businesses. Speed to market is one of the most critical con-
siderations for business expansion and location decisions – and PA SITES is helping ensure that more sites are ready to go for businesses that are looking to act quickly.
The PA Permit Fast Track Program
Accelerating speed to market is also about being efficient and effective at processing environmental and business permits for project development. In November 2024, Governor Shapiro launched the PA Permit Fast Track Program to speed up government, drive economic growth, and make Pennsylvania more competitive. The first project-based permitting fast track program in the country is designed specifically for complex and impactful economic development and infrastructure projects. It operates under three key principles: enhancing project coordination, supporting critical projects, and creating transparency.
Through the PA Permit Fast Track program, Pennsylvania’s Office of Transformation and Opportunity (OTO) develops, manages, and coordinates permitting for these projects across government agencies and private partners to get answers in a timely manner. The office also works closely with project sponsors and oversees updates to the Fast Track dashboard, a publicly accessible online tool designed to ensure accountability for both state agencies and project sponsors.
The PA Permit Fast Track program is already
working for projects in different regions of the Commonwealth – including the Bellwether District, a 1,300-acre logistics and innovation campus on the former site of the Philadelphia Energy Solutions refinery on the Schuylkill River. This massive development requires substantial remediation work and is projected to create 19,000 direct permanent jobs – exactly the kind of high-impact project that the PA Permit Fast Track program was intended to support, and will rapidly accelerate the devel-
opment of the site. As Roberto Perez, CEO of HRP Group, developer for the Bellwether District, says, “transforming a site of this scale and creating thousands of new jobs requires business, government, labor, and institutions to work together — along with a little imagination and a lot of grit. I firmly believe that together, we will show that in the Commonwealth of Pennsylvania, we can innovate and accomplish big things.”
Through the $500 million site development
investment and the creation of the PA Permit Fast Track program, Pennsylvania is planting a flag and showing the national and international community that it is open for business. And the renewed energy for economic development in the Commonwealth has built an incredible momentum that has successfully landed major
Pictured: The Pennsylvania and Mitsubishi Electric flags fly side-by-side at the groundbreaking of the company’s expansion. credited to the PA Department of Community and Economic Development.
business expansion projects like MEPPI and Hitachi.
Competitiveness into the Future
Governor Shapiro is focused on continuing this momentum. His latest budget proposal focuses on competitiveness and includes a new $10 million job creation tax credit to attract businesses, as well as a $5 million increase for the Commonwealth’s most flexible incentive grant program called PAFirst. The Governor is also calling for an accelerated reduction of Pennsylvania’s corporate net income tax to 4.99 percent, currently slated to reach that level in 2031. And to foster the economy of the future, the budget proposal also includes a $50 million investment into life sciences and technology and several new investments and programs to help grow Pennsylvania’s housing stock. These new initiatives will make Pennsylvania an even more attractive place for businesses across the country and world to expand.
The Commonwealth’s new aggressive approach to economic development is paying dividends in Pennsylvania’s energy manufacturing sector and beyond. With this kind of momentum and effectiveness, more announcements about business expansions will be coming in faster than ever – and projects like MEPPI and Hitachi are just the tip of the iceberg. More information and contact information for the BusinessPA team can be found at PAGetsItDone.com.
GENERATIONAL TRANSFORMATION IN
SUNSET PARK DISTRICT
New York City Economic Development Corporation (NYCEDC) is transforming Brooklyn’s Sunset Park District into a meaningful place for diverse industry growth, entrepreneurs, and the local community.
By Jennifer Brown, Senior Vice President, Portfolio Management, New York City Economic Development Corporation (NYCEDC)
ANew Era for Sunset Park’s Waterfront
Several historic properties along the South Brooklyn waterfront are currently undergoing a meaningful, generational transformation—a sweeping, long-term reinvention of infrastructure, purpose, and opportunity. This transformation isn’t just about redeveloping aging buildings - it’s about reimagining how 200 acres of this waterfront district can serve the next century of innovation, equity, and economic growth.
With over $2 billion in public and private
investment, NYCEDC is spearheading the transformation of Sunset Park’s historic infrastructure into the campuses of the future, launching the next generation of this working waterfront. Both the Brooklyn Army Terminal (BAT) and MADE Bush Terminal—along with the South Brooklyn Marine Terminal (SBMT) and the Brooklyn Wholesale Meat Market—are sites of access and opportunity that feel truly limitless in potential.
This isn’t a collection of isolated projects. It’s a cohesive, district-wide, sustained effort grounded in a few key priorities: innovation,
opportunity and community. The Sunset Park District supports people in many ways—whether they’re entrepreneurs launching new businesses, residents from the surrounding neighborhood and throughout Brooklyn finding meaningful jobs close to home, or neighbors coming together to connect.
NYCEDC’s work is guided by a triple bottom line philosophy—creating and sustaining spaces
for people while ensuring long-term prosperity. That means supporting equitable workforce development, investing in green infrastructure to reduce emissions, and enabling economic resilience by attracting innovative industries and entrepreneurs.
This is about turning Sunset Park into a national model for urban development. Through business development, thoughtful community
Pictured: Exterior of the Brooklyn Army Terminal, redeveloped by NYCEDC into a hub for manufacturing, food production, climate tech, and 300,000 square feet of event space for public celebrations; right: An exterior view of MADE Bush Terminal, featuring 170,000 square feet of leasable space including 140,000 square feet for industrial use with another 155,000 square feet currently in development.
programming and large and small-scale public realm enhancements, NYCEDC is opening up these assets to businesses and reconnecting people to the waterfront. These sites are being reborn— honoring their history, but forging them ahead as models for the future.
