North America Outlook - issue 21 by Outlook Publishing

ADVANCED DERMATOLOGY AND COSMETIC SURGERY

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Issue 21

ARIS MINING

Protection enabled by small-scale mining

KMC MINING A ROCK SOLID OPERATION With over 75-years’ experience, KMC Mining boasts a legacy of excellence in a busy and exciting industry

Bruce Bharat, Kamstrup’s Country Manager and Vice President of North America, talks about his company’s dominant force in smart water metering

REGAL REXNORD AEROSPACE & DEFENSE Creating a better, energy-efficient tomorrow

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Smooth cruising for European manufacturing

Behind the global tech powerhouse of the world’s Smartest City

The suite life of the hotel industry

World-class medical diagnostics for Africa

T R AV E L GUIDE

COCA-COLA SABCO MOZAMBIQUE Iconic and impactful brands and beverages

SYRAH RESOURCES LTD

Putting Mozambique on the map for global EV development

CYPRUS

GENIE ENERGY LTD

BATCHFIRE RESOURCES

Mediterranean escapism in the Land of Aphrodite

Advancing the solar generation

F E AT U R E

MOELLER AEROSPACE

PACTIV EVERGREEN

VAN MOER LOGISTICS

On a trajectory of expansion, Batchfire Resources is the low-fugitive emission energy coal producer pursuing plans for Net Zero

Sustainability and innovation in food and beverage packaging

Gideon Burger, CEO of Axiology Labs discusses providing top quality laboratory products for life science solutions across Africa

quality laboratory products for life science solutions across Africa Gideon Burger, CEO of Axiology Labs discusses providing top

Innoquest Diagnostics is moving forward as one in pursuit of transformative healthcare. Ginny Foo, CEO, gives us the details

Donavan Hutchinson, MD of SHI UK, tells us how how organisations are being empowered to adapt to changing business models and workplace strategies

LTD RESOURCES SYRAH

transformative healthcare. Ginny Foo, CEO, gives us the details Innoquest Diagnostics is moving forward as one in pursuit of

empowered to adapt to changing business models and workplace strategies Donavan Hutchinson, MD of SHI UK, tells us how how organisations are being

brands and beverages Iconic and impactful

MOZAMBIQUE SABCO COCA-COLA

RESOURCES BATCHFIRE

From quaint fishing village to bustling resort getaway

EVERGREEN PACTIV

AEROSPACE MOELLER

RE S US

We go Behind the Lens with culinary storyteller, Karolina Wiercigroch

VALLARTA PUERTO From quaint fishing village to bustling resort getaway

gas turbine technology discovery in air travel and industrial Ascending to new heights of

beverage packaging innovation in food and Sustainability and

TRAVEL GUIDE

PUERTO VALLARTA

We go Behind the Lens with culinary storyteller, Karolina Wiercigroch

of modern infrastructure investment Expert Eye, Amanda Li, discusses the unsustainable nature

LOGISTICS MOER VAN

pursuing plans for Net Zero is the low-fugitive emission energy coal producer On a trajectory of expansion, Batchfire Resources

Charting cleaner waters for the Adriatic

Expert Eye, Amanda Li, discusses the unsustainable nature of modern infrastructure investment

leading sustainable logistics in Belgium Founder and CEO, Jo Van Moer, discusses

EV development on the map for global Putting Mozambique

YACHTING’S SUSTAINABLE REVOLUTION

Ascending to new heights of discovery in air travel and industrial gas turbine technology

Founder and CEO, Jo Van Moer, discusses leading sustainable logistics in Belgium

waters for the Adriatic Charting cleaner

REVOLUTION SUSTAINABLE YACHTING’S

GUIDE TRAVEL

F E AT U R E

solar generation Advancing the

Land of Aphrodite escapism in the Mediterranean

ENERGY LTD GENIE

CYPRUS GUIDE T R AV E L

diagnostics for Africa World-class medical

AFRICA LANCET CERBA

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Smartest City of the world’s tech powerhouse Behind the global

European manufacturing Smooth cruising for

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ZERELLA FRESH

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WELCOME FROM THE EDITOR

EDITORIAL Head of Editorial: Jack Salter jack.salter@outlookpublishing.com Editor: Lucy Pilgrim lucy.pilgrim@outlookpublishing.com Editor: Ed Budds ed.budds@outlookpublishing.com Editor: Lily Sawyer lily.sawyer@outlookpublishing.com Junior Editor: Rachel Carr rachel.carr@outlookpublishing.com Junior Editor: Lauren Kania lauren.kania@outlookpublishing.com PRODUCTION Art Director: Stephen Giles steve.giles@outlookpublishing.com Senior Designer: Devon Collins devon.collins@outlookpublishing.com Designer: Louisa Martin louisa.martin@outlookpublishing.com Production Manager: Alex James alex.james@outlookpublishing.com Digital Marketing Manager: Fox Tucker fox.tucker@outlookpublishing.com Web Editor: Oliver Shrouder oliver.shrouder@outlookpublishing.com

Social Media Executive: Jake Crickmore jake.crickmore@outlookpublishing.com BUSINESS CEO: Ben Weaver ben.weaver@outlookpublishing.com Managing Director: James Mitchell james.mitchell@outlookpublishing.com Chief Commercial Officer: Nick Norris nick.norris@outlookpublishing.com Regional Director: Joshua Mann joshua.mann@outlookpublishing.com

Key Global Producer Welcome to our 21st edition of North America Outlook. Recognized as a leading mining nation, Canada’s minerals sector is an economic mainstay that supports jobs and activity in every province and territory. To power the clean energy transition and advanced manufacturing, there is a growing demand for critical minerals and materials that Canada is primed to capitalize on. The current state of the mining industry is therefore extremely invigorating, according to Craig Dirk, President and CEO of our front cover star, KMC Mining (KMC). “The scale and scope of these developments underscore the dynamic and promising nature of the mining industry in Canada. It’s an exciting space to be working in, marked by unprecedented growth and a landscape ripe with opportunity that KMC looks forward to partnering in,” Dirk tells us.

REGIONAL DIRECTORS David Knott david.knott@outlookpublishing.com Tom Cullum tom.cullum@outlookpublishing.com PROJECT MANAGERS Kieron Harvey kieron.harvey@outlookpublishing.com Lauren Robinson lauren.robinson@outlookpublishing.com Kierron Rose kierron.rose@outlookpublishing.com Michael Sommerfield michael.sommerfield@outlookpublishing.com Scarlett Burke scarlett.burke@outlookpublishing.com HEADS OF PROJECTS Callam Waller callam.waller@outlookpublishing.com Deane Anderton deane.anderton@outlookpublishing.com Eddie Clinton eddie.clinton@outlookpublishing.com Ryan Gray ryan.gray@outlookpublishing.com Thomas Arnold thomas.arnold@outlookpublishing.com TRAINING & DEVELOPMENT DIRECTOR Marvin Iseghehi marvin.Iseghehi@outlookpublishing.com SALES & PARTNERSHIPS MANAGER Donovan Smith donovan.smith@outlookpublishing.com SALES MANAGERS Alfie Wilson alfie.wilson@outlookpublishing.com Krisha Canlas krisha.canlas@outlookpublishing.com

ADMINISTRATION

Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com Finance Assistant: Suzie Kittle suzie.kittle@outlookpublishing.com Finance Assistant: Victoria McAllister victoria.mcallister@outlookpublishing.com CONTACT North America Outlook Norvic House, 29-33 Chapelfield Road Norwich, NR2 1RP, United Kingdom Sales: +44 (0) 1603 363 631 Editorial: +44 (0) 1603 363 655 SUBSCRIPTIONS Tel: +44 (0) 1603 363 655 jack.salter@outlookpublishing.com www.northamericaoutlookmag.com Like us on Facebook: @northamericaoutlook Follow us on Twitter: @NA_Outlook

At a time when the global energy transition is underway and the mining industry pivots towards more sustainable practices, the environment is a primary focus for Aris Mining. Along with its sustainability initiatives, the Canadian junior gold company is passionate about its artisanal and small-miner (ASM) partnership programs. “By joining forces, we can create partnerships and value for the regions where we operate while protecting the environment and strengthening the local social fabrics,” expands COO, Richard Thomas. Like the mining sector in Canada, the North American dermatology industry has grown significantly over the last 10 years, stemming from a rising awareness of the importance of skin health. There is a correlative uptake in the need for dermatologic care as the population lives longer and skin issues are addressed at an increasingly early age. Fortunately, Advanced Dermatology and Cosmetic Surgery caters to these increasing patient requirements. “We offer a wide array of non-invasive and non-surgical cosmetic and antiaging treatment options, which are on the cutting edge of clinical research. Meanwhile, our dermatopathology labs provide high-quality, advanced diagnostic services,” details Dr. Matt Leavitt, Founder and Executive Chairman. Elsewhere in our latest issue, find out about the state-of-the-art solutions for smart water metering offered by Kamstrup, the energy-efficient tomorrow being created by Regal Rexnord Aerospace & Defense, and the go-to partner for all things stamping, Dayton Lamina Corporation. We hope that you enjoy your read. Jack Salter Head of Editorial, Outlook Publishing North America Outlook Issue 21 | 3

CONTENTS REGULARS

6 NEWS Around North America in seven stories

8 EXPERT EYE Reviewing existing networks for weak points

BU SI N ESS I N SI G H TS

10 Technology A New Era of Evolution Empowering change in the US telecoms industry

14 Sustainability Revolutionizing Waste Management

14 00

4 | North America Outlook Issue 21

TO P I C A L F O C U S

18 Technology

Harnessing the power of biotechnology

The New Frontier of the Digital World

180 THE FINAL WORD

Redefining human and digital interaction

What is your company’s new year’s resolution?

NORTH AMERICA OUTLOOK CONTENTS

MA N U FAC TU R I N G

F E AT U R E S

126 Miller Industries Towing and Recovery Titans

20 SHOWCASING

Vehicles that push the limits to recordbreaking success

LEADING COMPANIES Tell us your story and we’ll tell the world

136 Regal Rexnord Aerospace and Defense

MINING

22 KMC Mining

A Rich History of Flight

A Rock Solid Operation

Creating a better, energy-efficient tomorrow

Growth and excellence amid an evolving industry

38 Aris Mining Delivering Growth Responsibly Protection enabled by small-scale mining

80 42 North Dental Dentistry Done Differently Culture of quality

SU P P LY C HA I N

88 DACHSER Inspiring Global Interconnection An exemplary figure in the field of global logistics

52 Thiess Leading the Way in Sustainable Mining Services

96 Designed Conveyor Systems

Stamp of Approval The go-to partner for all things stamping

156 CJB Companies

Experts in material handling

Focusing on the Future The exceptional life sciences partner you deserve

164 Air Industries Group Flying High

H EALT HCA RE

Assembling success in the aerospace industry

58 Advanced Dermatology and Cosmetic Surgery

CO N STR U C TI O N

The Power of a Patient-Centric Approach

172 Michilli

A synthesis of medical and aesthetic care

The Luxurious Side of Construction Cultivating vital relationships

72 ApolloMD Multispecialty solutions for US hospitals and health systems

146 Dayton Lamina Corporation

Supplying Superior Solutions

New sustainable services in mining – autonomy and reclamation

Prescribing Quality Care

136

EN ER GY & U T I L I TI E S

106 Kamstrup Leaders in Water Meters Offering state-of-the-art solutions for smart water metering

R ETA I L

118 Spirit Mountain Casino 72

Hitting the Jackpot Oregon’s premier casino and hotel

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North America Outlook Issue 21 | 5

NEWS

Around North America in seven stories… ENERGY & UTILITIES

MASSACHUSETTS REVOLUTIONIZES US OFFSHORE WIND

TECHNOLOGY

MICROSOFT UNLOCKS CHANGE WITH KEYBOARD REDESIGN IN ITS FIRST major keyboard redesign in three decades, tech giant Microsoft has unveiled plans to develop an artificial intelligence (AI) button on its keyboards. From the outset of the new year, computers that run Microsoft’s Windows 11 operating system will be installed with an additional keyboard button that instantly launches the

AS THE SECOND offshore wind project to begin producing electricity in the US, Vineyard Wind represents a milestone achievement for an industry that has struggled to get off the ground over the past year. Avangrid and Copenhagen Infrastructure Partners have headed up the project, and plan to install a total of 62 turbines with a total capacity of 800 megawatts (MW) by the end of this year. Despite the Biden administration’s pledge to make offshore wind a priority, the US remains far behind Europe, which has installed infrastructure with the capacity to produce over 32,000 MW on its shores.

company’s AI chatbot, Copilot. The button will be located near the space bar, and on some computer models, will replace the Ctrl key. By capitalizing on its close partnership in the development process with OpenAI, the owner of ChatGPT, Microsoft arguably redefines itself as a pioneer for applications of generative AI technology.

H E A LT H C A R E

COUNTERFEIT OZEMPIC CAUSES CONCERN A RECENT SCARE has seen the Food and Drug Administration (FDA) warn the US public against counterfeit versions of Novo Nordisk’s diabetes drug, Ozempic, which has been identified in the drug supply chain. The FDA has urged users of Ozempic not to distribute, use, or 6 | North America Outlook Issue 21

sell units labeled with lot number NAR0074 and serial number 430834149057, and to report said units immediately. The agency assessed that needles from seized injections are counterfeit, and their sterility cannot be confirmed, which presents an additional infection risk. Although it has already confiscated thousands of units, the FDA warns that some may still be available.

MINING

ENERGY & UTILITIES

MAKING STRIDES IN SEAFLOOR MINING

TVA FACES DELAYS

AS US MANUFACTURERS struggle to source the raw materials needed to produce batteries and other technologies, which will be key to reducing national greenhouse gas (GHG) emissions, the country’s House Armed Services Committee (HASC) has appealed to President Biden’s Congress. 31 signatories urged the Department of Defense to investigate the benefits of deep seafloor mining, emphasizing “the importance of evaluating and planning for seabed mining as a new vector” for sourcing S U P P LY C H A I N

FEDEX REVENUE FALLS DUE TO A reduced volume in its postal service, FedEx and FedEx Express have reported a weakness in industrial production as the unit’s overall revenue fell by six percent last quarter. Fewer delivery packages, paired with an increased preference towards e-greetings during the Christmas

minerals like lithium, nickel, cobalt, manganese, and graphite. Since signing the National Defense Authorization Act (NDAA) on 3rd January, Biden will direct the Pentagon to deliver a report on the domestic processing of seafloor polymetallic nodules by 1st March.

period, have seen fewer deliveries than usual from the US postal service of late. In a bid to improve the agency’s financial health, FedEx has reduced its air volumes by more than 90 percent under Postmaster General and CEO, Louis DeJoy’s, 10-year transformation plan. DeJoy’s plan aims to keep pace with private parcel carriers, whilst moving towards commercial shipments.

THE TENNESSEE VALLEY Authority (TVA) has proposed an 80 percent cut in its carbon emissions by 2035, largely enabled by retiring coal-fired power in the state. To facilitate this proposal, the existing Cumberland coal-fired power plants will make way for a singular, gas-fired plant, the Cumberland Project. However, the Federal Energy Regulatory Commission (FERC) is still in the process of reviewing TVA’s proposal for a 32-mile gas pipeline to supply the Cumberland Project. Any further delay in the gas pipeline’s approval threatens to postpone the retirement of coal-fired power in the state. Furthermore, the hold-up will substantially hamper TVA’s 2035 deadline for lower carbon emissions. A G R I C U LT U R E

EXTRATERRESTRIAL CORN THE CONSORTIUM OF Space, Policy, Agriculture, Climate, and Extreme Environment (SPACE2) has recently announced aspirations to grow the first acre of corn on Mars. As part of the University of Nebraska-Lincoln (UNL), the project is led by Professors Yufeng Ge and Santosh Pitla. SPACE2 has already participated in several small-scale research projects, including the growth of soybeans in a lunar substrate. Professors Ge and Pitla are now connecting with stakeholders and the US Department of Agriculture to further the project. UNL’s established research in plant genetics, biochemistry, and robotics has historically proven an invaluable foundation for cross-discipline breakthroughs, and it is hoped that SPACE2 will make similar strides. North America Outlook Issue 21 | 7

Keeping the Lights On 24/7 – How Vulnerable are our Networks? The world is in the midst of an ‘electric revolution’, but grids are creaking under the weight of demand. Pedro Robredo, Senior Vice President for ABB Electrification Services in the Americas, discusses the importance of reviewing existing networks for weak points where risk of failure brings high costs Writer: Pedro Robredo, Senior Vice President, ABB Electrification Services in the Americas

ith the rapid growth in electrification, driven by electric mobility, heating and ventilation, data centers, and emerging industries to name just a few, it’s becoming clear that the 8 | North America Outlook Issue 21

world needs innovative approaches to balance the grid – and fast. In the US, the government is prioritizing grid resilience like never before. With nearly 70 percent of the nation’s grid more than 25 years old, the White House is making historic investments that will strengthen the transmission grid to drive down energy costs, generate well-paid jobs, and help keep the lights on during extreme weather events. The Department of Energy estimates that outages alone cost the US economy $70 billion annually and this is only set to worsen without modernizing and expanding the domestic power grid. But it’s not just about modernizing by building bigger and better to resolve the issue of energy security and reliability. Not only is this an impractical solution – as the lead time on commissioning new electrical equipment is long, which puts time constraints on the pressing need to update infrastructure – it’s

also non-sustainable. Consider, for example, the additional mining of iron ore and copper along with the carbon footprint to manufacture and deliver such equipment. That’s why forward-thinking organizations are seeking more sustainable solutions by adopting the 3Rs - repair, refurbish, and retrofit. And rather than seeing service as a reactive intervention, they are recognizing the benefits of a consultative and preventative approach. Why? Because running a piece of critical equipment to the point of failure could cost up to 10 times more than investing in a program of regular maintenance to extend the life cycle and productivity of electrical assets, in addition to avoiding the environmental impact of buying new equipment.

PRODUCTION AND ENERGY EFFICIENCY One of the greatest opportunities for carbon, material, and cost savings

EXPERT EYE ENERGY & UTILITIES

is retrofitting – upgrading outdated components so that the existing electrical system lasts longer and runs as efficiently possible, which in turn minimizes the risks of breakdowns and expensive downtime. In fact, 50 percent of electrical equipment like metal cabinets, steel plates, and busbars – products with high embedded carbon and material footprints – can be used perpetually without being replaced if outdated components such as circuit breakers, electrical switches, fuses, and contactors are regularly monitored, maintained, and upgraded. With this approach, we have seen some of ABB’s clients’ facilities reduce the cost of operating equipment by a third while extending the lifetime of critical infrastructure by as much as 30 years. In terms of best practice, early adopters are taking a preventative approach, replacing older, non-digital circuit breakers with more intelligent, digitally enabled breakers linked to cloud computing platforms that enable the seamless provision of value-added services. These can provide real-time data and analysis on asset condition, performance, and potential safety issues, helping operators prevent potential hazards before they arise and minimizing disruptions to production. For example, one of our US blue-chip food and beverage customers has recognized the value of ABB Electrification’s advisory services, giving them the benefit of engineering experts on the ground to provide a thorough assessment of their sites and provide solutions for whatever problems they discovered, even when dealing with competitor products. The value of the advisory service report has already paid dividends by identifying issues before they became critical, fixing them and boosting production and energy efficiency.

It’s this level of knowledge that is so valued in a market that is sadly seeing a declining level of expertise. In other words, such partnerships show where energy use can be optimized, or where equipment requires maintenance and simple and cost-effective fixes to lower energy consumption and reduce the risk of outages. Whether operating a utility in heavy industries such as oil and gas, or tightly controlled industrial environments such as food and beverage manufacturing, this is business critical as even a brief blackout can result in severe production losses, with devastating knock-on impacts on revenue. This is where retrofitting equipment with more advanced, digitally enabled products and systems is really taking off.

A NEW MODEL OF MAINTAINING EQUIPMENT Digital energy and asset management solutions, which have monitoring and diagnostic capabilities, offer companies the potential to shift to a new, predictive, proactive model of maintaining their equipment. At present, the norm for many companies is to let their electrical equipment run for a few years before shutting down for one or two weeks to check for any issues. But with condition-based maintenance, the equipment itself identifies if something is outside of normal parameters so issues can be addressed before they become failures. Such an ‘intelligent’ approach not only makes financial sense, but also ensures that the lifetime of machinery is optimized, with equipment failures and production stoppages minimalized. The journey to improved grid stability in the US will not be an easy one. It will require greater innovation and ingenuity to achieve much more

with much less, all while continuing to use the existing power grid infrastructure and simultaneously transitioning to a new one. However, by leveraging new technologies and retrofitting dated components with digital upgrades, utilities can achieve improved grid stability with greater ease and speed.

ABOUT THE EXPERT Pedro Robredo has been Senior Vice President for ABB Electrification Services in the Americas since November 2022 and brings a wealth of expertise in product, services, and digital services management and development, and how service contributes to both geographical and sustainable growth. With 25 years of combined previous experience at Schneider Electric, Toshiba, and Eaton, he particularly excels in the fields of electrical assets service, and three-phase electrical systems. Robredo also uses this multifunctional skillset to great effect across the disciplines of application and manufacturing engineering, business development, mergers and acquisitions, plus strategic planning. He brings that much coveted synergy between technical and commercial knowledge, in tandem with a strong multicultural and multinational understanding. He resides in Boston, US, and has an MBA in Operations and Finance from the McCombs School of Business, along with a Masters and Bachelor’s degree in Electrical Engineering – also from the University of Texas in Austin.

North America Outlook Issue 21 | 9

A NEW ERA OF EVOLUTION As the US telecommunications industry continues to be monopolized by a handful of large corporations, SiFi Networks advocates for change. Mike Harris, co-Founder and Chairman, tells us more Writer: Lily Sawyer

f the 103 million internet service users in the US today, around 82 million are currently dominated by just four major providers. SiFi Networks recognizes a need to change this. The company seeks to establish an open-access internet network spread widely across major US cities to provide customers with wholesale access to several providers using a shared infrastructure. “Essentially, we are offering a solution so that residential 10 | North America Outlook Issue 21

customers have the freedom of choice to use multiple providers without having to dig up the road every time they change provider. In short, that’s the concept of openaccess,” opens Mike Harris, co-Founder and Chairman of SiFi Networks. The company’s client base consists of small, medium, and large internet service providers (ISPs) who wish to minimize their construction risk whilst being able to reach more homes per dollar invested. SiFi Networks’ governing principles of reversing the monopolization of US telecommunications (telecoms), favoring fair and non-discriminatory internet access, and providing a wide range of ISP choices, are influenced by the European model. “These principles have been deployed within Europe for many years, originally in the UK, largely to break the monopoly of British Telecom (BT),” Harris reveals. SiFi Networks directly employs over 100 staff, whilst subcontracting its construction, management, and design elements allows the company to provide employment opportunities for many more.

SIFI NETWORKS TECHNOLOGY

Primarily, the company’s goal is to implement complex, accessible telecoms network infrastructures across the US that move with the market and adhere to trends within the industry. Having successfully built a network in California, SiFi Networks is well on its way to achieving its goal as the company anticipates going live in multiple cities across the East Coast.

BROADENING HORIZONS Traditionally, both municipal and private ISPs have been required to be experts not only in broadband but also construction, as they must physically build their networks from the ground up before they are able to offer consumer services. This has contributed to the US broadband industry being monopolized by providers with increased capital due to the considerable cost of construction. However, SiFi Networks’ shared infrastructure approach, in which it privately funds, builds, and independently operates city-wide fiber networks (FiberCities™), allows ISPs to focus their resources on providing competitive packages for the consumer. “We give the entire network an open-access status so that an ISP can gain access to all homes or businesses,” Harris explains. Whilst smaller ISPs, supported by open-access, may not have exclusive access to their customers, having not constructed the infrastructure themselves, they do have the ability to connect more widely. “If you are offering the best service for whatever type of ISP you are, you’ll be able to spend time on your marketing, price point, and bundle to attract customers. What’s more, you don’t have construction risk or capital locked up in infrastructure,” he emphasizes. Therefore, open-access networks have allowed smaller service providers access to new geographies without being limited by the cost of construction.

PHOTOS: ©SIFI NETWORKS

CREATING CHOICE In the face of considerable stagnation, SiFi Networks seeks to revive the US telecoms industry whilst increasing choices for its consumers. Furthermore, unlike many ISPs, SiFi Networks is not influenced by affluence or wealth within an area. The company installs fiber for every single residence within a given locality so that each customer has the freedom to choose between providers. “We don’t cherry pick areas. We build out whole cities,” Harris states confidently. Across the US, the open-access internet model is still relatively unique, as most residents and businesses are still obliged to purchase internet services from a single

company that operates as a monopoly. However, having been provided a level playing field by SiFi Networks’ implementation of open-access, more US ISPs have begun to offer competitive fiber packages. As seen in much of Europe, many ISPs now offer media bundles tailored to residents’ Internet of Things (IoT) needs or choose to promote affordable broadband prices. “At SiFi Networks, we don’t compete with the ISPs; they compete between themselves to attract consumers. Ultimately, it’s the resident or business that chooses where they get their services from,” he expounds. In enabling open-access networks in US cities, SiFi Networks offers consumers a broader choice of providers and promotes improved customer service. “One thing open-access has driven is choice in the marketplace for its consumers. Above anything, customer service is always the winner,” Harris divulges.

A THREE-LAYER MODEL SiFi Networks seeks to implement a three-layer model, also known as the hierarchical internetworking model, into its activities. This model is intended to break down traditional monopolies within a broadband network and separate it into three independent entities. The first layer, or core layer, consists only of the network itself and the high-speed broadband associated with it. The second layer involves a third-party management company taking control of the fiber to allow the customer to choose freely between available broadband services.

ABOUT MIKE HARRIS Mike Harris has been instrumental in shaping SiFi Networks’ journey since its inception in 2013. As Chairman, Harris plays a pivotal part in driving the company’s mission to redefine the future of fiber connectivity in the US. Under his leadership as co-Founder, the business has led the development of open-access fiber to home networks in the US, backed by significant funding from Dutch pension fund manager APG and leading infrastructure investor PATRIZIA Infrastructure. Harris has been a successful telecoms entrepreneur for many years and previously founded Total Network Solutions, which he sold to BT in a multi-million-pound deal in 2005.

North America Outlook Issue 21 | 11

SIFI NETWORKS TECHNOLOGY

“The management of this asset – or ‘second layer’ – is an entirely independent operation,” explains Harris. Ultimately, versions of fiber can be turned on or off by the independent management company, depending on consumer choice. The third and final layer is the ISP, which is responsible for the customer’s contract. To eliminate monopolies, this layer can never be involved in the management or ownership of the fiber asset itself. “The fiber asset owner has committed to not being the ISP, as has the independent management organization. Therefore, it’s neutral, as there’s no vested reason for the consumer to favor one ISP over the other.” By providing separation, layer-by-layer, SiFi Networks has created a neutral infrastructure that all homes can use. “This means that ISPs must be on top of their game and in tune with what the customer wants. Having choice drives customer service,” Harris enthuses.

PHOTOS: ©SIFI NETWORKS

WHAT ARE THE BENEFITS OF OPEN-ACCESS? 1. Focus on delivering, not digging: Open-access allows providers to focus on delivering great broadband services, as opposed to digging infrastructure. 2. Don’t despair – dig once: Open-access models generally minimize disruption during the construction. Shared infrastructure means less construction and less maintenance, positively impacting the environment and quality of life. 3. Low barriers to entry for service providers: Funded by private capital markets, open-access is a viable option for all ISPs, regardless of capital. 4. Competition and customer choice: More competition means more customer choice, whilst users can switch easily between providers. 5. Futureproof with smart cities: Technologies such as 5G cellular networks, smart energy grids, and intelligent buildings can all benefit from the fiber networks provided by open-access.

As it anticipates securing further funding in Q1 of this year, SiFi Networks continues to expand and evolve. “We expect to see the acceleration of active customers over the newly built networks, and we will see a number of other cities asking us to put their citizens on an openaccess network,” comments Harris. This comes after the company nears completion of open-access networks in Fullerton, Placentia, and Kenosha, which are pending an imminent launch. It also oversees eight more cities, which are in various stages of openaccess construction, hoping to be completed in 2024. Ultimately, as it grows, SiFi Networks seeks to modernize and diversify the US telecoms industry, which has been hampered by monopolization and limited choice for decades. “There comes a point when the US internet service is not keeping up with the reality of today’s world,” Harris observes. 12 | North America Outlook Issue 21

PHOTOS: ©SIFI NETWORKS

LOOKING FORWARD

“Imagine you want some fruit, but the only thing being sold is plums. You don’t want plums, but you don’t have a choice; all you can have is plums,” he exemplifies. “But then, imagine there’s also a bowl of apples alongside the plums. You make your choice, and that’s the empowerment.” Thus, SiFi Networks believes that the secret to driving customer service is about offering an array of options, whilst empowering the consumer with autonomy and the ability to choose for themselves.

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Discover our exclusive content, delivered straight to your inbox Building on the global success of its regional titles – North America Outlook, Africa Outlook, APAC Outlook, and EME Outlook – Outlook Publishing is proud to introduce a digital magazine and web platform dedicated to the mining & resources sector. As mining organizations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector. A multi-channel brand, Mining Outlook brings you the positive developments driven by organizations across the global mining industry through our various platforms. Discover exclusive content distributed through our website, online magazine, social media channels, and dispatches delivered straight to your inbox with a bi-weekly newsletter. Through this compelling new venture, we foreground the movers and shakers of the industry. To participate as a featured company and join us in this exciting endeavor, contact one of our Project Managers today.

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REVOLUTIONIZING

WASTE MANAGEMENT In the world of waste management, strides are being made at an unprecedented pace to reshape how we handle the world’s refuse. But, amid these advancements, could biotechnology emerge as the pivotal piece of the puzzle, unlocking new possibilities to not only reduce costs but also salvage inherent value and, crucially, minimize emissions? Scott Owen, Director of Business Development at Advetec North America, explores

but also a pivotal step in reducing environmental impact. Conventional practices — predominantly characterized by transporting waste to landfills, burying excess materials underground, or resorting to incineration — have demonstrated both environmental harm and longterm financial unsustainability.

Add Writer: Scott Owen, Director of Business Development, Advetec North America

GROUNDBREAKING BIOTECHNOLOGY

s mountains of discarded waste destined for landfill continue to pose a daunting challenge, the need for innovative solutions has never been more pressing. At the forefront of this environmental obstacle is Advetec North America (Advetec), a pioneering biotechnology company revolutionizing how waste is managed. 14 | North America Outlook Issue 21

Specifically, Advetec helps organizations reduce the volume of non-recyclable waste they discard and explores how alternative methods of disposal can help bring us one step closer to a more circular economy. In a global context, where the urgency of addressing climate change intensifies, refining the post-consumption process is no longer solely about cost reduction

At the core of Advetec’s success lies a groundbreaking waste-eating biotechnology that addresses the growing challenges posed by unrecyclable waste. Unlike traditional disposal methods, Advetec’s in-vessel aerobic digestion method accelerates the breakdown of waste – achieving in 48 hours what takes 16 weeks to do using traditional methods.

ADVETEC NORTH AMERICA SUSTAINABILITY

Depending on the input, the end result is either a solid recovered fuel (SRF) that can be used to decarbonise energy intensive industries like aviation and cement, or a nutrient-rich compost to promote soil structure and fertility. The uniqueness of this approach lies in its ability to handle diverse waste streams effectively. From grease-stained pizza boxes to food-tainted sauce pots, Advetec’s waste-eating technology ensures that organic matter is extracted from what was once deemed unrecyclable. This not only reduces the volume of waste destined for landfills, but also contributes to the creation of a circular economy where waste is repurposed, recycled, or transformed into valuable resources. The output – which is then free of organic material – is completely stabilized, avoiding harmful emissions.

Its high calorific value also means it can combust at a much higher temperature and is therefore excellent for energy production, thus contributing to a more sustainable and resource-efficient waste disposal solution that helps bend the linear economy to become more circular in the future. From large-scale infrastructure and leisure facilities around the world, to the vital waste services depended on by communities, Advetec has worked with leading businesses across the globe, including Six Flags, Royal Caribbean Cruises, and Simon Group. Recently accredited by the Solid Waste Association of America (SWANA), the firm is also certified by other established associations, including the Chartered Institute of Waste Management (CIWM), United Response Operators Consortium (UROC), iBioIC, and Resource Management Association Scotland (RMAS), and is a partner of The Association for the Advancement in Sustainability in Higher Education (AASHE). Through pioneering biotechnology solutions, Advetec has diverted tens of thousands of tons of waste from landfills and saved over $1.2 million for clients in North America and the Caribbean alone through improved efficiencies. The XO technology, capable of treating 10 tons of nonrecyclable waste, spares six tons of CO2e with each process.

TACKLING PROPER WASTE DISPOSAL The company has strategically expanded its operations into a new vertical market by targeting large university campuses.