The Sunset Park District’s transformation is a cornerstone of Mayor Eric Adams’ “Harbor of the Future” initiative, which integrates clean energy, advanced manufacturing, and public access and is currently home to over 130 businesses employing upwards of 4,000 people.
This transformation is creating lasting connec-
tions between people, places, and opportunity. We’re not just opening doors to new industries, we’re opening up the waterfront to the community, making it alive with possibility. The Sunset Park District now stands as a powerful example of how thoughtful investment can bridge the past and future—while putting people at the center of it all.
Brooklyn Army Terminal
Originally constructed in 1919, the Terminal was, the nation’s largest military supply base during World War II, and has undergone a
remarkable transformation. The 59-acre, 4.1 million-square-foot industrial campus now under NYCEDC’s stewardship exemplifies the agency’s commitment to generational transformation. NYCEDC is investing in this 106-yearold campus, not just to preserve its legacy, but
to reimagine it as the campus of tomorrow. Over the past decade, more than $500 million has been invested to modernize the terminal. This includes the introduction of new leasable space, enhanced infrastructure, campus-wide improvements, and enhanced public realm, all
Pictured: A rendering of BATWorks, a center for innovation, at the Brooklyn Army Terminal. A 300,000-square-foot renovation of Building A to break ground later this year. BATWorks will house climate-focused startups, clean technology firms, and advanced manufacturers, supporting the creation of up to 400,000 green-collar jobs by 2040.
designed to support local jobs and sustainable economic growth.
BAT’s tenants range from industrial and food manufacturers to wood workers and beyond, including: world-famous chocolatier Jacques Torres, The Konery, Norwegian Baked, MOMO dressing, Green Mustache, MakerSpace NYC, Rooftop Films, ArtBuilt, technology manufacturer Altronix, retailer Uncommon Goods, nonprofit fabric recy-
cling center FABSCRAP, and the New York Embroidery Studio.
Building a Green Future
A centerpiece of the renaissance of BAT will be BATWorks. A consortium led by the Los Angeles Cleantech Incubator (LACI) and the Cambridge Innovation Center (CIC) will design and operate BATWorks, a cutting-edge climate innovation hub. The world-class BATWorks hub will provide start-ups with space for product research and development, as well as offer workforce training and job placement programming to New Yorkers. NYCEDC’s $100 million investment in BATWorks will help create over 600 jobs, serve 150 startups over 10 years, and generate $2.6 billion in economic
Sunset Park District Overview
The Sunset Park District in Brooklyn is being revitalized into a thriving working waterfront and a true hub for community and opportunity. Spanning 200 acres, the district includes the Brooklyn Army Terminal, MADE Bush Terminal, South Brooklyn Marine Terminal, and Brooklyn Wholesale Meat Market. Led by NYCEDC with over $2 billion in public and private investment, the transformation prioritizes local job creation, sustainability, and public access. With 133 businesses and 4,000+ jobs, many filled by Brooklyn residents, the district reflects the community it serves. New open spaces, cultural programming, and workforce development initiatives ensure that Sunset Park’s future is built with and for its people.
impact for the city.
Last December, the Adams administration, UPROSE, and Working Power announced the development of Sunset Park Solar to bring clean, reliable, and affordable solar energy to Sunset Park residents and businesses. The 725 kilowatt (kW) solar array at BAT will reduce greenhouse gas emissions, alleviate energy burdens, and protect low-income households from energy price fluctuations. Currently under construction, the project will deliver $1.24 million in energy bill savings to approximately 150 households over its lifetime.
The Brooklyn Wholesale Meat Market
The Brooklyn Wholesale Meat Market comprises over 200,000 square feet dedicated to food processing, cold storage, and distribution. It serves as a hub for wholesale businesses working across meat, poultry, fish, and produce,
Jennifer Brown
Jennifer Brown is the Senior Vice President of Portfolio Management at New York City Economic Development Corporation (NYCEDC). A mission-driven public sector and nonprofit executive, she is committed to advancing the economic growth and vitality of New York City’s neighborhoods, businesses, public spaces, and institutions. Jennifer brings to NYCEDC extensive experience in community and economic development, placemaking, and public-private partnerships. She is a proven leader in program development, organizational strategy, stakeholder engagement, and external affairs, with a track record of building and mentoring high-performing, cross-functional teams. Her work is rooted in strengthening communities through inclusive development and innovative initiatives.
playing a vital role in the region’s food supply chain. The market is currently operating at full capacity, reflecting strong demand for this type of infrastructure in New York City.
MADE Bush Terminal: A New Identity for Brooklyn’s Industrial Future
Located less than a mile from BAT is the 36-acre MADE Bush Terminal - an acronym for Manufacturers, Artisans, Designers, and Entrepreneurs. This campus is being repurposed
as a hub for innovative manufacturing, design, and small business growth. Historically a bustling shipping center employing approximately 35,000 people in the early 20th century, MADE Bush Terminal consists of eight buildings adjacent to the waterfront. What makes MADE particularly unique is its ground-up repositioning, a systemic redevelopment of each building
Pictured: Rendering of the South Brooklyn Marine Terminal, future home to one of the nation’s largest offshore wind port facilities. Courtesy of Equinor.
to ensure a cohesive, multi-faceted campus that reconnects the community with the waterfront.
The recently opened Building A at MADE offers 140,000 square feet of leasable manufacturing space for industrial businesses and artisans, along with 30,000 square feet dedicated to public events and community space. Surrounding the building are five acres of landscaped public space, featuring plazas, pedestrian pathways, and an emphasis on future waterfront connections.
Looking ahead to Summer 2025, NYCEDC will break ground on the transformation of the long-defunct Pier 6 into a five-acre waterfront park. This project will provide recreational space with scenic views of Lower Manhattan and Governors Island advancing NYCEDC’s goal to integrate industrial redevelopment with vibrant, inclusive public spaces.
An additional $38 million has been invested to transform Bush Terminal Park into a vital green space reconnecting the Sunset Park neighborhood to the waterfront. The park features scenic views of tidal pools and the Bay Ridge Channel, plus a multi-sport field, comfort station, bike lanes, and walking paths. This investment is a commitment to accessible, sustainable public space and makes the park a model for equitable waterfront revitalization.
South Brooklyn Marine Terminal
Adjacent to these revitalization efforts is the South Brooklyn Marine Terminal (SBMT), one of the most significant renewable energy infrastructure projects in the country. Currently under construction across 75 acres, SBMT is poised to become one of the largest offshore wind port facilities in the nation. The site is being transformed through a $107 million capital investment from the City, alongside more than $1 billion in private funding. The project is expected to create over 1,000 construction jobs, catalyzing economic activity and workforce development in the region. Once completed, SBMT will support the staging, assembly, and deployment of offshore wind components, ultimately delivering clean energy to over 500,000 homes and businesses.
Conclusion
Through strategic investments, public-private partnerships, and a focus on sustainability and equity, NYCEDC is creating a future where New Yorkers can thrive along a world-class, innovative, working waterfront. Sunset Park is more than an industrial zone; it is a living model for purposeful economic development, sustainability, and long-term community investment.
Pictured: World-renowned chocolatier, Jacques Torres at his Brooklyn Army Terminal facility, a stateof-the-art chocolate factory that supports his growing business with on-site production, packaging, and shipping operations while contributing to local job creation as part of BAT’s diverse manufacturing community.
NEBRASKA: BUILDING A RESILIENT MANUFACTURING WORKFORCE
BUILDING
In Lincoln, Neb.,
the Lincoln Manufacturing Council(LMC) addresses the industry’s employment gap and helps local companies secure talent.
By Caden Pearson, Workforce Development Coordinator, Lincoln Partnership for Economic Development
(LPED)
The manufacturing industry’s biggest challenge
The National Association of Manufacturers reported 449K open manufacturing jobs in March 2025, with companies across the U.S. desperately trying to upskill and fill these roles as the nation presses forward on its reshoring mission.
It also projects that over the next decade, 3.8 million manufacturing jobs will be needed, and 1.9 million are likely to be unfilled if more people don’t pursue modern manufacturing careers. Of open jobs, 2.8 million will come from retirement and 760,000 from industry
growth. An additional estimated 230,000 jobs will be created from recent legislative and regulatory actions. Meanwhile, attracting and retaining talent is the primary business challenge indicated by manufacturing companies.
The challenge doesn’t stop there. As manufacturing continues to advance, it requires skilled workers. According to occupation data from
Pictured: LMC Manufacturing Basics Certificate Participants Working Together on a Lean Manufacturing Training Exercise; right: Gradute obtaining his Manufacturing Upskilling Certification
the US Bureau of Labor Statistics, projected growth of in-demand jobs is well-aligned with high demand skills in recent years. As manufacturing continues to modernize, the need for highly skilled workers will follow suit.
Addressing the manufacturing
job
shortage
In Lincoln, Nebraska, manufacturing is the second-largest economic engine. The Lincoln Manufacturing Council (LMC)—an industry-led collaborative—creatively addresses the local employment gap, helping 20 companies
secure talent. LMC was formed in 2019 as a result of three large manufacturers in Lincoln all acknowledging the gap in workforce development opportunities specific to the industry. Leaders from these companies, in collaboration with The Lincoln Partnership for Economic Development (LPED), built an entry-level curriculum designed for individuals with no prior experience in manufacturing to quickly gain the competency and confidence needed to succeed in a career in the industry. Today, LPED continues to operate LMC with industry input from an Advisory Board of manufacturing leaders.
The organization offers multiple certificate pathways, from introduction to manufacturing for entry-level positions to an advanced upskilling program for individuals with prior manufacturing experience.
Hands-on programming and support
The Manufacturing Basics Certificate (Level One) provides a unique learning opportunity for under- or unemployed individuals interested in the field. The 12-hour program includes training in crucial skills like blueprint reading,
interpreting work orders, and workplace safety taught by a trained instructor with industry experience. The class also includes in-depth tours of manufacturing facilities outside of classroom time. It culminates with a job fair for participants to apply for jobs immediately after earning their certificate. Supportive services like transportation, childcare, and meals are also available, and upon meeting all program requirements, graduates are given a $250 supportive service payment.
The Manufacturing Skills Certificate (Level Two) is intended for individuals with prior experience looking to polish their skills to find career growth and stability. Upon completing this program’s three modules, participants will earn a certification that signals to employers their status as a skilled manufacturing professional, distinguishing them from entry-level candidates. The Manufacturing Skills Certificate is taught in partnership with Southeast Community College, our local community college, which is dedicated to investing in innovative workforce development programming, and because of this partnership, the curriculum is a blend of classroom and hands-on experience in a precision machine shop.