Recognizing the substantial and diverse waste streams generated by these institutions — encompassing everything from paper and plastic to food waste, as well as specialized disregards from laboratories, for example — Advetec’s waste reduction technology provides a tailored solution to help universities and colleges significantly cut down their carbon footprint. Helping institutions bring unrecyclable waste into the circular economy doesn’t just reduce the volume of waste sent to landfill and minimize harmful greenhouse gas (GHG) emissions. It also enables professionals on-site to leverage the calorific value in waste that cannot be recycled, with SRF able to be used directly on campus to generate heat or energy, or be resold for energy recovery. Some of Advetec’s customers use XO systems to transform their food waste into compost. If purely organic waste streams are inputted into the machine – for example, food waste – universities have the option to compost their organic waste and use it in their gardens in the same week. Because this is processed in-vessel, it prevents the attraction of unwanted vermin, eradicates potent smells, and produces a nutrient-rich resource with multiple benefits. Taking 48 to 72 hours instead of 12 to 16 weeks, it also makes for a much more efficient process. The fertilizer can be spread on campus grounds, which not only helps to improve the site’s appearance and helps to grow produce for canteens, but also sequesters carbon back into the soil to help offset emissions.

North America Outlook Issue 21 | 15

ADVETEC NORTH AMERICA SUSTAINABILITY

CATALYZING SUSTAINABLE PRACTICES In recent years, conversations around sustainable practices have gained momentum across North America. Stringent legislations and a growing awareness of environmental issues have driven a demand for innovative solutions and increased recycling efforts. Advetec does not merely offer a solution; it actively participates in shifting the mindset and actions of key decision-makers through

THE BENEFITS OF ADVETEC’S TECHNOLOGY Significant cost savings – By processing waste on-site and optimizing the process continuously, organizations can achieve 40 percent reductions in waste management costs depending on their processes. Reduced environmental impact – Advetec’s technology overcomes infrastructure challenges, making on-site eco-friendly practices feasible. The stabilized floc output can be sent to landfill, where it will no longer emit harmful GHGs, or used as an SRF, contributing to a circular economy. The process also minimizes the municipal solid waste mass by 50 percent, and volume by 70 percent, as all organic matter is effectively removed from waste. Circular economy initiatives – Incorporating SRF into the circular economy framework minimizes waste and maximizes resources. Leading organizations can set an example by promoting sustainable consumption practices and increasing the value of their waste.

16 | North America Outlook Issue 21

education and awareness around biotechnology and unrecyclable waste. The company emphasizes the importance of not just selling a solution but contributing to a paradigm shift in waste management practices. As organizations strive to enhance their environmental performance, it is crucial to recognize that waste serves as one of the most straightforward metrics to measure, given its tangible nature as a known physical resource. Nevertheless, the importance of waste management goes deeper than quantity considerations. When waste containing organic materials is deposited in landfills, the consequential release of methane emissions becomes a critical concern. Methane, recognized for its significantly higher potency than carbon dioxide, boasts a global warming potential despite its shorter atmospheric lifespan. In the quest to bolster environmental credentials, organizations must duly focus on Scope 3 emissions, particularly those associated with methane. Originating from diverse sources such as landfill activities, livestock farming, and oil and gas operations, this potent GHG carries substantial global warming potential.

According to the US Environmental Protection Agency (EPA), methane is the second-most emitted (16 percent) on a global scale. Acknowledging the role of methane in climate change, organizations are increasingly prioritizing efforts to reduce emissions, aligning with their broader sustainability goals. There’s no denying that the road to a truly closed-loop future will continue to have its challenges. But the paradigm shift, spearheaded by companies like Advetec, represents a transformative moment in the waste disposal industry. Harnessing the power of biotechnology, specifically through innovative on-site digestion and the creation of SRF and nutrient-rich compost, Advetec is not merely addressing the challenges of waste disposal but revolutionizing the entire waste management ecosystem — reducing contamination and landfill rates, curbing GHG emissions, and ultimately, helping to save the planet.

advetec.com

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A production-line of exclusive content, delivered straight to your inbox Building on the global success of its regional titles – North America Outlook, Africa Outlook, EME Outlook, and APAC Outlook – Outlook Publishing is proud to introduce a digital magazine and web platform dedicated to the manufacturing sector. As manufacturing organizations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector. A multi-channel brand, Manufacturing Outlook brings you the positive developments driven by organizations across the global manufacturing industry through our various platforms. Discover exclusive content distributed through our website, online magazine, social media channels, and dispatches delivered straight to your inbox with a bi-weekly newsletter. Through this compelling new venture, we foreground the movers and shakers of the industry. To participate as a featured company and join us in this exciting endeavor, contact one of our Project Managers today.

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THE NEW FRONTIER

OF THE DIGITAL WORLD

TOPICAL FOCUS TECHNOLOGY

Amongst the many emerging business trends for the year ahead, human interaction with technology and the subsequent cultivated advancements are sending shockwaves across the business landscape. We unpack how the humanmachine interface and Web 3.0 are transforming the world as we know it Writer: Lucy Pilgrim

n recent years, the use of the humble smart speaker has skyrocketed across the US. So much so, that a staggering 25 percent of all households across the country have welcomed an Amazon Alexa into their home as of 2023. This piece of kit is a small part of a wider sphere of emerging technology that is increasingly important in both the domestic and business realm, known as the humanmachine interface (HMI), which amalgamates with the rise of Web 3.0 – the next evolution of the internet.

HUMAN-MACHINE INTERFACE Although this may seem like a futuristic concept, the HMI plays a prominent role in the everyday lives of Americans. The digital technology utilized in smart speakers, streaming services, voice assistants, and gesture recognition technology are only the foundations of a wider technology sector that is transforming human interaction and the ways in which people conduct business. At its core, the HMI is a screen or an interface that people interact with. As the interface has evolved, the technology endeavors to create a humanistic and holistic method of interaction, arising from the recent evolution of artificial intelligence (AI), machine learning (ML), and robotics. The HMI has become more seamless and responsive in recent years thanks to the development of natural language processing, gesture recognition, and braincomputer interfaces. Honeywell, one of the largest HMI organizations in the world, has created three unique and revolutionary products that maximize the operative effectiveness of technology by negating the human pitfalls of fatigue or error. The company’s Collaboration Station, in particular, is a diverse hub of digital transformation that is utilized across the industrial and construction space, offering specialized visualization architecture that can transform data into a tangible interface, further

increasing businesses profitability. Another company that is becoming more apparent in the HMI space is Neuralink, founded in 2016 by Elon Musk. The company is focused on connecting human brains with machines via implants. As a result, the human mind will no longer be outpaced by AI but instead work collaboratively by placing threads of it in the brain. Neuralink’s technology is still in its testing phase and is yet to be launched, but it marks a turning point in the realm of AI and is expected to have a tremendous trajectory.

WEB 3.0 AND THE METAVERSE Although Web 3.0 sounds like a science fiction character, this other-worldly interface is paving the way for the new era of digital transformation. Despite still being in its infancy, the beginnings of Web 3.0 can already be seen in the adoption of virtual reality (VR) and augmented reality (AR), which are becoming more advanced as they are introduced into mainstream media and gaming. Indeed, the global VR market has an estimated increase in value from $12 billion in 2022 to more than $22 billion in 2025. Web 3.0 and its many extensions, such as AR, are already innovating sectors including healthcare, allowing for greater accuracy and detail in diagnostics, whilst training for complex procedures and surgeries is made easier as professionals can readily practice their skills without any risk. In addition, VR and AR will also help revolutionize the retail sector, as it provides the opportunity for consumers to immerse themselves in a product before buying, bringing it to life via a virtual prototype. Meanwhile, at the forefront of the digital shift is the widely-known Metaverse. Produced by Facebook, this somewhat virtual world was created specifically for gaming, socializing, and business networking. The implementation of Web 3.0 and its many branches encourages companies across the US and beyond to embrace and adopt such technologies as the Metaverse, which seeks to create a more specialized, advanced, and manageable business experience. Tech experts are calling it a mere extension of what is already happening in the creation of a shared virtual space, whilst others argue that the Metaverse will completely redefine human interaction with technology, blurring the lines between the physical and the digital. Looking towards the future of the digital world, embracing technologies such as HMI and Web 3.0 will be vital in critical decisionmaking if businesses are to remain successful and relevant in an ever-increasing competitive environment. North America Outlook Issue 21 | 19

Tell us your story and we’ll tell the world NORTH AMERICA OUTLOOK is a digital product aimed at boardroom and hands-on decision-makers across a wide range of industries on the continent. With content compiled by our experienced editorial team complemented by an in-house design team, the resultant Outlook Creative Services department ensures delivery to the highest standards in promoting the latest in engaging news, industry trends and success stories across the length and breadth of the US & Canada. As a bi-monthly publication, North America Outlook constantly has its finger on the pulse of the latest trends, biggest developments and business successes from each corner of the region, epitomized by the diversity displayed across each magazine. It incorporates an annual calendar-tailored front-of-book section, a showcasing segment dedicated to the most fascinating success stories in North America, and an event focus assortment sure to fill executives’ diaries throughout the year. The aligning North America Outlook website is also honed and ready to serve as a host for these facets and much more. To get involved, please contact Outlook Publishing’s Managing Director, James Mitchell, who can provide further details on how to feature your company, for FREE, in one of our upcoming editions.

ADVANCED DERMATOLOGY AND COSMETIC SURGERY KMC MINING MINING

www.no r t ha mer ica o ut lo o kma g .co m

Issue 21

ARIS MINING

Protection enabled by small-scale mining

A ROCK SOLID O P E R AT I O N With over 75-years’ experience, KMC Mining boasts a legacy of excellence in a busy and exciting industry. Craig Dirk, President and CEO, shares more about the company’s success and its recent growth Writer: Lily Sawyer | Project Manager: Lauren Robinson

KMC MINING A ROCK SOLID OPERATION

anada’s mining industry has seen incredible growth over the past century. Historically, the opening of three to five mines each decade would be considered significant. Comparatively, the present landscape will see almost 30 mines in the strategic minerals and metals sector go live within the next three years. “The current state of the mining industry in Canada is extremely exciting. It’s a period unlike any other that I’ve seen in my 40-year career in the field,” opens Craig Dirk, President and CEO of KMC Mining (KMC).

Craig Dirk, President and CEO

A surge in activity is not confined to a single sector or geographical area; the momentum extends into Eastern Canada, where approximately 10 gold mines are progressing through advanced exploration and permitting stages. “The scale and scope of these developments underscore the dynamic and promising nature of the mining industry in Canada. It’s an exciting space to be working in, marked by unprecedented growth and a landscape ripe with opportunity that KMC looks forward to partnering in.”

FREE Marke ti

Opportu ng nity

GROWTH AND EXCELLENCE AMID AN EVOLVING INDUSTRY

REGAL REXNORD AEROSPACE & DEFENSE Creating a better, energy-efficient tomorrow

With over 75-years’ experience, KMC Mining boasts a legacy of excellence in a busy and exciting industry

2 | North America Outlook Issue 21

North America Outlook Issue 21 | 3

Bruce Bharat, Kamstrup’s Country Manager and Vice President of North America, talks about his company’s dominant force in smart water metering

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22 | North America Outlook Issue 21

KMC MINING MINING

Craig Dirk, President and CEO

North America Outlook Issue 21 | 23

KMC MINING MINING

KMC is one of Canada’s largest and most prominent pure-play mining contractors, boasting a legacy spanning 75 years. Its involvement in projects covers everything from initial clearing and site preparation to dyke construction, overburden and ore mining, equipment rentals, maintenance, and final site reclamation. “Our core commitment revolves around delivering safe, reliable, and cost-effective mining services to both our partners and the broader industry,” informs Dirk. KMC, who has operated across all provinces and territories in Western Canada, has a diverse history that spans commodities such as oilsands, uranium, metallurgical coal, diamonds, zinc, copper, and even ownership of a gold mine in Yukon. Today, KMC operates at three mines in the oilsands region, providing overburden, oversize, reclamation, rental, maintenance, and labor services, and boasts a dedicated team of over 500 employees.

Caterpillar trucks in 1973

24 | North America Outlook Issue 21

NORTH AMERICA OUTLOOK: HOW DID YOU BECOME INTERESTED IN THE MINING INDUSTRY? Craig Dirk, President and CEO: “Myself, my father, my three siblings, and my son all forged our careers in mining and construction. I was drawn into it at an early age when our family relocated to Fort McMurray, as Great Canadian Oil Sands (GCOS), now Suncor, was opening its oilsands mining operations. These early experiences fueled my interest, and while pursuing a mining engineering degree at the University of Alberta, I was fortunate to be provided opportunities to work at various mines across Alberta. “My professional journey led me through diverse roles in operations, engineering, and maintenance across Canada. A significant chapter unfolded when I accepted an assignment in Queensland, Australia, where I was responsible for merging our operations with a neighboring mine, giving rise to the world’s largest metallurgical coal mine at that time. This venture encompassed both surface and underground operations, providing invaluable insights into the global mining landscape. “Upon returning to Canada, I settled on our farm in Edmonton. Joining KMC, one of North America’s longest-standing mining contractors, marked a pivotal point in my career, transitioning from a producer to a contract miner. This journey has not only enriched my understanding of the mining sector, but has also allowed me to contribute to its growth and development.”

Early days of road building

Jack and Ted Klemke

Early days of road building

A COMMITMENT TO EXCELLENCE

company’s commitment to safety and excellence in all aspects of its operations. “We bring a partnership mindset, long-standing experience, great people, equipment, systems, and know-how to execute work safely and efficiently,” he enthuses. KMC’s strong values stem back to its founders, Ted and Jack Klemke. The continuity of these values is evident in the involvement of Jack’s eldest son, Dan Klemke, who currently serves as Executive Chairman. “Dan upholds the guiding principles instilled by his father, emphasizing the importance of looking after our people, maintaining the highest

Throughout its history, KMC has consistently demonstrated a commitment to excellence, and the company’s adaptability has allowed it to play a key role in various mining projects and commodities. “What sets KMC apart from the competition and establishes us as a trusted supplier in the mining sector can be encapsulated in three key areas: our people and culture, our innovation, and our pursuit of technology,” Dirk reflects. Central to KMC’s identity is the belief that its people are its greatest asset, a conviction that underpins the

safety and environmental standards, providing value to our customers, and leading by example.” The company has also been a trailblazer in adopting cutting-edge technologies and equipment. Notably, KMC purchased the first CAT 789 haul truck in North America and the first CAT D9N dozer in the world. “Our dedication to innovation and the pursuit of technology further distinguishes us. KMC consistently strives to push the boundaries of what is possible in the mining sector, ensuring that we remain at the forefront of advancements that enhance efficiency, safety, and sustainability,” explains Dirk. North America Outlook Issue 21 | 25

Meeting Your Mining and Construction Equipment Needs Based in North Bay, Ontario, Canada, Borgford Equipment Services, Inc. (Borgford) is proud to have more than 30 years’ worth of Indigenousowned and operated experience in the mining and construction industry. As a full-service mining and construction equipment provider, Borgford provides everything from service and repairs to sales and rentals, specializing specifically in underground and surface mining equipment. With extensive knowledge of mining regulations and a strong working knowledge of all equipment safety aspects and how they relate to the mining and construction regulations, Borgford is here to do all of the heavy lifting for you.

No matter what you may need, we have you covered! With time-tested reliable service and proven customer satisfaction, you can easily and cohesively find mobile drilling and haulage, shaft sinking, mechanized raise climbers, and stationary equipment for your mining and construction needs. Additionally, Borgford offers notable brands, including Caterpillar, John Deere, Komatsu, Atlas Copco, Sandvik, Jumbos, Bolters, Load Haul Dump (LHD)

trucks, and Underground Loaders. Whether you need a sales quote on new machine parts or service repairs, contact Borgford – we can handle just about anything! Proud to be servicing customers in Northern Ontario and abroad, Borgford is your go-to supplier for any full-service mining and construction equipment and is committed to outperforming all of your expectations. SERVICING THE NORTH BAY AREA WITH SANY As Canada’s newest SANY equipment dealer servicing the North Bay Area, Borgford is always searching for ways to expand, advance, and help fulfill any unmet customer needs with the latest and greatest available technology. SANY equipment is specifically known for its wide range of excavators, with 17 sizes available that range from 15 to 400 horsepower (hp) and a 4,000 to 120,000 pound (lbs) weight class. They are built to deliver versatility, efficiency, safety, and, most importantly, world-class performance. Additionally, SANY manufactures mid-range wheel loaders that boast three cubic yards (yd3) and a 4.2 yd3 load capacity, making

Customer service, integrity, trust, and commitment to outperforming your expectations” them some of the strongest and most efficient machinery on the market. Backing all of its equipment with the industry’s strongest warranties (five years or 5,000 hours) to ensure peace of mind and provide maximum uptime, SANY is dedicated to helping businesses thrive with its commitment to value, performance, and service, allowing users to confidently dig, haul, lift, and build without fail. Customers attest that these powerhouse machines take construction projects to a whole new level, and this scale of productivity and success would not be possible without the support and top-notch service from Borgford. HYBRID POWER SOLUTIONS PRODUCTS It is undeniable that the future is becoming increasingly fuel-free, and Borgford is here to lead the industry when it comes to providing safer, cleaner, and more effective alternatives to mining and construction equipment. Now offering a full line of Hybrid Power Solutions (HPS) products, including portable battery packs, solar panels, and more, Borgford is making it convenient and hassle-free to utilize these new products to ensure your environmental

footprint is steadily shrinking. One of the specific products that Borgford is providing from HPS is the Batt Pack, a lightweight, portable lithiumion battery system designed to replace commercial and industrial-grade generators. Originally designed for mining, the Batt Pack easily proves it can handle the toughest jobs and the harshest of conditions. With incredible surge capability to power the largest of tools, these portable power packs offer the highest standard of safety and are completely maintenance-free. Built for temperatures as low as -20°C and as high as 45°C, Batt Packs are able to deliver up to 6,000 watts (W) of peak power, and are easily chargeable by either solar, vehicle, or grid. It is truly built to outlast and not only offer

merv.borgford@borgfordequipment.ca dylan.borgford@borgfordequipment.ca www.borgfordequipment.ca

a replacement to traditional energy, but to truly surpass it. Take away the stress from your next project and give Borgford a call today, or better yet, visit their storefront for an even more personalized service and ensure that all of your mining and construction needs are met! Borgford Equipment Services Inc.’s Total Mining Services: •

Sales and rental of used, rebuilt, and refurbished mining equipment

•

Repair and refurbishment on all makes and models

•

Mobile drilling and haulage

•

Shaft sinking

•

Mechanized raise climbers

•

Stationary equipment

•

SANY equipment

•

Hybrid power solutions – The Batt Pack

KMC MINING MINING

KMC’S MINING SERVICES AND CAPABILITIES From early development to site closure, KMC possesses the expertise and equipment to complete large and complex development and operations work in a safe and efficient manner to meet and exceed customer requirements. PRE-DEVELOPMENT • Early contractor involvement • Mine planning and engineering • Production schedule optimization • Budgetary cost estimates MINE DEVELOPMENT • Access road construction • Site clearing, stripping, and muskeg removal • Rough/final grading • Site drainage and utilities • Initial dyke construction CONTRACT MINING • Overburden removal • Ore mining • Haul road construction • Access/haul road maintenance • Tailings management RECLAMATION • Muskeg/topsoil removal and placement • Site remediation • Soil salvaging/placement SPECIALTY SERVICES • Equipment rentals • Maintenance and repairs • Civil construction services

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The company’s involvement with Komatsu in developing the largest hydraulic shovel in the world at the time, the PC8000, further solidifies its commitment to innovation and shaping the future of mining equipment. “That shovel, which was intended to be a one-off machine for KMC, has since become one of the most prevalent workhorses in the mining industry,” he reveals. Today, KMC boasts a fleet of over 120 ultra and medium-class trucks, shovels, and support equipment, allowing it to take on significant projects and deliver economies of scale. “Our unwavering commitment to our people, coupled with a legacy of values and a forward-thinking approach, positions KMC as a trusted and reliable partner in the mining industry,” Dirk excites.

SIGNIFICANT MILESTONES Over the past decade, KMC has seen many major milestones, which makes its celebration of 50 years in the oil and sands industry all the more significant. The inception of KMC’s operations in the oilsands dates back to November 1973, in what was intended to be a six-month contract to clear muskeg materials for Syncrude’s plant site. “We’ve since been an integral part of the oilsands region for over five decades. Our footprint has extended to every oilsands mine site in the Wood Buffalo region of Alberta, showcasing our extensive experience and expertise in this vital sector,” outlines Dirk. One project that stands out for KMC is its joint venture with an American contractor to help build the oilsands’ newest mine, in which KMC contributed ultra-class equipment and regional expertise to assist its development. The project lasted for seven years and ranged from initial

Operations in the late 1970s

First CAT 789 200 ton haul truck in North America purchased by KMC in the 1980s

earthworks and dyke construction through to underground line construction and mining operations. “Each accomplishment tells a story of overcoming challenges, pioneering new technologies, and playing a crucial role in the growth and development of the industry,” he comments. The company’s contributions extend beyond its day-to-day operations; a KMC employee once made a historic discovery by finding a complete dinosaur, the Plesiosaur, which now holds a place of honor in the Royal Tyrrell Museum. “As we approach our 75th year, these milestones reflect not only the longevity of KMC but also the company’s enduring legacy of innovation, resilience, and contributions to the mining sector,” rouses Dirk. Further to this, KMC’s invention of the wet sizing process stands as a groundbreaking technology that has significantly shaped the oilsands mining sector. KMC brought the first double-roll rotary sizer into the region with the intention of crushing and salvaging large chunks of frozen oilsands ore

KMC MINING MINING

that were too large to transport on conveyor belts. The prototype machine weighed in at 400 tons and was fabricated using components from England, France, Sweden, the US, and Canada. Wet sizing technology was the enabler that allowed mines to hydrotransport oilsands to their upgraders. The impact of this invention on the oilsands mining industry has been profound. “The wet sizing process has proven to be instrumental in improving the overall efficiency of mining operations, leading to enhanced resource recovery and a more effective utilization of materials. “This, in turn, contributes to increased productivity, costeffectiveness, and environmental sustainability,” he states. KMC’s role as a pioneer in developing the wet sizing process underscores the company’s commitment to innovation and continuous improvement. By introducing a more advanced and effective method for material separation, KMC has not only enhanced its own operational capabilities but positively influenced the broader mining industry.

A LASTING IMPACT KMC boasts deep experience and a successful track record in the mining industry. As one of the most experienced heavy civil mining contractors in Canada, its reputation has resulted in the company becoming a core supplier to major energy producers, with mutually beneficial relationships that have spanned over 50 years.

Snowviper constructed by KMC with viper jet engine from the 1990s

“We have also developed strong relationships with major equipment suppliers, strategic vendors, and service providers to ensure continuous and reliable support to our business,” Dirk reveals. With over 300 years of combined experience, the KMC management team has demonstrated its capability

Laborers in the late 1990s

to maintain strong relationships and complete projects on time, all whilst achieving top-tier safety performance. “This is coupled with our deep roster of skilled equipment and maintenance personnel to ensure that the fleet can be fully utilized,” he excites. KMC has developed its own proprietary internal management information systems, which can be considered visionary investments in technology and innovation. “These integrated systems allow management to determine and monitor key performance metrics and the utilization levels of equipment, which helps us to bid more effectively, deploy assets efficiently, and track all equipment in real-time.”

K2 JV Kearl Pit 4, 2010

EVERYTHING YOU NEED WITH ONE PARTNER SMS Equipment Inc. is the premier, one-stop equipment and technology solutions provider for the Mining industry. The company delivers advanced digital technologies, customized product support and state-of-the-art equipment from leading manufacturer partners around the world. It is the largest independent Komatsu dealer globally. Based in Acheson, Alberta, SMS Equipment employs over 2,600 employees across more than 40 locations in Canada, Alaska and Mongolia. Reach out today to learn how SMS Equipment can make your business more efficient, more productive, more sustainable and more profitable.

SMSEQUIPMENT.COM

HAPPY 75TH ANNIVERSARY KMC MINING! On the celebration of this significant milestone, we reflect on the positive impact of our long-term trusting partnership and look forward to future achievements together. Thank you for your continuous support. Happy 75th anniversary!

KMC MINING MINING

PC8000 K2 crew, 2010

Since 1949, KMC has maintained an impressive safety record and has been the recipient of numerous industry safety recognition awards. “Our strong and effective safety culture has enabled KMC to operate in an industry with the highest safety standards,” Dirk comments. To be able to perform at this level, KMC has grown and evolved its safety systems and culture to become an industry leader. In September 2019, KMC successfully completed a management buyout, which refreshed its operational focus and fleet capacity, and reaffirmed the company’s position as one of the top mining service contractors operating in Canada. This has also allowed flexibility and appetite to diversify and continue to grow the business.

CARING FOR THE COMMUNITY KMC maintains a focus on corporate social responsibility (CSR) in the areas it operates, such as community projects in the town of Bulembu in Eswatini, formerly Swaziland, where an old asbestos mine operated until 2001. 32 | North America Outlook Issue 21

KMC’S PARTNERS AND SUPPLIERS Partners and suppliers play a pivotal role in KMC’s operations, serving as essential contributors to its success. The company’s reliance on suppliers extends across various facets, encompassing equipment, parts, and the expertise required to operate and maintain its mining operations. KMC’s financial commitment is substantial, with an annual expenditure exceeding CAD$150 million, which is primarily directed toward local suppliers, emphasizing its dedication to supporting and collaborating with businesses in the area in which it operates.

Globally, Eswatini has one of the highest HIV prevalence rates, leading to a significant impact on the population. In 2006, a team of social entrepreneurs purchased the

abandoned mining town with a vision to restore it and care for over 350 orphaned and vulnerable children. “The children live in family homes with a caregiver, and they receive a full education at the Bulembu Christian Academy, healthcare at the Bulembu Clinic, and spiritual care through the Bulembu Community Church and various youth programs,” Dirk tells us. The charity’s vision was to make the town self-sufficient, and Bulembu Ministries, a not-for-profit organization, created community enterprises such as a country lodge offering essential oils, honey, water, dairy, and a bakery. “Entrepreneurs from Canada, including Dan Klemke, became involved in the project. Because of Bulembu’s roots as a mining town, the project resonated with KMC and our employees.” KMC is actively engaged in numerous other social initiatives. For example, when fires ravaged the Wood Buffalo region in 2016, it opened its office trailers to the community and coordinated food and water deliveries. Additionally, in 2020, the Athabasca River overflowed its banks, affecting a number of homes and businesses in Fort McMurray. KMC employed workers who were unable to work at the mines due to COVID-19 restrictions to help clean up and restore homes. “We have also sponsored many local teams and programs such as the Junior Oil Barons, Keyano College Syncrude Sport and Wellness Center, the Keyano College Endowment Fund, the Keyano College Maintenance Training Program, the United Way, the Children Center Donation Initiative, and the Girls in STEM Initiative,” elaborates Dirk. Further to this, KMC employs a number of First Nations people and relies on Indigenous companies for key services.

c. Authenti McLennan Ross is proud to recognize KMC Mining for “doing things right” for 75 years. From humble beginnings, they have overcome challenges, attained commendable successes, and remain industry leaders. Their impressive track record and dedication to the safety of their employees is truly admirable. Congratulations on this remarkable milestone. We look forward to seeing what the future brings.

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Calgary Edmonton Yellowknife

KMC MINING MINING

PC8000 loading 793s Kearl, 2012

“ K M C C O N S I S T E N T LY S T R I V E S T O P U S H T H E B O U N D A R I E S O F W H AT I S P O SS I B L E I N T H E M I N I N G S E C TO R , E N S U R I N G T H AT W E R E M A I N AT T H E F O R E F R O N T O F A D VA N C E M E N T S T H AT E N H A N C E E F F I C I E N C Y, S A F E T Y, A N D S U S TA I N A B I L I T Y ” – CRAIG DIRK, PRESIDENT AND CEO, KMC MINING

It has had both a limited partnership and several joint ventures with Indigenous companies in support of its commitment to fostering positive relationships and inclusivity within the resource sector, particularly for Indigenous-owned businesses.

PROJECTS, INVESTMENTS, AND INNOVATION KMC has worked in partnership with six mining companies to set up seven new mines and mining areas in the oilsands, the Elk Valley, and Northeast British Columbia. “Our executive leadership team has over 200 years of collective experience in the development and operation of new mines and megaprojects,” Dirk details. Executives on the team have led operations for a CAD$17.5 billion oilsands mining mega project, a CAD$6 billion metallurgical mining project, and a CAD$9 billion deep pit copper mining project. 34 | North America Outlook Issue 21

KMC is completing a 10-year project to transport mature fine tailings (MFT) recovered from tailings ponds and hauling the material to be co-mixed in overburden dumps. The semi-liquid nature of the material requires that it be disposed of in containment cells and kept out of non-disposal areas and roads. This project led to KMC developing an engineered truck body (ETB). PC8000 (5-70) loading K930

The ETB trucks are equipped with hydraulic interlocked sealed tailgates and allow larger volumes to be hauled when loaded with MFT. Designed to maintain the one-third/ two-thirds weight distribution on haul trucks, to ensure stability and safety, and to prevent material from spilling on the roads and creating slippery hazards, the ETB is considered revolutionary. “The ETB effectively converts a large-scale haul truck to the equivalent of an ultra-class truck in terms of volume hauled per load, thus reducing fuel consumption, haul road congestion, operator requirements, and costs by up to 40 percent, while providing a safer operation,” Dirk explains. Another initiative KMC undertook was to deploy a jet engine on a front-end loader to extend the construction season of impoundment dykes that require ice and snow-free construction.

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New PC8000 shovel 5-78

These innovations reflect KMC’s dedication to pushing the boundaries of what is possible in mining technology and its ongoing efforts to shape a more efficient and sustainable future for the sector. Aligned with ‘Canada’s Critical Minerals Strategy’ and its commitment to fostering the growth of a green economy, KMC is well positioned to play a role in advancing the country’s strategic objectives. “As we actively seek opportunities and forge partnerships, we are focusing on supporting the development of mines that produce essential metals for electric vehicles (EVs),” Dirk summarizes. Furthermore, KMC’s joint effort with SMS Equipment to raise awareness for cancer and mental health has been significant. “As part of this campaign, we introduced blue and pink haul truck boxes to symbolize our commitment to important health issues. This served as a visible reminder of our industry’s dedication to supporting the wellbeing of its workforce.” 36 | North America Outlook Issue 21

Cadomin project, 2016

Blue haul truck raising cancer and mental health awareness

Rebuilt D11 D9, 2018

LOOKING AHEAD

expansion of its operational footprint and contributing to the continued development of this vital sector. “In tandem with our mining endeavors, we are dedicated to advancing our in-house real-time dispatch and monitoring technology. “This commitment to technological

As 2024 approaches, KMC has outlined its key priorities that underscore a commitment to growth and innovation. One of its primary focuses is the mobilization of a new mining project in the oilsands, marking a significant

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KMC 70th anniversary, 2019

innovation aims to enhance operational efficiency, optimize resource utilization, and further establish KMC as a leader in the integration of cutting-edge technologies within the mining industry,” Dirk informs. The development of its Edmonton Rebuild Shop is another key priority for KMC in the year ahead. This strategic investment reflects its dedication to maintaining and enhancing its fleet, ensuring that

Jack, Craig, Dan at the KMC 70th anniversary, 2019

its equipment is at the forefront of performance and reliability. “A top-tier maintenance system will complement this initiative, setting new standards for maintenance practices and contributing to the longevity and efficiency of our operations,” he allows. Furthermore, diversification remains a cornerstone of KMC’s strategic vision. The company aims to expand its presence into new regions, leveraging expertise and experience

to explore opportunities beyond its current operational boundaries. “This diversification strategy aligns with our commitment to adaptability and resilience in the ever-evolving mining industry,” Dirk concludes.

Tel: 780-454-0664 info@kmcmining.com www.kmcmining.com North America Outlook Issue 21 | 37

DELIVERING G R OW T H R E S 38 | North America Outlook Issue 21

ARIS MINING MINING

As the mining industry pivots toward more sustainable practices, Richard Thomas, COO of Aris Mining, speaks to us about the company’s formalization of smallscale mining, enabling protection for both miners and the beautiful South American ecosystem Writer: Lauren Kania Project Manager: Eddie Clinton

outh America is a region rich in biodiversity and natural resources. Although it may be considered an emerging economy across many sectors, its relevance has been long established within the mining industry. The mineral resources found across the continent have continually been accelerants of economic growth, delivering benefits to people both locally and abroad since the first records of commercial mineral resources, dating back to the early 16th century. At a time when a global energy transition is underway, these minerals, also known as future-facing commodities, are crucial.