Other programs include the Manufacturing Upskilling Scholarship and partnering with our
Pictured: Fabricators at Cleaver-Brooks; Fabricator at Cleaver-Brooks; right: Production Associate at Bison Inc.
local American Job Center to offer a manufacturing track of their summer Youth Employment Program. The Upskilling Scholarship is a fund that supports past LMC participants in acquiring other industry-specific certifications, and the Youth Employment Program aims at connecting youth ages 16-24 to on-the-job training experiences at local companies supplemented by advanced manufacturing and automation training. LMC also partners with Lincoln Public Schools to connect K-12 students to STEM pathways, which include manufacturing.
Inclusive practices are driving success
LMC’s goal is to expand the talent pool available to employers by designing accessible programs for individuals who have traditionally faced barriers to opportunity, such as New Americans, those utilizing supportive housing, and people exiting incarceration. Since launching in 2019, LMC has graduated over 400 individuals across all programs. Of those, more than 120 were preparing to reenter society after incarceration, and 38 were New Americans
enrolled in English classes through a partnership with local literacy education experts.
In 2021, LMC received support from the City of Lincoln’s Workforce Development Program, funded by the American Rescue Plan. This support allowed LMC to offer additional Level One classes and continue to provide free meals, transportation, childcare, and supportive ser-
Pictured: Production Operator at ContinentalContiTech;
right: Production Team Member at Kawasaki Motors Manufacturing.
vice stipends. Additionally, this funding was integral to LMC’s growth, allowing us to build on the entry-level curriculum and create the Level Two class and the scholarship fund. These benefits bring LMC closer to making its programs fully accessible to the audience we’re trying to support.
To sustain and grow its impact, LMC maintains strong partnerships with human service and workforce development professionals, continuously expanding outreach efforts. This approach not only creates pathways to eco-
nomic mobility for underserved individuals, but also gives manufacturing partners access to a broader, more diverse talent pool they might not otherwise reach.
Fueling success through industry-led collaboration
LMC is successful because of the continuous support from local manufacturers. What started as a group of three companies: Kawasaki Motors Manufacturing Corp. and TMCO, both established in Lincoln in 1974, and Bison
Inc. has grown to a council of 20 members. Any manufacturer in the community can join LMC through a tiered sponsorship program, and higher-level supporters gain a seat on the LMC Advisory Board, which meets quarterly to discuss industry trends and revise curriculum as needed to ensure that the LMC program remains relevant. While LPED coordinates the logistics and administrative side of programming, it’s crucial to have consistent feedback from industry professionals to ensure that LMC continues to meet the ever-evolving workforce
Team Member at Instinct; right: Team Member at Thunderstone.
Caden Pearson
and talent needs that manufacturers face.
Examples of success
LMC has had a transformative impact on the lives of refugees and New Americans, providing a pathway to meaningful careers and economic stability in their new community. Alla Polishchuk, who arrived in Lincoln in 2022 from Ukraine, is one such individual. Determined to build a future for herself in the United States, she enrolled in a special session of LMC’s Manufacturing Basics Certificate taught entirely in Ukrainian, made possible through a partnership with Lincoln Literacy, a local nonprofit providing free English language classes. Soon after, she secured employment with Kawasaki, one of LMC’s founding companies, as a line worker—a pivotal first step in establishing her new life.
Alla’s journey was supported by Eugene Korol, the class instructor, who also shares a Ukrainian background. Having resettled in Nebraska over 25 years ago, Korol now serves
Caden Pearson is the Workforce Development Coordinator at the Lincoln Partnership for Economic Development (LPED), where he plays a pivotal role in building talent pipelines and connecting job seekers with career opportunities in Lincoln, Nebraska. Caden is a Certified Social Worker with years of experience in the nonprofit sector, building collaborative partnerships and managing programming to support individuals who were at risk of and/or experiencing homelessness.
as a general foreman in the production welding department at Kawasaki. Reflecting on his role in the program, he shared, “It’s been a rewarding experience to help both my company and fellow Ukrainians.”
LMC’s inclusive approach has also opened doors for individuals like Yusra Taha, a refugee from Iraq. While her initial aspiration was to work in the education sector, language barriers made it difficult to pursue that path. Through LMC’s programming delivered in her native Kurdish, Yusra gained valuable manufacturing skills and a new sense of purpose and direction in Lincoln’s workforce.
These stories exemplify the power of workforce development to foster opportunity, dignity, and community for New Americans to build their lives in Nebraska.
Conclusion
As the manufacturing sector continues to grapple with job and skills gaps, workforce development programs like the LMC are becoming critical to meeting employer needs. LMC’s holistic, people-centered approach not only connects employers with qualified talent but also actively reduces the barriers that often prevent individuals from entering and advancing in the workforce. By aligning industry demands with individual support, LMC is helping to strengthen Lincoln’s community—driving economic development while empowering residents to build stable, rewarding careers.
SPARKING INNOVATION
Innomotics is a leading global provider of electric motors and large drives in sustainable electrical solutions across industries.
FThe company’s five business divisions offer a wide portfolio of motors, drives, solutions, classical, and digital services for reliable, sustainable motion solutions that make Innomotics the number one global market leader, the backbone for reliable drive technology in industry and infrastructure worldwide.