P O N S I B LY North America Outlook Issue 21 | 39

ARIS MINING MINING

Aris Mining (Aris), a junior gold company with current operations in Colombia, Guyana, and Canada, was established in 2020 by CEO Neil Woodyer. Prior to Aris, Woodyer founded Endeavour Mining (Endeavour) with what was initially a single mine in Burkina Faso, West Africa. Endeavour used a buy-and-build strategy to grow its market capitalization to several billion dollars, expanding into Ivory Coast and Senegal. In 2017, the company went on to build Leagold Mining with Los Filos in Mexico as the catalyst acquisition, which later merged with Equinox Gold, leaving Aris to start ‘again’ in 2021 with the purchase of the Marmato Mine (Marmato) in Colombia. “Aris, meaning ‘again’ in Celtic, is a part of our founding story,” opens Richard Thomas, COO. “Marmato was an excellent start for

Mechanized equipment loading ore

40 | North America Outlook Issue 21

us at Aris, with a producing mine and funded project waiting to be built,” he expands. By 2022, in a joint venture with Mubadala, Aris acquired a 20 percent managing partner in the Proyecto Soto Norte (PSN) in Colombia, eventually serving as the incentive to merge with GCM Mining who added a high-grade and profitable Colombian operation. “As you can see, Aris is a company led by a management team that focuses on identifying key assets globally for growth,” states Thomas.

A DIVERSIFIED PORTFOLIO Aris currently produces 220,000 to 240,000 ounces (oz) of gold per annum from the Segovia Operations (Segovia) located in Antioquia and Marmato in the Caldas Department, with approximately 3,050 employees and 2,100 contractors. Additionally, the company

produces zinc and lead concentrates at Segovia from a polymetallic plant that treats the gold tailings. “This is a shared value success story, as the project was envisioned as a mechanism to reduce environmental pollution and has added an additional revenue stream,” explains Thomas. Environmental sustainability is a primary focus for Aris, having become one of the few companies in recent years to have been granted an environmental license in Colombia. “This is one aspect that we have studied intensively, and we have formulated a strategy for success. How we approach our communities, regulatory authorities, and government is key to this triumph,” insights Thomas. In parallel to the company’s sustainability initiatives, Aris is passionate about the artisanal and small-miner (ASM) partnership programs it implements in Segovia,

Richard Thomas, COO, Aris Mining

Marmato, and PSN, which are part of a new mining model combining the traditional expertise of ASM units with the technology, safety standards, and capital of industrial miners. “By joining forces, we can create partnerships and value for the regions where we operate while protecting the environment and strengthening the local social fabrics,” expands Thomas. Aris has seen numerous formalization success stories with these ASM units. Once the company legalizes a unit, it has immediate access to labor contracts, social security, banking, international trading, operational and technical expertise, industrial mining safety standards, and access to developmental capital. After treating the produced ore, Aris pays the ASM units on a formula accounting for the international price of gold. In doing this, the company removes a significant amount of

“A R I S I S A C O M P A N Y L E D B Y A M A N A G E M E N T T E A M T H AT F O C U S E S ON IDENTIFYING KEY ASSETS G L O B A L LY F O R G R O W T H . O U R S T Y L E I S E N T R E P R E N E U R I A L , AG I L E , FO C U S E D O N S TA B L E , O P T I M I Z E D O P E R AT I O N S , A N D COGNIZANT OF THE ESG PRINCIPLES T H AT S H A P E A R E S P O N S I B L E B U S I N E S S ” – RICHARD THOMAS, COO, ARIS MINING

mercury from the environment and incentivizes both royalty and tax payments.

COLOMBIA’S NEXT MAJOR GOLD MINE Currently, the Marmato Lower Mine Project is a key focus for Aris, as it is the first major development it has undertaken. The company is keen to

demonstrate how it is able to successfully develop such projects in a modern world where stakeholder engagement and community acceptance are crucial aspects of growth. “The Marmato Lower Mine Project will be technologically advanced, but we face the challenge of finding, training, and retaining underground mining operators from local areas. North America Outlook Issue 21 | 41

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ARIS MINING MINING

“We are exploring ways of providing training with virtual reality (VR) and simulators as a safe and effective way of upskilling the regional workforce,” informs Thomas. Having recently received its environmental license, construction began on the project in Q3 2023 with the intent to begin producing gold by the end of 2025. The mine will be a mechanized bulk mining operation predicted to mill up to two million tons per annum (Mtpa) and produce 160 oz of gold annually. This large-scale project highlights the importance of supply chain operations for any company. “Supply chains are crucial for our operations. We push to use local and regional suppliers as much as possible, thereby increasing the indirect revenue for the areas we operate in,” notes Thomas. 44 | North America Outlook Issue 21

ARIS VISION AND VALUES VISION – To build Aris into the next globally relevant gold producer, with management having already successfully created Endeavour and Leagold Mining, and board members having created Wheaton River Minerals, Goldcorp, and Yamana Gold. The company will continue to pursue a strategy of acquiring operating gold mines and projects nearing construction with the aim of creating value through diversification, mine and corporate-level optimization, investing in expansions and near-mine exploration, and active portfolio management. VALUES – Aris believes that transparency, sustainable business practices, and good corporate citizenship are critical to the long-term success of the company. To create lasting socioeconomic benefits in local communities, Aris commits to integrating these factors into its decision-making processes and is guided by the following principles: • Health and safety • Prioritizing environmental stewardship • Active community engagement and support • Ongoing transparency and social accountability

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Aris employees at Segovia

“ O U R C E O, N E I L WO O DY E R , H A S O F T E N R E M A R K E D T H AT W E A R E A S O C I A L A N D E N V I R O N M E N TA L C O M P A N Y W I T H A M I N I N G C O M P O N E N T, A N D T H I S I S BORNE FROM THE EXTENSIVE SOCIAL P R O G R A M S W E E N G AG E I N ” – RICHARD THOMAS, COO, ARIS MINING

ARIS’ MINING ASSETS SEGOVIA – Antioquia, Colombia. A multi-million oz high-grade gold operation that has been producing for more than 150 years. PROYECTO SOTO NORTE – Santander, Colombia. A Tier 1 advanced development stage gold project undergoing permission to construct a mine.

With the Marmato Lower Mine Project, Aris will utilize international suppliers for the major equipment, which will be a component of the new metallurgical plant and underground mine, alongside local suppliers for as many aspects as realistically possible. The second project Aris is working toward is PSN, which is currently in the licensing phase. “We expect a long-life asset with a low all-in sustaining cost (AISC) and significant cash flow,” provides Thomas. The operation is expected to produce a gold, copper, and silver concentrate that aligns with the Colombian government’s transition metals initiatives. Aris is looking to work with local communities 46 | North America Outlook Issue 21

and regulators to build the project to ensure lasting benefits for all stakeholders. As the project progresses toward construction, Aris plans to provide employment and skills training for up to 1,800 construction contractors and 940 full-time operations employees, alongside procuring goods and services from the regional community.

MODERN SUSTAINABILITY IN MINING “Our CEO, Neil Woodyer, has often remarked that we are a social and environmental company with a mining component, and this is borne from the extensive social programs we engage in,” comments Thomas.

MARMATO MINE – Marmato, Colombia. Following the discovery of a large porphyry mineralized zone, Aris aims to build a modern, long-life, low-cost, 175,000 oz per year gold operation. TOROPARU PROJECT – Upper Puruni River Region, Guyana. Situated in the highly prospective region of Western Guyana, the project likely contains one of the largest undeveloped gold and copper projects in the Americas. JUBY PROJECT – Ontario, Canada. A gold exploration project in the prolific gold-producing Abitibi Greenstone belt.

ARIS MINING MINING

Aris maintains this mindset in its day-to-day actions, having committed to spending a minimum of $25 per oz on social investment in the areas in which it operates. In addition to this, the company has a well-established social investment system that uses a committee to identify projects in conjunction with the local municipalities and is guided by materiality analysis. These funds are then administered by a foundation with rigorous controls, and regional contractors are used to execute the projects, further enhancing the local benefits. The company’s social investment is focused on five key areas: education, culture, and sport; socioeconomic development; infrastructure for a better life; environmental stewardship; and gender equity and inclusion. 48 | North America Outlook Issue 21

Geologist analyzes vein, Providencia Mine

ARIS’ KEY ACHIEVEMENTS: NOVEMBER 2020 – A new management team led by Neil Woodyer assumes leadership and operatorship of the Caldas Department. FEBRUARY 2021 – Aris graduates to the Toronto Stock Exchange (TSX) senior board in Canada. MARCH 2022 – Aris negotiates a deal to acquire a 50 percent interest in the world-class Soto Norte deposit. SEPTEMBER 2022 – GCM Mining and Aris combine to create a new mid-tier producer with a robust balance sheet while eliminating cross-ownership. JULY 2023 – Aris receives approval of the environmental management plan, allowing the company to begin construction on the Marmato Lower Mine Project. SEPTEMBER 2023 – Aris starts trading on the New York Stock Exchange (NYSE) under the ARMN ticker.

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Equally important to the longevity and expansion of any business is the manner in which it recognizes its staff and contributors. “In any operation, the staff will define if you are successful or not,” insights Thomas. To ensure continued employee satisfaction and growth, Aris has developed a program over the past year to train and retain its staff at all levels and produced a four-month training program to gradually teach necessary skills to ensure safety and high-quality work. This focus on both the internal and external ethos of the company showcases the desire Aris has to flourish alongside the community and its members.

A GOLDEN FUTURE It is undeniable that the mining industry, like that of so many other global sectors, is facing a variety of changes as the future is shifting

toward a more mindful and longlasting form of production. “We can see that the industry is pivoting towards transitional metals as the world is trying to understand what the future will look like without fossil fuels,” notes Thomas. Aris is already ahead of the pack when it comes to meeting these sustainability efforts head-on, having become a part of the UN Global Compact and Women’s Empowerment Principles (WEP), along with reporting its sustainability achievements under the Sustainability Accounting Standards Board (SASB) standards on a yearly basis. In addition to its many environmentally-friendly efforts, the company is looking ahead with goals of improved safety, efficiency, and project management for the upcoming year. “We will continue to optimize and stabilize both Marmato and Segovia, looking to improve efficiency

and production from the existing operations by identifying production improvements and managing the projects through to completion,” expands Thomas. Two more projects will take priority as Marmato and Segovia reach completion in 2024 and 2025, including PSN, an important part of Aris’ growth strategy for the future. As an established company that has proven its innovation and dedication to leading such a volatile industry, Aris has become the mining business of choice for those looking to protect their miners, the environment, and find unfettered growth.

ARIS MINING info@aris-mining.com www.aris-mining.com North America Outlook Issue 21 | 51

THIESS MINING

L E A D I N G T H E WAY I N S U S TA I N A B L E MINING SERVICES Against a backdrop of climate change challenges, rapidly changing technologies, and increasingly finite resources in the mining sector, global mining services provider Thiess emerges as a leader in sustainable mining services. Darrell White, Group Executive – Americas, tells us more Writer: Lily Sawyer | Project Manager: Lauren Robinson

52 | North America Outlook Issue 21

orking with clients in the Americas, Australia, and Asia in the dynamic mining sector, and with track record in sustainable mining services such as successfully implementing autonomous mining services and delivering award-winning recovery and reclamation of mined land, Thiess is widely considered a leader within the sector. “At our core is the pioneering spirit of the Thiess brothers, who founded the company in Australia 90 years ago in 1934,” opens Darrell White, Thiess Group Executive - Americas. The company’s time-old commitment to reliable and timely delivery, no matter how challenging

the circumstances, continues to drive it forward today. Thiess established its North American operations in 2022. “We look forward to bringing our wide-ranging operational expertise and commitment to mining excellence to mine owners and operators in the USA and Canada – we offer a range of flexible options from full-service mining services, to specialist work packages,” he continues.

LEADER IN AUTONOMOUS MINING SERVICES Thiess views autonomy and automation as increasingly integral technologies in advancing the future of mining as they enhance safety, productivity, and efficiency.

North America Outlook Issue 21 | 53

THIESS MINING

“We’ve been on an autonomy journey for over a decade in Australia, combining cutting-edge insight with operational experience, and we look forward to sharing our expertise with clients in the US and Canada,” White explains. The company’s unique, holistic approach to autonomous mining combines engineering know-how, relationships, operational experience, and systems to supply a range of autonomous services. The company prides itself on its change leadership and operational readiness, including workforce training and upskilling, whilst its autonomous equipment feasibility assessment, operation, maintenance, and optimization activities define Thiess as a frontrunner in its field. “Our commitment to being an industry leader in autonomous mining services has seen Thiess achieve a range of industry deployment firsts,” said White.

54 | North America Outlook Issue 21

These include being the first mining service provider to deploy all three Cat® MineStarTM Command autonomous products – trucks, drills and dozers – at the same site, implementing the first deployment of autonomous 794AC haul trucks in Australasia, and being the first operator to deploy Cat®’s autonomous haulage system (AHS) and drilling system (ADS) on a private long-term evolution (LTE) network.

One of its recent achievements includes Thiess’ remote operation of two autonomous drills on a mine site in New South Wales, Australia, in collaboration with industry giant Caterpillar. “We’ve also successfully controlled semi-autonomous dozers at our Lake Vermont site whilst attending the World Mining Congress in Brisbane – a distance of over 500 miles,” he emphasizes.

“ W E ’ V E B E E N O N A N AU TO N O M Y J O U R N E Y FO R OV E R A D E C A D E I N AUSTRALIA, COMBINING CUTTINGE D G E I N S I G H T W I T H O P E R AT I O N A L EXPERIENCE” – DA R R E L L W H I T E , G R O U P E X E C U T I V E – A M E R I C AS , T H I E SS

THIESS MINING

ADVANTAGES OF AUTONOMOUS MINING The global mining sector understands that autonomy will play a huge role in the future because of the operational, technological, and sustainability benefits it provides. “Obvious upsides include increased utilization and productivity,” further informs White. Thiess’ autonomous drills and semi-autonomous dozers operate for up to 23 hours a day, and as a result, the company saw a 20 percent improvement in drilling performance and a 25 percent increase in dozer utilization (compared to manual

operations) in 2023. “Autonomy also offers greater consistency of drill performance, even where operator skills and experience may vary.” As such, Thiess has reported reduced re-drilled holes since it commenced autonomous drilling in 2019. In addition, sustainability is certainly an important factor in operational mining decisions. Thiess knows that investing in autonomous solutions will assist the company in making progress towards not only its own sustainability targets, but also those of the entire industry.

“Autonomous technology, and the reduced rework associated with it, has enabled us to reduce diesel usage and prolong the life of our consumable components, including a 7.7 percent reduction in the fuel consumption rate,” White details. Thiess considers autonomous mining to be the standard for operating mines into the future. “As finite resources become increasingly difficult to mine, and production costs continue to rise, autonomous mining offers a sustainable solution,” observes White. Currently, Thiess runs autonomous operations at sites in Australia and is working to introduce autonomous mining services to clients in North and South America, as well as Indonesia.

North America Outlook Issue 21 | 55

THIESS MINING

TECHNOLOGY-LED RECLAMATION OF MINED LAND Thiess offers its North American clients comprehensive mine reclamation services for sites of all sizes, commodities, requirements, and lifecycle stages. Delivered by miners with environmental expertise, the company’s services include progressive reclamation of mined land, mine closure, infrastructure removal, abandoned mines, and contaminated land requirements. Thiess has over 20 years of reclamation experience and industryleading capabilities in environmental 56 | North America Outlook Issue 21

THIESS MINING

Preparing for a Sustainable Future for Over 100 Years Driving sustainability throughout our value chain

and civil engineering, landform design optimization, advanced surveying, asset management, and maintenance. Its technology-led approach to reclamation includes the input of optimized designs, such as material

THIESS SERVICES AT A GLANCE Thiess offers a wide range of services for all stages of a mine’s lifecycle, namely: • Engineering • Civil works • Metals and minerals extraction, including autonomous mining services • Asset management and maintenance, including fleet and equipment hire • Reclamation

movement and sequencing, directly into a dozer’s onboard GPS, providing operators with detailed plans and allowing for real-time monitoring against conformance. This cost-effective technology improves efficiency and allows for the continuous monitoring of machine productivity. Thiess utilizes drone technology whilst safely and efficiently surveying reclamation works and undertaking seeding and vegetation monitoring. Drone technology, with its ability to cover larger and more remote areas in a shorter period, provides a more efficient and comprehensive alternative to traditional groundbased monitoring methods. “We offer our North American clients reclamation services in legacy site management and sustainable minerals extraction with final landform design and closure planning as standard.” In addition, Thiess offers its clients alternate land use investigation,

including the reprocessing or repurposing of sites and carbon reduction projects, water treatment and tailings management, and provision of environmental services. A comprehensive suite of products and services has helped the company remain at the top of its game for many years, and Thiess hopes to continue this into the future, namely with its reclamation work. “We will remain focused on reclamation innovation and the application of technology and innovation in post-mining land uses. We will leverage our Australian experience and work with our American clients to ensure we continue to meet their needs,” concludes White.

801-300-1909 thiess.com North America Outlook Issue 21 | 57

A cornerstone of the company’s founding mission, Advanced Dermatology and Cosmetic Surgery utilizes a relationship-based care model between patient and clinician to deliver premier healthcare. Synthesizing both dermatologic and aesthetic services, the company’s leadership team enlightens us Writer: Lucy Pilgrim | Project Manager: Ben Weaver

58 | North America Outlook Issue 21

ADVANCED DERMATOLOGY AND COSMETIC SURGERY HEALTHCARE

ver the last decade, the “Part of the company’s evolution is dermatology industry in North its focus on value-based care – we priAmerica has significantly oritize educating our patients to focus grown. This stems from an increasing on prevention and early detection.” awareness of the importance of skin The aesthetics dermatology sector health, and as the global population is also increasingly sought after, ages, there is a correlative uptake in particularly cosmetic procedures the need for dermatologic care. such as BOTOX® Cosmetic, dermal In addition, people of all ages are fillers, chemical peels, and laser and aware of solutions that address skin energy treatments, which have all issues as we get older, with more and seen steady growth in recent years. more addressing those problems at However, there is a limited a younger age. With increasing availability of practicing providers options, they want to turn to who can meet the increasing a trusted practice. demand, especially in Looking to the next 10 certain geographies. years, the need for quality This is compounded by dermatologic care and widespread labor shortages advanced non-invasive in healthcare. aesthetic services continues Fortunately, Advanced Dr. Matt Leavitt to grow. Dermatology has a substantial “The way we deliver this continues portfolio, expansive presence, and to evolve. Ongoing research has led to significant manpower to cater to the development of new treatments the increased patient requirements. and therapies to address skin issues As one of North America’s premier more effectively,” opens Dr. Matt dermatology practices, the company Leavitt, Founder and Executive operates across more than 150 offices Chairman of Advanced Dermatology in 14 states, with a comprehensive and Cosmetic Surgery (Advanced team of more than 400 clinicians and Dermatology). 2,000 total employees.

T H E P OW E R O F A PAT I E N T- C E N T R I C A P P R OAC H North America Outlook Issue 21 | 59

As such, Advanced Dermatology has a commitment that is instilled in each team member to provide the highest quality care in dermatology and aesthetic services.

RELATIONSHIP-BASED CARE Advanced Dermatology was first established in 1989 by Dr. Leavitt, who envisioned becoming a leader in the field. From the company’s inception, he understood that the organization’s success would be built on making patient care and clinician excellence the primary pillars of its success. From this, the practice’s mission was clear - to deliver the highest quality patient care and experience in dermatology and aesthetic services. As a result, the company has become an industry leader in treating patients for common and complex skin, hair, and nail conditions, providing critical, advanced skin cancer treatments, and using some

60 | North America Outlook Issue 21

ADVANCED DERMATOLOGY AND COSMETIC SURGERY HEALTHCARE

of the most sought-after therapies available to reduce the impacts of age and the environment. “We offer a wide array of noninvasive and non-surgical cosmetic and anti-aging treatment options, which are on the cutting edge of clinical research. Meanwhile, our dermatopathology labs provide high-quality, advanced diagnostic services,” Dr. Leavitt details. The key to Advanced Dermatology’s expertise is its patient-centered healthcare, built upon a state-of-theart, relationship-based care model. “By building and maintaining positive and collaborative relationships between patients, clinicians, and clinical staff, we improve the overall quality of care by concentrating on the patient’s unique needs and preferences,” he adds. As part of the model, the practice likewise focuses on the patient experience and closely tracks patient

satisfaction via quality metrics to ensure that it provides the best possible care. To further this, Advanced Dermatology fosters and nurtures relationships with primary care physicians (PCPs), who provide education about skin health, chronic conditions, preventative measures, and the early detection of skin cancer.

being physician-led, as its Medical Executive Committee leaders play a critical role in the company, advocating for state-of-theart patient care and clinician engagement. The committee is led by Chief Medical Officer, Dr. Mark Kaufmann, and comprises both region-specific and service-specific leaders, including representatives LEVERAGING LEADING for aesthetics services, PHYSICIANS pathology, and Mohs In concordance with its surgery, bringing to the relationship-based model, table an abundance the company also has of knowledge and a physician-led focus, understanding. stemming from its founding “As a physician-led Dr. Mark Kaufmann mission in which it was built from organization, our staff the ground up with patients at the provide direction, oversight, center. So much so, that today, Dr. focus, and leadership regarding all Leavitt still serves as the Executive aspects of clinical services and make Chairman. recommendations for initiatives to Consequently, Advanced continuously improve quality,” Dr. Dermatology prides itself on Kaufmann highlights.

ADVANCED DERMATOLOGY’S CORE VALUES • As a team, Advanced Dermatology shares a common purpose, a healthy culture, and unified goals. • The company provides service excellence through continuous improvement and innovation. • The company has integrity in holding itself accountable to ensure it fulfills the promises it makes. • Advanced Dermatology is committed to creating and fostering a positive, rewarding, and enjoyable workplace and promoting an environment of employee fellowship.

North America Outlook Issue 21 | 61

Revolutionizing Dermatology: The Transformative Impact of ADCS and SKNV

This article encapsulates insights from an interview with ADSC, delving into their perspectives on SKNV. 1. Why should dermatologists care about SKNV? When we asked Advanced Dermatology and Cosmetic Surgery (ADCS) provider, Dr. Meg Lemon why she chooses to partner with SKNV, she said: “SKNV provides reliable medications at a great price point for patients, but also for medical providers, which allows us to make

a profit and provide medication conveniently in the office at the time of care. I was pleasantly surprised how much patients really liked this convenience.” SKNV was born from the realization that the U.S. insurance industry was failing dermatology patients. Constrained by the profit-driven interests of the insurance industry and big pharma, dermatologists were struggling to effectively treat patients. SKNV was launched in 2016 to challenge the status quo, aiming to empower

dermatologists with customized therapies that cater to individuals’ unique needs. Over the last eight years, SKNV established a reputation for helping dermatologists recapture the power to prescribe tailored treatments at a more affordable cost to patients, deliver improved outcomes, and generate revenue.

SKNV’s Unique Edge 2. What differentiates SKNV from other players in the pharmaceutical space? Just as Uber revolutionized the taxi industry, SKNV is disrupting in-office Rx dispensing. SKNV restores prescribing authority to physicians through accessible cash pricing at a lower cost than most prescription insurance copayments. This saves patients money and effectively circumvents the need for prior authorizations, freeing both patients and providers from the historical constraints of our broken healthcare system. Manufactured in a state-of-the-art U.S. FDA-Registered 503B Outsourcing Facility, SKNV’s medications follow stringent quality assurance measures with formulations tailored to patient needs and without the same harmful excipients found in comparable branded and generic drugs. 3. How do these differentiators add value to a dermatology practice? SKNV’s approach enhances clinical, administrative, and financial efficiency within dermatology practices.

We find that our Advanced Dermatology and Cosmetic Surgery (ADCS) patients are increasingly more informed and concerned about the ingredients they put on their skin. On the clinical front, dermatologists are armed with the ability to tailor medication potency, choose the delivery vehicle, and select active and inactive ingredients.

“SKNV provides reliable medications at a great price point for patients, but also for medical providers, which allows us to make a profit and provide medication conveniently in the office at the time of care. I was pleasantly surprised how much patients really liked this convenience.” – Dr. Meg Lemon

SKNV provides a selection of over 120 dermatology-specific medications designed to treat a plethora of skin conditions, such as acne, fungal infections, dermatitis, melasma, rosacea, and more. On the administrative front, SKNV enables providers to prescribe unencumbered by third-party payers. Reducing the administrative burden associated with prior authorizations streamlines practice operations and enhances profitability, enabling staff to focus on more meaningful tasks. This also helps dermatologists regain control of their schedules and devote more time to patient care. On the financial front, SKNV can help monetize and add revenue to each practice with its customized medications. 4. Can you explain how SKNV determines which inactive ingredients to omit, and how do you ensure these formulations meet individual needs? SKNV’s formulation process is grounded in a data-driven, collaborative approach. Leveraging peer-reviewed, evidence-based studies, our team identifies and eliminates inactive ingredients that are potential allergens and/or irritants. Additionally, the company’s dermatology partners have the autonomy to customize treatments, ensuring each patient’s specific needs are met and cultivating a culture of collective discovery. By consistently refining their medications and learning from the collective expertise of dermatologists in ADCS’s network, SKNV not only upholds but also advances the best practices in dermatological care.

SKNV is special, here’s why 5. Can you share some success stories or case studies showcasing the effectiveness of SKNV’s approach in improving patient outcomes and satisfaction?

SKNV believes the true testament to the efficacy of its drugs and approaches come directly from those who use them in clinical practice. ADCS dermatology partners, who have firsthand experience with the results SKNV enables, are the most authentic voices in sharing success stories. When asked about the outcomes SKNV has enabled for his patients, Advanced Dermatology and Cosmetic Surgery Provider Jonathan Cox responded: “Having access to high quality and affordable prescriptions has improved medical care by allowing in-office dispensing of both medical and cosmetic prescription drugs at the time of care. This bypasses the expensive co-pays at the pharmacy with a high-quality medication and 100% satisfaction guarantee for our patients.”

SKNV provides a selection of over 120 dermatology-specific medications designed to treat a plethora of skin conditions, such as acne, fungal infections, dermatitis, melasma, rosacea, and more. 6. Finally, can you tell us more about the relationship between SKNV and Advanced Dermatology and Cosmetic Surgery? SKNV has worked closely with many local practices in the Advanced Dermatology and Cosmetic Surgery family for years now. The company offers a personalized and dedicated advisory approach to each ADCS partner, walking side by side with each staff member every step of the way. SKNV is dedicated to ensuring that every practice feels supported, not just supplied with medications.

Their commitment to ADCS partners extends far beyond supplying a customized dermatology system—SKNV is also deeply involved in supporting the success of the dermatologists it serves. SKNV Consultants are always available to help and consistently strive to contribute to the success and growth of their practice.

800-646-5040 info@sknv.com www.sknv.com

SKNV @sknvmade @sknvmade

ADVANCED DERMATOLOGY AND COSMETIC SURGERY HEALTHCARE

Furthermore, Advanced Dermatology’s management teams and regional operators are focused on providing administrative support for clinicians, which allows team members to dedicate their time and energy to delivering premier care. To further its clinician expertise, the company is committed to providing continuous education opportunities for both clinicians and residents. Both Dr. Leavitt and Dr. Kaufmann, as part of Advanced Dermatology, have partnered with Derm Squared, an industry-leading education platform. Together, the two companies host quarterly advanced therapeutics update events exclusive to Advanced Dermatology’s clinicians, where they can receive the most up-to-date clinical care education with world-class leaders and earn continuing medical education credits. Additionally, Advanced Dermatology offers an Accreditation Council for Graduate Medical Education (ACGME) accredited dermatology residency program designed to provide the clinical experience, educational resources, and mentorship support that produces exceptional dermatologists who engage in the ethical and compassionate practice of medicine. The company also offers a comprehensive Physician Assistant and Nurse Practitioner Training Program, which provides didactic,

clinical, and procedural training. This includes direct patient care led by board-certified dermatologists in a supervised, structured environment, as well as sub-specialty training areas, such as Mohs surgery. “We standardize baseline clinical competencies to help ensure the best possible patient care and experience. We have successfully graduated over 70 advanced practitioners who have gone on to work in our clinics across the organization,” Dr. Kaufmann tells us.

Brian Griffin, CEO: “Our centralized supply chain allows for a higher level of attention when identifying and fostering relationships with suppliers and more sophisticated inventory management.

BEST-IN-FIELD TECHNOLOGY

“By maintaining optimal levels of

More recently, Advanced Dermatology has focused on identifying and implementing technology solutions and automation to drive better patient care, lower costs, and a high return on investment. The solutions include patient reminder automation, online booking, and web chat, which have improved patient communication and the overall experience. Moreover, the automation of faxes, voicemails, insurance verification, and calling campaigns, as well as call center artificial intelligence (AI), have streamlined clinical operations. “We are set on keeping up with technology changes in healthcare. One example is the implementation of check-in kiosks within our clinics for a more efficient check-in process.

stock, we can react to dynamic

“ O U R O P E R AT I O N S D A S H B O A R D H A S T R A N S FO R M E D O U R A B I L I T Y TO M A N AG E D AY-T O - D AY O P E R AT I O N S , W H I L E O U R C L I N I C S H O L D H I G H - L E V E L A N D D E TA I L E D I N F O R M AT I O N T H AT I S C O N S U M A B L E B Y ALL FIELD-LEVEL TEAMS” – BRIAN GRIFFIN, CEO, A D VA N C E D D E R M AT O L O G Y A N D C O S M E T I C S U R G E R Y

66 | North America Outlook Issue 21

North America Outlook: Could you tell us about the importance of Advanced Dermatology’s centralized supply chain?

shifts in the marketplace, provide supplies to clinics based on usage, and reduce excess inventory. “We recognize that supply chain management is likely to become more stressed in the future, and it’s an area where we have an advantage given our size and economies of scale. Our scope has helped to reduce costs by consolidating procurement, production, and distribution. “Most importantly, we are also able to maintain consistency in product quality and standards.”

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back office and surgery scheduling. The company’s technological expertise proved vital in response to the COVID-19 pandemic, becoming agile in providing telehealth across its practices, which allowed patients to consult with dermatologists remotely. On top of this, Advanced Dermatology has recently pursued licensure to deliver virtual care in additional states, to meet and stay up to date with the needs of innovative, national care provider groups and accountable care organizations. “With this ability to deliver care virtually across most of the country, we continue to pursue partnerships with retail health providers, accountable care organizations, payers, and risk-bearing providers to operate as the preferred dermatology network,” comments James Philbin, Chief Development Officer.

SUPPORTING STAFF AND THE COMMUNITY The company prides itself on caring deeply for both its team base and local communities. Regarding the former, it is laser-focused on employee engagement and retention. “Employee satisfaction matters from day one, and we provide our teams with onboarding resources and comprehensive training to set them up for success,” Griffin affirms.

Sherry L.H. Maragh, MD, Mohs Surgeon

“Our operations dashboard has transformed our ability to manage day-to-day operations, while our clinics hold high-level and detailed information that is consumable by all field-level teams,” CEO, Brian Griffin outlines. Given the size of the practice, Advanced Dermatology has also centralized administrative tasks for

68 | North America Outlook Issue 21

“ B Y B U I L D I N G A N D M A I N TA I N I N G P O S I T I V E A N D C O L L A B O R AT I V E R E L AT I O N S H I P S B E T W E E N P AT I E N T S , C L I N I C I A N S , A N D C L I N I C A L S TA F F, W E I M P R OV E T H E OV E R A L L Q UA L I T Y O F C A R E B Y C O N C E N T R AT I N G O N T H E P AT I E N T ’ S UNIQUE NEEDS AND PREFERENCES” – D R . M AT T L E AV I T T, F O U N D E R A N D E X E C U T I V E C H A I R M A N , A D VA N C E D D E R M AT O L O G Y A N D C O S M E T I C S U R G E R Y

Dr. Melinda Greenfield is a board-certified dermatologist with offices in the Jacksonville, Florida area as well as in Albany, Georgia. In her practice, Dr. Greenfield has over 20 years of experience with Photodynamic therapy (PDT). We spoke with Dr. Greenfield about her interest in using PDT to treat Actinic Keratoses (AK) and how she utilizes it daily.

beach in a large golfing community. Patients understand that they will need to take time away from their outdoor activities and, therefore, plan their treatments accordingly. Treatment expectations are reiterated at the initial visit and the time of treatment. I have visual aids that I show every patient so they know how they will likely look at various stages of the treatment. My staff are all fully trained to have the same discussion with patients. We give patients an office email to correspond with us in case they are concerned with their treatment. I see every patient back in one month to look at their skin and discuss their results.

What benefits does PDT offer AK patients?

Why do you think PDT isn’t used as widely as it should be?

PDT is a comprehensive treatment option for many patients with AK. We provide our patients with information on all the available treatment options, and many are surprised that they have not been offered PDT elsewhere. Once my patients have a better understanding of the benefits of PDT, they are happy to utilize this effective therapy. Furthermore, patients are more than happy to return for subsequent treatments when they see their results. In fact, many patients will refer friends and family because they are so impressed with their outcomes.

How do you educate your patients about AK and why it’s important to treat the lesions and the surrounding skin? I will discuss the iceberg analogy of actinic keratoses with my patients and explain the difference between lesion-directed vs fielddirected therapies. I also discuss long-term skin maintenance and prevention of potentially worse outcomes if early treatment isn’t accomplished.