“The Innomotics portfolio of high quality
or more than 150 years, Innomotics, formerly a subsidiary of Siemens AG, has set the pace for innovations in industrial efficiency, electrification, sustainability, and digitalization. According to a company spokesperson, establishing Innomotics as a separate company benefits both customers and the future growth of the company. “It offers the optimal framework for Innomotics to respond more quickly to rapidly changing market conditions. We create added value for our customers through clear business structures and a reduction in administrative expenses.” Indeed, within just two years of being spun off from the Siemens Large Drive Application unit, Innomotics is already a worldwide-recognized brand.
and energy-efficient low-voltage and high-voltage electric motors, medium-voltage drives, tailor-made solutions and extensive customer support is used in a wide range of industries, including oil and gas, mining, water and wastewater, food and beverages, cement, and chemicals,” notes a company spokesperson.
“Together with our partners, we support our
customers everywhere choosing the right products to implementing them into the production environment.”
The company is headquartered in Nuremberg, Germany, and employs around15,000 people worldwide. Annual revenue exceeds €3 billion. With 17 production sites and a comprehensive sales and service network in 49 countries,
Innomotics has a well-balanced global presence in a growing market.
There are two major manufacturing hubs in the United States:
• New Kensington, Penn. – The center of development for the globally leading Perfect Harmony medium voltage drive that is celebrating its 30th anniversary this year. More
than 25,000 Innomotics Perfect Harmony Drives operate on every type of motor across all continents. “We currently offer the fifth generation,” a company spokesperson says. “That means we have improved the drive continuously in the past while maintaining its core features to ensure that while we implement meaningful innovations, we still offer a solution that is highly reliable.”
• Norwood, Ohio – Historic 125-year-old factory, known for producing industry-leading AboveNEMA motors, high voltage motors that
Pictured: Innomotics serves almost all industries, from chemicals, oil and gas to utilities, from fiber to automotive and marine, from water to waste water.
exceed the standard power ratings set by the National Electrical Manufacturers Association. These motors are used in challenging heavy industrial applications requiring voltage ranges from 460 to 13,200 volts.
Sustainable Efficiency
Innomotics is at the forefront of providing products and services that help companies transition to more reliable and efficient energy technologies. “The sustainability trend is driven by the need to increase efficiencies in production processes and avoid rising costs due to carbon taxes worldwide,” says a company spokesperson.
One way Innomotics is addressing this trend is by offering customers turbine replacement. In many industries, production processes are still driven by steam or gas turbines powered by fossil fuels such as natural gas, oil or coal. By replacing these turbines with electric drives, customers reduce carbon emissions and save on maintenance costs drives in existing systems with electric drives. The downtime in operation to replace fossil fuel turbines with electric drives is usually limited to about four weeks.
An example of a major turbine replacement
Pictured: Left from top: Innomotics replaced a steam turbine with an electric system for Repsol; Netherland’s largest industrial heat pump operated by ENECO is powered by Innomotics motors and drives;
The Innomotics GH180 has a smart cell system that offers extensive digitalization features in combination with Innomotics Inspire IQ.
project was with Repsol, a Spanish multinational energy and petrochemical company based in Madrid. iBy replacing a steam turbine with an electric system (Innomotics GH180), Repsol was able to reduce its energy consumption by 25% and thus lower its CO2 emissions by 68,000 tons per year. The Innomotics solution delivers 8.25 megawatts of power. This corresponds to the daily electricity consumption
of a small town with 3,000 inhabitants. The new system offers an availability of 99.9 percent and a service interval of six to seven years.
Over the years, Innomotics has continuously improved the energy efficiency of its motors to help companies reduce energy costs and energy consumption, and at the same time improve production processes. To that end, Innomotics recently announced adding to its product port-
folio permanent magnet motors of the most advanced energy efficiency class IE6. These motors are characterized, among other things, by 20% less loss compared to IE5 motors. These magnet motors with a power factor close to 1 are available in power sizes from 0.37 kW to 250 kW at 1500 rpm and 3000 rpm.
Pumping Heat
Increased demand for heat pumps is another area driven by the need for greater sustainability. Fossil fuels still dominate industrial heat generation, accounting for over 70% of industrial process heat. Electrifying these heat processes can significantly reduce industrial CO2 emissions and save energy.
Industrial heat pumps can provide process heat up to 200°C, ideal for many applications such as drying processes in the food and paper industries or steam generation and distillation in the chemical industry. Additionally, industrial heat pumps can be used to supply large buildings (e.g., factories, office complexes) or entire residential areas with sustainable heat.
Innomotics partnered with energy producer ENECO to implement the largest heat pump in the Netherlands. It extracts heat from the wastewater and feeds it into the city of Utrecht’s district heating network. This system uses 65 million liters of wastewater daily to generate 25 to 27 megawatts of heat output. It supplies sustainable heat to over 20,000 households, covering about 15% of the total heat demand
of Utrecht and its surroundings. Innomotics supplied 8 Perfect Harmony GH180 and 9 A-Compact Plus to the heat pump manufacturer Johnson Controls, which manufactured the overall system for ENECO.
Most recently Innomotics received an order to supply 11 water-cooled HV M high-voltage motors and GH180HC medium-voltage converters from Piller Blowers & Compressors GmbH. The motors and converters are used in machines for the world’s most powerful industrial heat pump system at BASF’s headquarters in Ludwigshafen.
Going Digital
Another way to improve efficiency is digitalization. The Innomotics Inspire IQ digital platform enables industries to monitor and maintain production processes 24/7. Together with a Perfect Harmony GH180 motor equipped with a Smart Cell System,the Inspire IQ platform offers comprehensive cloud-based monitoring capabilities such as thermal monitoring, arc detection, and environmental condition analysis. Overall, Innomotics Inspire IQ can optimize the operation of motors and converters, reduce maintenance costs, and further increase the lifespan of the products.