How do you manage patient expectations pre-treatmen during, and post-treatment? I review expected outcomes and downtime with each patient. My main office is located at the

There might still be perceived barriers in the industry due to the outlay of initial costs for the lamp and the drug (topical aminolevulinic acid – ALA) and perhaps some confusion or uncertainty regarding reimbursements, proper medical coding, etc. In my region, we have excellent treatment and drug reimbursement. It’s essential for anyone considering this treatment to check with their specific local and regional insurance carriers to make sure coverage is adequate.

“Biofrontera Inc. is a US-based biopharmaceutical company commercializing a portfolio of pharmaceutical products for the treatment of dermatological conditions. Biofrontera Inc. was founded in March 2015 with a vision to bring innovative therapies and service to patients and healthcare providers in the dermatology community, building trusted partnerships and leading with science.”

ADVANCED DERMATOLOGY AND COSMETIC SURGERY HEALTHCARE

In support of its team, the company established the Advanced Dermatology Hardship to Hope Foundation, a 501(c)(3) charitable organization, to provide short-term financial assistance to employees and eligible dependents who encounter financial hardship due to an unanticipated crisis or catastrophic circumstances. The foundation has already had a positive impact on hundreds of Advanced Dermatology employees, most recently assisting team members affected by Hurricane Ian, 70 | North America Outlook Issue 21

in which the charity paid $92,000 to grant recipients. Regarding the company’s corporate citizenry, Advanced Dermatology also provides free skin cancer screenings in the local community and leads in-person and virtual events to educate people on the importance of skin cancer prevention and early detection. Meanwhile, the practice is consistently identifying how cosmetic dermatology is evolving to ensure that it has the best approach to treat its patients. This is evidenced by its investment in the latest devices, including CoolPeel, Venus Versa, and Hydrafacial, while expanding into new injectables. The practice offers a wide range of treatments and skincare products, including its proprietary Proscriptix FX skin care and hair care line. “We will continue to adapt as new treatments emerge and patient needs evolve. Our aesthetics clinical leadership team reviews our services portfolio, clinical standards, and practices, and identifies pre- and post-care regimens to improve outcomes,” Griffin says. Advanced Dermatology also works with a multitude of healthcare and cosmetic companies to stay on top of the latest advances in both medical and cosmetic dermatology to ensure it is leveraging the latest research and clinical studies to identify advanced treatments and ensure the best patient outcomes. Advanced Dermatology provides a holistic approach to skin health, addressing both medical and aesthetic concerns. Coupled with a patient-centric focus and best-infield physicians, the company looks forward to greater success.

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ADVANCED DERMATOLOGY AND COSMETIC SURGERY HEALTHCARE

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North America Outlook Issue 21 | 71

APOLLOMD HEALTHCARE

PRESCRIBING

Q UA L I T Y CARE Always innovating and implementing new initiatives, ApolloMD is one of the most successful organizations in the clinical outsourcing services industry. We discuss more with COO, Amy Katnik Writer: Rachel Carr | Project Manager: Ben Weaver

uring its 40-year history, ApolloMD has curated a solid reputation as a multispecialty practice, partnering with top-tier hospitals, teaching facilities, and health systems across the US. “Our clinicians provide quality care for approximately four million patients annually and enjoy a rewarding practice setting with strong clinical partners, clinician-friendly contracts, leadership training, and diverse career paths,” introduces Amy Katnik, COO of ApolloMD. Moreover, clinicians are offered ownership opportunities through ApolloMD Partners, Inc., allowing them to build equity in a thriving 72 | North America Outlook Issue 21

Amy Katnik, COO, ApolloMD

group from day one. Unusually, the organization has no private equity, and the offer is open to full-time employees, physicians, and advanced practice clinicians (APCs). “Private equity has been in the healthcare space for some time, but consolidation in healthcare has accelerated its

presence, and these companies understandably want to see a return on their investments. That creates unnecessary pressure for the group, which is a demand ApolloMD does not have to meet,” she notes. The challenges posed by external investors in healthcare include unsustainable growth expectations that require clinician groups to leverage up in an attempt to grow by acquisition. The implementation

of the No Surprises Act (NSA), the turmoil of payor lawsuits, and rising labor costs have increased the pressures for all groups. However, groups with large debt burdens have compounded pressure. The NSA was framed to protect people covered under group and individual health plans from receiving surprise medical bills when they have used emergency services, non-emergency services

from out-of-network providers at in-network facilities, and services from out-of-network air ambulance providers. “Our political leaders had a thoughtful strategy; however, it was not instituted the way it was intended. This makes it hard for hospitals and clinicians to continue to treat all patients regardless of their ability to pay. “These are some of the issues hospitals and clinical groups are North America Outlook Issue 21 | 73

APOLLOMD HEALTHCARE

having to navigate, which can require consolidation and creative innovation,” posits Katnik.

FLAGSHIP PARTNERSHIPS ApolloMD began 40 years ago at Cobb Hospital, which subsequently became Wellstar Cobb. Over the last four decades, as Wellstar grew, its relationship with ApolloMD deepened. Today, across eight facilities, including Wellstar Kennestone, one of the busiest hospitals in Georgia, the company is proud to serve Wellstar and its communities. “This has been a great partnership with very forward-thinking leadership. It has grown into a much larger system that provides excellent healthcare to a significant part of the state of Georgia. “Additionally, ApolloMD partners with many nationally-recognized health systems, including Baptist Healthcare, Piedmont, Atrium, and Erlanger, and our newest partner, Methodist Le Bonheur Healthcare, where we begin providing services in January 2024. Methodist Le Bonheur

is a five-hospital system serving the Memphis market,” explains Katnik. ApolloMD’s client base is now over 90 percent not-for-profit and includes partnerships with several emergency medicine residency programs. Emergency and hospital medicine services are the organization’s expertise, and navigating highvolume, high-acuity facilities with potential academic partnerships requires a strong, tactical approach and outstanding, committed leadership. “We have a phenomenal clinical operations team that comes in and carries out flow assessments with definitive action plans, so the quicker we can initiate the care process, the better the outcomes,” she informs us.

Additionally, ApolloMD has a patient experience team that works with each clinician to improve their communication skills relating to the patients and their families. These clinician operations have proven highly effective for the organization, so it continues to invest in the team as it grows. “During my tenure at ApolloMD, we have always invested in our people, especially this year. We are taking a vested interest in developing our clinical and corporate teams. In today’s work-from-home climate, we want to ensure that the company culture stays relevant,” Katnik reflects.

INNOVATIONS IN HEALTHCARE Another challenge hospitals face is

“ W E I N C R E A S E H E A LT H C A R E A C C E S S FO R I N D I V I D UA L S I N R E M OT E O R UNDERSERVED AREAS WHO MIGHT N O T H AV E R E A D Y A C C E S S T O M E D I C A L FA C I L I T I E S ” – A M Y K AT N I K , C O O , A P O L L O M D

APOLLOMD HEALTHCARE

TRENDS THE US HEALTHCARE INDUSTRY IS CURRENTLY ADDRESSING: RISING HEALTHCARE COSTS – With insurance premiums increasing, out-of-pocket expenses, and overall healthcare spending, consumers and providers are impacted. TELEHEALTH EXPANSION – The COVID-19 pandemic has accelerated the adoption of telehealth services, allowing remote consultations and treatment. The shift towards telemedicine has continued to evolve, offering more convenience and access to healthcare. HEALTHCARE POLICY AND REGULATION – The industry remains influenced by government policy and regulation changes. There have been ongoing discussions and attempts to address issues such as access to healthcare, insurance coverage, drug pricing, and healthcare disparities.

a workforce shortage, and Katnik proposes the adoption of artificial intelligence (AI) in multiple modalities as a solution. “AI coding, AI therapists, and telehealth are additional ways to address workforce challenges. Some facilities are looking at telenursing as a possibility, although it remains to be seen which of these solutions will be effective and sustainable,” states Katnik. “We are focused on using innovative and complementary technology wherever it makes sense. We started with Cedar, a payment platform that meets patients where they are by enabling them to pay through multiple means and set up their private payment schedules.” Cedar’s platform helps healthcare providers exceed financial goals and improve the end-to-end digital patient experience. From pre-service through to post-billing, it personalizes interactions no matter how patients engage, as the technology utilizes empathetic messaging as it continues

to evolve. “We are also delving into AI-based coding with Fathom AI. We have automated a large percentage of our uncomplicated medical charts going through the engine, lowering the need for human coders and reducing costs, with a turnaround time of about three hours. In addition, it allows us to focus expert coders on auditing and examining our more sophisticated, complicated cases. “Additionally, our newest partner, Adonis, was tasked with developing a revenue intelligence and automation platform that delivers AI-driven insights to assist ApolloMD in locating real-time denials and issues surrounding the billing platforms that help drive and maintain financial performance,” details Katnik.

RELIABLE SERVICES As one of ApolloMD’s sister companies, RelyMD is a virtual health platform that provides on-demand, unscheduled medical care for non-emergency conditions.

TECHNOLOGY AND INNOVATION – There is a continued focus on technological advancements and innovation in healthcare. This includes AI-driven diagnostics, wearable health tech, and the use of big data to improve patient care and streamline operations. MENTAL HEALTH AWARENESS – There has been an increased focus on mental health, acknowledging its importance and integrating mental health services into healthcare systems. Mental health is a huge issue in the US, as there is a lack of facilities; therefore, many cities are impacted. WORKFORCE CHALLENGES – The industry has faced workforce shortages, including a lack of healthcare professionals in various fields. This shortage has strained existing staff and affected patient care in some areas.

North America Outlook Issue 21 | 75

Employment- based Im Considerations for Hiri Foreign Physicians Healthcare employers seeking to hire physicians should explore the J-1 Waiver Program. The J-1 Waiver Program allows employers to hire physicians to work in healthcare facilities in rural and health shortage areas or serve those communities. Under the J-1 Waiver Program, the foreign physician must work for the sponsoring healthcare facility for three years. This immigration option can be a great tool to alleviate physician shortages. This program is available to qualifying physicians from any country who are in the U.S. on a J-1 visa to obtain medical training. The J-1 visa is a temporary visa that allows international medical graduate physicians to participate in a residency or fellowship training program in the U.S. The J-1 visa program is designed to promote cultural exchange. Therefore, once the physician’s program is over, the J-1 physician must return to their home country (country of nationality or last residence) for two years to allow their home country to benefit from the knowledge gained in the U.S. during their training. The J-1 physician must fulfill this two-year obligation before being eligible to obtain certain other U.S. visas. The law does allow an exception to returning home. The physician may obtain a waiver of the two-year requirement The most common J-1 waiver process is for a J-1 physician to work in an underserved area in the U.S. for three years. The employment must be in an area designated by the U.S. Department of Health and Human Services (HHS) as a Health Professional Shortage Area (HPSA), a Medically Underserved Area (MUA), a Medically Underserved Population (MUP), or serving patients who reside in a HPSA, MUA, or MUP. Additionally, the J-1 physician must be under contract to work at the healthcare facility for three years in H-1B status, and the employment must start within 90 days of the waiver approval. Once employed, the physician cannot transfer his or her visa status to a new employer unless the physician can show extenuating circumstances justifying the change in employment.

mmigration ing Qualified

HHS can approve an unlimited number of waivers each year, and there is no deadline for submission. Every state has an employer-sponsored J-1 waiver program called the “Conrad 30 Waiver,” allowing the state’s health department to recommend 30 physicians to receive yearly waivers. Each state develops its own waiver program with its own rules, deadlines, and guidelines that must be carefully evaluated to determine the best program for the employer and the J-1 physician. Fisher Phillips has immigration attorneys across the country experienced in J-1 Waiver applications and other visa processes for physicians and other healthcare professionals.

Changing The Employment Equation We are proud to partner with ApolloMD and Chief Operating Officer, Amy Katnik, supporting their vision: Healthy Clinicians. Healthy Patients. Healthy Communities. Fisher Phillips navigates the dynamic nature of employment law in the healthcare industry, including in connection with complex business immigration. fisherphillips.com

It has materialized as the premier platform in the pre-acute setting by partnering with EMS organizations to meet patients where they are and determine the appropriate level of care for each patient. It also operates in the urgent care setting with

APOLLOMD IN NUMBERS 2,500+ PHYSICIANS AND APCS

130+ PRACTICES

4.1 MILLION PATIENTS TREATED ANNUALLY

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employer-based services and directto-consumer capabilities. “The platform’s accessibility and flexibility allow providers to complete well over 250,000 scheduled care visits, resulting in patients and organizations saving over $37 million and $450 million in avoidable urgent care and emergency room (ER) visits, respectively,” observes Katnik. Other benefits, such as convenience and accessibility, are standard across all telehealth platforms. Patients can consult with healthcare providers from the comfort of their homes or offices without traveling to a clinic or hospital. “We increase healthcare access for individuals in remote or underserved areas who might not have immediate access to medical facilities.” RelyMD significantly reduces waiting times for patients seeking urgent care for non-emergency conditions. Furthermore, visits are far less expensive than in-person

consultations. “We integrate with electronic health records (EHRs), allowing for care coordination and maintaining comprehensive data for patients. Another benefit of RelyMD is its after-hours care, as it offers greater flexibility for patients who need attention during evenings, weekends, or holidays when they can’t reach a primary care physician (PCP). “Our care coordinators help patients navigate the healthcare landscape from initiating a visit and filling prescriptions to following up on their post-care,” Katnik elaborates.

EDUCATION AND SUPPORT INITIATIVES One example of ApolloMD’s commitment to furthering its clinical team’s education includes the ApolloMD Post-Graduate APC Program, an innovative, specialtydriven training scheme for physician assistants and nurse practitioners. The

APOLLOMD HEALTHCARE

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comprehensive program lasts nine months, including clinical and didactic training, with a 15-month commitment to post-training work. “The program provides a robust educational experience including live sessions, online classrooms, simulation, proctored invasive procedures, departmental flow strategies, patient experience training, and more. “Our overarching goal is to support APCs in top-of-license practice, while gaining the confidence to care for the communities we serve,” says Katnik proudly. Upon completing all program requirements, the APC post-graduate will be awarded a certificate, offered a full-time position, including benefits at an ApolloMD practice, and progress to an independent apprenticeship in its APC Advancement Program. Many of ApolloMD’s partner facilities participate in worthwhile causes that the organization is

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proud to support. At Saint Joseph’s Health in New Jersey, ApolloMD is honored to offer its support of the Blue Campaign. This groundbreaking partnership with the US Department of Homeland Security is an effort to combat human trafficking. The Blue Campaign is a national public awareness drive designed to educate people to recognize the indicators of human trafficking and how to respond to possible cases. “It is our 2024 goal to support this worthwhile initiative and further push educational resources out to all our

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healthcare systems across the US,” Katnik enthuses. A variety of US companies are implementing similar campaigns. Delta Airlines, for example, has trained its flight attendants to look for signs of human trafficking; ApolloMD has the same goal for its workforce in 2024. “Supporting the Blue Campaign initiative is one of our aims for this year. We are also excited to have Dr. Yogin Patel as our new CEO in 2024. He has been with us for more than 15 years and is an innovative thinker. We look forward to how he will reshape the company goals and culture this year by supporting these key initiatives,” Katnik concludes.

Tel: 770-874-5400 www.apollomd.com North America Outlook Issue 21 | 79

42 NORTH DENTAL HEALTHCARE

D E N T I S T RY DONE D I F F E R E N T LY 42 North Dental is building on its success of supporting great practices and ensuring a legacy of excellence. We sink our teeth into the company’s success story with CEO, Geoffrey Ligibel Writer: Ed Budds | Project Manager: Ben Weaver

ounded by two dentists upon the idea that better patient care is achieved by allowing dentists to focus on dentistry rather than the administrative burdens of running a practice, 42 North Dental is changing the game for oral healthcare. The initial concept that built the foundations of the business was simple: doctors who spend more time chair-side treating patients and less time on business and administrative tasks are happier, more successful, and able to produce better outcomes and experiences for patients. 40 years ago, those revolutionary ideas were the makings of Gentle Dental Partners, the previous incarnation of 42 North Dental. Four decades after this revolutionary idea, these fundamental principles are still honored throughout every faction of the company. Built by dentists, for dentists, 42

North Dental aims to continually raise the bar for what’s possible in the practice of dentistry by delivering healthy, confident smiles for life. “With our roots in Boston, a true healthcare hub, we are uniquely positioned to partner with preeminent healthcare solution providers to test and launch new treatments and technologies and to add new specialties and services as part of our mission to chart a bold new course for the practice of dentistry,” introduces Geoffrey Ligibel, CEO of 42 North Dental. “Our name refers to the latitude of Boston, where we put down roots over four decades ago. Boston is known as the “City of Firsts” where innovation, collaboration, and excellence come together, and we believe that these key building blocks are the foundation of any great healthcare organization,” he adds.