Additional Internet of Things (IoT) capabilities are provided through modules that connect motors and drives to cloud-based monitoring. The Connect 500 and Connect 600 modules are easy to implement for an installed base of
all kinds of motors.
NEMA Membership
Innomotics is a proud member of the National Electrical Manufacturers Association (NEMA), a leading organization that sets industry standards and advocates for the electrical manufac-
turing sector. According to a company spokesperson, “NEMA membership underscores our commitment to delivering high-quality, reliable, and innovative solutions in electric motors and large drive systems. Our products consistently meet industry-leading standards for safety, performance, and compliance, pro-
viding our customers with confidence in their reliability. It also grants us access to the latest technical standards, market insights, and regulatory developments, ensuring we remain at the forefront of industry innovation.
“Active participation in NEMA allows us to contribute to the development of industry stan-
dards and policies, ensuring that our expertise and customer-centric perspective help shape the future of the industry. This engagement reaffirms our dedication to redefining reliable motion for a better tomorrow, leveraging industry expertise, and continuously enhancing value for our custom
SUPPLY CHAIN FEDERATION: A NEW VOICE
Supply Chain Federation is a national, nonpartisan org of biz experts, labor leaders, and others to protect and strengthen the supply chain.
By Amanda Blackwood, President & CEO, Supply Chain Federation
If America wants to lower costs, boost productivity, and strengthen its global competitiveness, we must start treating the supply chain as a strategic national priority. It’s not just a set of logistics or infrastructure challenges—it’s the foundation of economic stability and growth.
From the ports that drive international commerce to the railways, highways, and distribution networks that move goods across the country, the supply chain touches every community and every industry. Yet its value is too often
recognized only when disruptions occur.
The supply chain is not an abstract economic concept. It’s the complex, interconnected system of systems that ensures groceries reach shelves, life-saving medications arrive at hospitals, and manufacturers get the components they need to build, innovate, and compete. It fuels infrastructure projects, empowers small businesses, builds housing and sustains millions of jobs—from the docks and rail yards to warehouses, storefronts, and beyond.
A healthy, resilient supply chain is the single most powerful tool we have to lower costs for consumers and improve quality of life. It influences the price and availability of nearly everything—from food and fuel to housing and healthcare.
In short: when the supply chain runs well, so does America.
This is why a new voice has emerged at this critical time: the Supply Chain Federation — a high-impact, national, nonpartisan coalition bringing together business experts, labor leaders, and key stakeholders from every link in the chain. Our mission is simple but urgent: to protect and strengthen the supply chain in the face of economic, environmental, and political uncertainty.
Why Now?
For too long, key policies shaping the supply chain have been made without sufficient input
from those on the ground. Legislators, regulators, and media commentators often overlook the complexity, scale, and interdependence that make the supply chain work — and the consequences are showing.
In California, for example, one-size-fits-all environmental mandates are setting national precedents without adequate consideration for feasibility or cost. Across the country, we see local land use restrictions choking off new infrastructure development. And on Capitol Hill, broad policy efforts sometimes overlook the operational realities of the supply chain—jeopardizing the very systems they aim to improve.”
The Supply Chain Federation is here to change that.
A Three-Pronged Strategy
Our work focuses on three urgent areas:
Policy is Being Made Without Us— And It’s Costing Us
Across the country, states are moving quickly - shaping the rules that will define the future of freight, logistics, retail, manufacturing, and beyond. Too often, those decisions are made without the perspective of the people who keep goods moving and the economy growing. That ends now.
We’re building a national coalition to ensure supply chain leaders shape the policies that shape their future—state by state, coast to coast, and at the highest levels of federal decision-making.
Supply Chain Federation
A new voice has emerged at this critical time: the Supply Chain Federation — a national, nonpartisan coalition bringing together business experts, labor leaders, and stakeholders to protect and strengthen the supply chain in the face of economic, environmental, and political uncertainty.
From the ports that drive international commerce to the railways, highways, and distribution networks that move goods across the country, the supply chain touches every community and every industry.
A healthy, resilient supply chain is the single most powerful tool to lower costs for consumers and improve quality of life. It influences the price and availability of nearly everything—from food and fuel to housing and medicine.
In short: when the supply chain runs well, so does America.
Together, we can lead with solutions that are practical, sustainable, and built for the future.
The Narrative Has Been Hijacked—It’s Time to Take It Back
For too long, the essential role of the supply chain in powering daily life—delivering medicine, food, goods, keeping the cost of living
affordable and sustaining millions of jobs—has been overlooked in the national conversation.
While others have invested heavily in shaping public narratives, our voice has been missing.
The Supply Chain Federation is bringing data, perspective, and real-world experience to the forefront—ensuring media, policymakers, and the public understand the full impact of supply chain policy and the opportunity we
have to get it right.
Crippling Regulation Is Moving Fast—and We’re Locked Out of the Process
Fueled by political and media pressure, sweeping regulations are being pushed through at unprecedented speed—without real input from the industries they impact most.
Much of this happens quietly, at the local level, driven by unelected boards and agencies that lack any real understanding of how the supply chain works or why it matters.
Without our voice at the table, the rules are
being written without regard for long-term feasibility, economic impact, or operational reality.
Now is the time to lead with insight, experience, and solutions that work.
We advocate for balanced rulemaking that protects public interests without sidelining operational and economic realities.
Laying the Foundation: Research, Advocacy, and Federal Leadership
The Federation’s approach is anchored in three pillars:
• Research + Best Practice Policy: We’re building a premier research platform to shift
the national dialogue with data that: Proves the supply chain’s critical role, exposes the flaws in current policy and offers real, workable alternatives shaped by every link in the chain.
• Targeted Education and Advocacy: We engage policymakers through private briefings, roundtables, fly-ins, legislative days, lobbying and experiential study missions—ensuring consistent, high-impact face time across all levels of government. Our approach blends data, storytelling, and operational expertise to make complex supply chain issues real and actionable.
• Media + Messaging: We don’t chase headlines—we shape them. Through strategic media
outreach and trusted relationships with top-tier outlets, we ensure accurate, balanced coverage that reflects the real impact of supply chain policy. Our work highlights the essential role this sector plays in powering the economy—and the leadership of our members in shaping what comes next.
2025 Priorities: What We’re Tackling Now
The Federation is focused on three immediate policy priorities:
• Environmental Quality and Sustainability: Supporting emissions reduction efforts that
Amanda Blackwood
President and CEO
Amanda Blackwood is the President and CEO of the Supply Chain Federation, the leading national trade association representing America’s freight, logistics, retail, manufacturing, and trade sectors.
With more than two decades of experience as a CEO, CFO, and COO across the public, private, and nonprofit sectors, she is widely respected for her ability to build coalitions, shape policy, and lead organizations through transformation and growth.
Prior to joining SCF, Amanda earned national recognition as an executive leader in economic development, media, and public affairs. Known for blending private sector innovation with public impact, she’s led major advocacy campaigns, launched high-profile ventures, and received honors from the U.S. Chamber and others for her influence on policy and civic leadership.
Amanda is building SCF into the most effective and influential supply chain policy organization in America.
Want to connect with Amanda? | Phone | (916) 708.6061
Email | amanda@supplychainfederation.com
are cost-effective, technologically feasible, and operationally practical.
• Land Use and Infrastructure Investment: Advocating for responsible growth and continued public investment in the nation’s critical transportation infrastructure.
• Indirect Source Rules (ISR) and Clean Fleet Mandates: Ensuring industry realities and transition timelines are incorporated into rulemaking.
Expertise to Navigate the Road Ahead
As challenges evolve, so must the response. The Supply Chain Federation is focused on delivering practical solutions rooted in frontline experience—bridging the gap between industry realities and policymaking.
By promoting data-driven best practice policy and storytelling, elevating industry expertise,
and helping regulators and lawmakers understand the real impacts of their decisions, the Federation is working to create a stronger, more sustainable, and more secure future for the supply chain — and for all Americans who depend on it.
For further insights, research collaborations, or policy expertise, visit www.supplychainfederation.com.
The Supply Chain Federation is the leading
national advocacy group working to secure and strengthen America’s supply chain, uniting business and labor to protect jobs, invest in domestic infrastructure and safeguard the supply chain and economy from global instability. The Supply Chain Federation is the unifying force working collectively to create a strong and resilient supply chain, ensuring access to the goods and services Americans depend on. The Supply Chain Federation is fighting for regulatory and legislative measures that protect and strengthen the supply chain and against unnecessary and shortsighted policies on the federal, state, and local level that make it more difficult to get the goods and services Americans rely on where they need them most.
RUNNING ON EMPTY
How drought is disrupting global supply chains.
By Jon Davis, Chief Meteorologist, Everstream Analytics Weather & Climate Team
In September 2024, Hurricane Helene swept through the southeastern US, leaving a trail of devastation behind it. Entire towns were washed off the map in a matter of hours. Communities that had stood for generations were reduced to rubble. The images that emerged in the aftermath were immediate, visceral and heart-wrenching.
But while floods like those from Helene command attention with their sudden violence and immediate impact, a slower-moving crisis is unfolding across other parts of the world: one that doesn’t make for dramatic footage but is just as dangerous. Drought is a more insidious threat. Lacking a singular moment of impact, it creeps in gradually, sapping moisture from the soil, straining water systems, and weakening food and energy production over time. When conditions one day are just a little bit worse than the day before, it’s hard to drive headlines. Stack a couple thousand of those days on top of each other, though, and it adds up.
By the time the consequences become clear –diminished (or failed) crop yields, power shortages, empty reservoirs – the damage is already done. Sure, it’s not as visually arresting as the
“here today, gone tomorrow” images that come with floods, but make no mistake: the drought is among the most disruptive forces facing global commerce today.
The first half of 2025 has already shown signs that this will be a defining year for drought-driven supply chain disruption. As the Northern Hemisphere enters summer, a critical season for crop development and water consumption, the warning signs are hard to ignore. From farmland in Brazil to riverbeds in Europe
and reservoirs in the U.S. and Mexico, drought conditions are tightening their grip on global production networks. And with climate and weather patterns working against farmers and industries alike, the risks are mounting.
The Baking of the Global Breadbasket
There are indications that we are entering an era of fragile food security. As planting season ramps up across the Northern Hemisphere
widespread dryness, aggravated by long-term climate cycles like La Niña and the negative Pacific Decadal Oscillation (-PDO), is making 2025 look increasingly like a year of increased risk of crop stress in various major growing areas.
Drought conditions in the Americas have reached their highest level in more than two decades. These conditions are especially pronounced in Brazil, one of the world’s most important agricultural exporters. In the south-
eastern states of São Paulo, Paraná, and Minas Gerais, regions that account for significant production of coffee, sugar cane, and citrus, soil moisture levels have consistently been in the lower end of the historical distribution. These are not minor fluctuations; current moisture levels fall within the bottom 15 percent of all years since 1948.
These increasingly dry conditions are being felt across the globe. Have you noticed coffee prices ticking higher? Brazil is the world’s leading coffee supplier, and persistent drought conditions are impacting coffee production. Shortfalls drive up prices and trigger ripple
effects through global food and beverage markets. The same applies to sugar and citrus, which are foundational inputs for both consumer goods and processed food production.
As Brazil approaches winter, the impacts of the past growing season have ended. Attention now turns to the next growing season which begins in October/November – springtime in Brazil and the Southern Hemisphere.
Condition aren’t much better in North America: particularly in the U.S. Southwest and northern Mexico, regions that have experience prolonged dryness since last fall. Like Brazil, their soil moisture readings are now
among the lowest in over 20 years. Winter corn yields in northern Mexico have suffered, and poor grazing conditions are straining livestock operations. Meanwhile, in the American West, depleted reservoirs and weak snowpack threaten both agricultural output and energy supply. But perhaps the most alarming issue is what this dryness foreshadows: extreme summer heat. Large dry zones, especially in elevated areas like the Colorado Plateau, can trap and amplify heat, raising the probability of prolonged heatwaves in the coming months. This would not only put stress on crops and livestock but also threaten worker safety, energy reliability, and transportation efficiency.
Europe’s Water Crisis
Europe is not immune. After an abnormally dry start to the year (January – May), parts of Europe, including the UK, much of northern Europe, and the Black Sea Region, are entering the core of the summer growing season with some of the lowest soil moisture levels since 2003. These areas are vital to European grain production. While spring planting is now complete, the success or failure of these crops is dependent upon summer rainfall and heat. The safety net is gone. Without cooperation from Mother Nature this summer, the region could face reduced yields and greater pressure on global grain markets.
Jon Davis
Jon Davis leads the Everstream Analytics weather and climate team as Chief Meteorologist, specializing in energy, agriculture, and supply chain logistics. Based in Barcelona, Spain Jon brings over 35 years of experience and is widely considered one of the foremost experts on the impact of weather and climate on global commodities and business.
After graduating from the University of Wisconsin (Madison) with a degree in meteorology, he spent 18 years on Wall Street in the commodity divisions within Citigroup (Chief Meteorologist) and 11 at Chesapeake Energy (Chief Meteorologist). In 2015, Jon was given the prestigious Award for the Outstanding Contribution to the Advance of Applied Meteorology by the AMS (American Meteorological Society). In 2017, Jon was awarded the Kenneth C. Spengler Award for outstanding vision to advance the role of meteorology in the new energy economy and outstanding leadership of the AMS Energy Committee and its conference.
Drought conditions are also undermining Europe’s inland shipping routes. The Rhine and Danube are both starting the season at lower-than-average levels and if conditions don’t improve, that means slower – or stalled - barge traffic. These waterways are essential arteries for moving everything from chemicals and fuels to consumer goods and construction materials. When water levels drop, companies are forced to shift to rail or road, which are more expensive and less sustainable modes of transportation.
Supply Chain Thirst Traps: The Downstream Effects of Drought
I’ve outlined some of the implications of drought, including crop shortfalls and power issues. But the impact goes much deeper. If there was one lesson the global economy learned from COVID, it’s that modern supply chains are deeply connected. Issues with one node in the chain can have disastrous effects in places that may not seem obvious at first.
Take soybeans, for example. Most companies don’t use them directly, but soybean derivatives (soymeal, soybean oil, etc.) are critical inputs for food processing, biofuels and livestock feeds. So, a soy shortfall isn’t just bad for soybean farmers – it can reverberate through industries like poultry, dairy, the pharmaceutical industry, and packaged food supply chains.
Water has quietly become one of the most critical resources in the global economy—on par with, if not exceeding, the importance of oil. The United Nations estimates that 70% of freshwater is used for agriculture and 19% for industrial applications. Drought not only reduces food production but also restricts industrial output and hinders global trade by lowering waterway navigability.
Even high-tech sectors are not immune. The recent global semiconductor shortage, which paralyzed industries from automotive to electronics, was in part caused by a drought in Taiwan. Semiconductor manufacturing is
extremely water-intensive, and any limitation on water availability can halt production entirely. The tentacles of drought can go far beyond just food and beverage industries.
What we’re witnessing now is a supply chain that is, quite literally, dehydrated. And even if your own business isn’t feeling the effects of water scarcity today, chances are your suppliers (or their suppliers) already are. Water-intensive processes like mining, refining, and food processing sit upstream from countless industries. So, when those industries face drought-related setbacks, there are entire networks and industries that will feel the pain.
Transportation is just one example: when barges struggling to navigate drying rivers slow down or halt progress, the impact to just-intime delivery models can be catastrophic. The slowdown of one shipment in one country can quickly lead to short-falls, production halts, or missed deadlines on the other side of the world.
A Future of Fragile Abundance
We are long past the time where climate change could be viewed as a looming threat for future generations. It’s here, and it’s reshaping global supply chains in ways that are easy to see and ways that are more difficult to detect. But one thing is clear: drought is no longer a local or seasonal concern: it is a systemic risk that needs to be addressed.
This year’s outlook doesn’t offer much hope for the kind of growing season that global food systems desperately need. Without significant rainfall and ideal conditions across multiple continents, food stocks are likely to tighten further. And when food is scarce, every part of the global supply chain, from raw materials to retail, is affected. Companies that fail to recognize the creeping threat of drought risk falling behind. Those that act now by investing in visibility, flexibility, and foresight will be far better equipped to navigate what’s shaping up to be a long, dry season for global commerce.
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