Existing as a non-traditional dental support organization, 42 North Dental understands that the love of the profession and the business management of a practice do not always go hand-in-hand. By partnering with practices, empowering employees, and providing resources and support, the company enables dental professionals to focus on what they love and what is considered most vital – providing high-quality patient care. Proud to be one of the largest healthcare providers in the Northeast, today, the company exists as the largest dental care provider in New England, alongside an expanding presence in the Midwest and the Mid-Atlantic. An ever-growing and impressive footprint is made possible by 108 supported dental practices, around 300 dentists, and 1,700 total employees. North America Outlook Issue 21 | 81

42 NORTH DENTAL HEALTHCARE

THE RISE OF DIGITAL DENTISTRY On a global scale, and more specifically across North America, dentistry is undergoing seismic change, which promises to usher in positive and exciting developments for patients.

NORTH AMERICA OUTLOOK: CAN YOU TELL US ABOUT YOUR EXPERT STAFF AND HOW VALUABLE THEY ARE TO THE COMPANY? Geoffrey Ligibel, CEO: “The phrase that I use all the time is that you can’t have an awardwinning dentist without awardwinning staff. You could be the world’s greatest dentist clinically, but if your team isn’t providing a great experience for patients, there’s nobody to take care of, and there’s nobody to talk about the experience that they had. Therefore, having great staff is extremely critical. “We’re trying to help develop our people and provide opportunities to enhance their skill set as a method of investing in our teams. “At present, we have a lot of staff members who have been promoted into different roles, such as exciting opportunities in hygiene leadership and mentorship. We’ve had doctors who have transitioned to regional clinical directors, as well as practice managers who’ve become regional managers. “Overall, it remains critical to nurture and retain your best people and to give them opportunities to grow.”

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As the sector continues to migrate through the digital age, 42 North Dental is an early adopter of cuttingedge technologies to enhance and drive outcomes. Dental practices across the globe are undergoing an unprecedented transformation thanks to the rapid adoption of cloud-based infrastructure upgrades. Once a sector that was slow to adopt emerging technologies, the dental industry’s new embrace of these improvements has allowed the profession to become more patient-centric, fostering greater trust, encouraging preventative care, and championing convenience and consistency. “The dental industry is consolidating rapidly, but the previously slower pace of digital transformation in dentistry means practices are also now more agile to adapt,” Ligibel offers. More than 90 percent of patients now want digitally assisted dental visits due to increased trust and transparency, and at present, 42 North Dental’s use of VideaHealth’s dental artificial intelligence (AI) technology has had a clear, measurable impact on clinical treatment for every practice. “AI has the potential to transform

dentistry itself, and VideaHealth is a clear leader – offering the best product and partnership in the market. Thats why the technology has been rolled out in all of our supported practices,” he elaborates.

GROWING THE NETWORK 42 North Dental looks for quality, sizable practices with a strong reputation that it can enhance and build upon. However, no two practices are alike. “We evaluate each practice and situation on its own merit and standing, but at the core, we look to partner with the best doctors who have developed a great team and have a great story,” Ligibel explains. The business conducts a thorough due diligence process before evaluating whether an affiliation makes sense for the growing network. “When you work at a 42 North Dental supported practice, you join a network of dental professionals who share best practices, provide mentoring and support, and share a commitment to quality patient care,” he continues. Offering access to training and free continuing education (CE) courses and an award winning 42U Learning Management Systems with thousands

42 NORTH DENTAL HEALTHCARE

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North America Outlook Issue 21 | 83

COMPANY HISTORY – KEY DATES 1982 – The first Gentle Dental office opened in Boston, Massachusetts (MA). 1997 – Consolidation of 11 practices into one company providing centralized administrative services. 2012 – The company’s first out-ofstate practice opened in Nashua, bringing the total number of practices to 27. 2015 – Growth kicks into high gear with a strong affiliation process for dentists who realize the benefit of partnering with a leading Dental Support Organization. 2018 – The Dental Support Organization is rebranded 42 North Dental to better represent all the practices it supports.

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of hours of self-guided learning, there are always new and exciting opportunities for career development. In this way, 42 North Dental currently supports over 30 differently named practices, including several multi-site group practices, all with strong brand value, and the company encourages an open dialogue with its potential and current affiliates to assess the value of maintaining an individual brand. Dentistry, like all of healthcare, is a local business, and therefore, 42 North Dental is embedded into the communities that it serves. This means that locals gradually get to know the team and feel cared for in the most detailed and precise way. When the company arrives in a new region, it helps add to green spaces in the area through its Planting Roots program and often sponsors local youth sports teams and supports local charities as a means of giving back.

42 NORTH DENTAL HEALTHCARE

“ W E E VA L U AT E E A C H P R A C T I C E A N D S I T U AT I O N O N I T S O W N M E R I T A N D S TA N D I N G , B U T AT T H E C O R E , W E L O O K TO PA R T N E R W I T H T H E B E S T D O C TO R S W H O H AV E D E V E L O P E D A G R E AT T E A M A N D H AV E A G R E AT S T O R Y ” – G E O F F R E Y L I G I B E L , C E O , 4 2 N O R T H D E N TA L

BUILDING BEST CARE Moving forward, 42 North Dental has intricately constructed a focused, future-facing vision that will ensure the company continues to thrive and grow. “We will continue to expand with great practices throughout the geographies that we serve and are always looking for new partners that share our values, focus on clinical quality and deliver superb patient experience,” Ligibel explains. Key to delivering clinical quality and a stellar patient experience, is 42 North Dental’s core operational pillar of expanding its trademark multi-specialty dental model in the

communities that they serve. There is a true commitment to expanding the practice of dentistry with complete oral health solutions. Starting in Boston before expanding to the wider Massachusetts region, 42 North Dental grew across New Hampshire, Connecticut, Maine, and then more recently into New York, New Jersey, Pennsylvania, Michigan, and Indiana. “Our vision is to develop a meaningful presence across all of these states and areas, where with our model, we have the most reputable leading dental practices that are part of our network,” he expands. By bringing in world-class

specialists who will support the practices and by encouraging connections at the dental schools, the company is thriving in its role of being an integral pillar of its communities. “We’re building a culture of quality and setting benchmarks in the dental industry. That starts with our commitment to our dental community. Partnerships with organizations like Keystone Dental Group allow us to create learning tracks like our Dental Implant Fellowship and provide unparalleled access to valuable in-depth, hands-on continuing education that truly benefits our supported clinical teams, their careers, and ultimately patients,” Ligibel concludes. Hiring the best teams to provide the best dental care and patient experience is a winning strategy, and 42 North Dental continues to write the definition of quality in dentistry.

781-647-0772 info@42northdenyal.com www.42northdental.com North America Outlook Issue 21 | 85

M E LT O N

AFRICAN CLEAN ENERGY DEVELOPMENTS

C I T Y

C O U N C I L

TOWERCOM | MONDELĒZ INTERNATIONAL

NORTH SHORE UNIVERSITY HOSPITAL

B E S T M E D

M E D I C A L

S C H E M E Issue 3

PBE GROUP

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REA:

A future where people, business, and planet thrive together

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Australia’s leading oil and gas exporter

Facilitating the rapid expansion of digital infrastructure in East Africa

PREMCAR PTY LTD

New cars that buyers really want

Driving the acceleration of the South African construction industry, we speak to the Managing Directors of the four pillars that have cemented the division as the frontrunner in road construction for nearly 50 years

Issue 1

Treating complex cancer cases from across Brazil

The jewel in Lesotho’s crown

Offering access to a unique global network, reaching hundreds of destinations, and carrying thousands of shipments a day

Championing the voices of its members, communicating the industry’s needs, and highlighting the importance of renewable infrastructure

UNEARTHING AUSTRALIA’S MINING POTENTIAL

RAUBEX ROADS AND EARTHWORKS

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A.C.CAMARGO CANCER CENTER

LETŠENG DIAMONDS

ASSOCIATION FOR RENEWABLE ENERGY AND CLEAN TECHNOLOGY

WESTSIDE CORPORATION

IXAFRICA

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Issue 20

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KOMATSU

N I C D

SHEPHERD CENTER The nationally-ranked rehabilitation hospital

Five divisions, one mission

PEMBROKE RESOURCES The world-class Olive Downs Complex setting the global standard in conservation and innovation

BUMA Australia has a vision to build a modern mining and rehabilitation company, that drives growth, sustainability and prosperity

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WALKINSHAW GROUP

Dr. Jeffrey Kuvin and Dr. Alan Hartman talk about how working together with the community is raising the standard of healthcare one patient at a time

A global leader in the design, engineering, development, and marketing of performance vehicles

Adama Soro, President of the Burkina Faso Chamber of Mines, unpacks the challenges facing the Burkinabe mining industry as a key driver of the country’s socioeconomic development

Chris Ware, General Manager of Mayfield Industries, shares how his company contributes to the growth of Australian electrical infrastructure

Michael Peither, CIO and co-Founder of VoltStorage GmbH, reveals the company’s innovative battery storage solutions spearheading the renewable power sector

Sphere, a model for renewable energy use, is a next-generation entertainment medium revolutionizing the future of live events

Michal Jezioro, President and Managing Director, highlights how DMC Mining Services continuously puts performance first

Moog Medical is having a direct impact on the lives of patients, says Vice President and General Manager, Mike Henderson

Marija Dukovska-Pavlovska, General Manager of Makstil, speaks about the company’s environmentally-friendly steel production practices

the Burkinabe mining industry as a key driver of the country’s socioeconomic development Adama Soro, President of the Burkina Faso Chamber of Mines, unpacks the challenges facing

company contributes to the growth of Australian electrical infrastructure Chris Ware, General Manager of Mayfield Industries, shares how his

innovative battery storage solutions spearheading the renewable power sector Michael Peither, CIO and co-Founder of VoltStorage GmbH, reveals the company’s

entertainment medium revolutionizing the future of live events Sphere, a model for renewable energy use, is a next-generation

how DMC Mining Services continuously puts performance first Michal Jezioro, President and Managing Director, highlights

says Vice President and General Manager, Mike Henderson Moog Medical is having a direct impact on the lives of patients,

about the company’s environmentally-friendly steel production practices Marija Dukovska-Pavlovska, General Manager of Makstil, speaks

in road construction for nearly 50 years pillars that have cemented the division as the frontrunner industry, we speak to the Managing Directors of the four Driving the acceleration of the South African construction

growth, sustainability and prosperity mining and rehabilitation company, that drives BUMA Australia has a vision to build a modern

buyers really want New cars that

PTY LTD PREMCAR

in East Africa digital infrastructure rapid expansion of Facilitating the

and gas exporter Australia’s leading oil

IXAFRICA

CORPORATION WESTSIDE

together and planet thrive people, business, A future where

KOMATSU

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innovation standard in conservation and Complex setting the global The world-class Olive Downs

MINING POTENTIAL AUSTRALIA’S UNEARTHING

AND EARTHWORKS RAUBEX ROADS

RESOURCES PEMBROKE

infrastructure of renewable the importance and highlighting industry’s needs, communicating the voices of its members, Championing the

development, and marketing of performance vehicles A global leader in the design, engineering,

Tell us your story, and we’ll tell the world TECHNOLOGY ENERGY AND CLEAN FOR RENEWABLE ASSOCIATION

thousands of shipments a day of destinations, and carrying network, reaching hundreds Offering access to a unique global

REA:

Lesotho’s crown The jewel in

cases from across Brazil Treating complex cancer

DIAMONDS LETŠENG

CANCER CENTER A.C.CAMARGO

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GROUP WALKINSHAW

of healthcare one patient at a time the community is raising the standard talk about how working together with Dr. Jeffrey Kuvin and Dr. Alan Hartman

HOSPITAL UNIVERSITY NORTH SHORE

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one mission Five divisions,

PBE GROUP

AFRICAN CLEAN ENERGY DEVELOPMENTS

M E LT O N

C I T Y

C O U N C I L

TOWERCOM | MONDELĒZ INTERNATIONAL

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NORTH SHORE UNIVERSITY HOSPITAL

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B E S T M E D

M E D I C A L

rehabilitation hospital The nationally-ranked

SHEPHERD CENTER

S C H E M E

N I C D

AWC I N C O R P O R AT E D / S A F E B OAT S I N T E R N AT I O N A L

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The global resource for supply chain professionals and organizations Building on the global success of our regional titles – North America Outlook, Africa Outlook, APAC Outlook, and EME Outlook – Outlook Publishing is proud to introduce a platform dedicated to the supply chain sector. As supply chain organizations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector. A multi-channel brand, Supply Chain Outlook brings you the positive developments driven by organizations across the global supply chain industry through its various platforms. Discover exclusive content distributed through its website, online magazine, social media channels, and dispatches delivered straight to your inbox with a bi-weekly newsletter. Through this compelling new venture, we foreground the movers and shakers of the industry. To participate as a featured company and join us in this exciting endeavor, contact one of our Project Managers today.

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INSPI INTER

DACHSER is an exemplary figure in the field of global logistics. A renowned family-owned enterprise, it is paving a new path for effective yet responsible services and operations for its customers, partners, and employees around the world. Ralph Riehl, President and Managing Director – Americas, tells us more Writer: Jonathan Dyble | Project Manager: Scarlett Burke 88 | North America Outlook Issue 21

alph Riehl is an individual that’s particularly well acquainted with the benefits of cultural blending. Raised in a bi-cultural FrenchGerman household, he was exposed to the various ways in which diverse customs, practices, and beliefs could be infused throughout his childhood. “I was fascinated very early on by the best way to bridge cultures,” Riehl affirms. Fast forward to today and integration and globalization remain

DACHSER SUPPLY CHAIN

R I N G G LO B A L RCONNECTION important to Riehl, as is reflected in his career path to date. Having worked for logistics specialist DSV Panalpina in Europe, the Americas, and Asia since 1989, he opted to join DACHSER in February 2021 as President and Managing Director – Americas, overseeing all activities across the US, Mexico, Brazil, Argentina, Chile, and Peru. “The logistics industry does not only connect goods – it connects people, countries, and cultures,” Riehl highlights. “It is truly system-relevant,

especially in the globalized world that we live in today. “Without freight forwarding and logistics processes, there would be no access to even the most basic commodities. Just think of the COVID-19 pandemic – when most of the global economy was on halt, the logistics industry had one of its great moments. “Even those without any connection to this industry could feel the system relevancy of logistics, and how crucial this industry is to give us access to goods that we

depend on every day. In a nutshell, the logistics industry has always been and continues to be an exciting space to work in.”

FOUNDED IN FAMILY VALUES Heading up DACHSER Air & Sea Logistics across the Americas is a particularly relevant role for Riehl owing to his background, the company being one of Germany’s 50 largest family-owned enterprises, as well as one of the biggest logistics companies in the world. North America Outlook Issue 21 | 89

DACHSER SUPPLY CHAIN

Indeed, in 2023, Armstrong and Associates – a leading third-party logistics (3PL) market research and consulting agency – ranked the company among the top 20 largest global 3PLs in terms of revenue. Such a significant reputation is in part owed to the vast global network of over 370 branches and the synergies between the Air & Sea Logistics and European Logistics networks. Regarding the latter, the European Logistics road network is an invaluable source in its own right, as it means that every corner of the continent is covered by a DACHSER branch. “Our air and sea freight customers, for example from the Americas region, benefit from this network as well. No matter the origin or destination of the

DACHSER’S TWO DIVISIONS DACHSER Road Logistics comprises the company’s European logistics road network. 223 company locations 66 partner locations 37 countries 69.5 MILLION annual shipments €4.5 BILLION annual revenue DACHSER Air & Sea Logistics comprises the company’s network in air and sea freight. 140 locations 36 countries 390,000 annual air freight shipments 421,400 annual sea freight shipments €2.5 BILLION revenue

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shipment in Europe, our clients can be certain that their supply chain is handled by one single supplier,” Riehl highlights. The synergy between Air & Sea Logistics and European Logistics warrants numerous advantages for customers from around the globe, including a secure door-to-door service with transparent IT tracking, and the highest transport quality, and fast, reliable transit times. “While we are already well connected, we are constantly working on streaming and optimizing all processes of the operational and digital interfaces between air and sea freight, and road transport in Europe and beyond.” For Riehl, DACHSER’s status as a family-owned enterprise has also been vital in enabling it to become so successful. “In comparison to a publicly traded

company, a family business does not need to focus on maximizing its shareholder value in the shortterm,” he explains. “We do not need to respond to volatility in the market to such a high degree, which allows us to keep focus on servicing our customers and pursuing long-term strategic goals and investments.” Underpinning this family ethos are six key company values: entrepreneurship and the courage to innovate, inclusive responsibility, sustainability, loyalty and commitment, integrity and honesty, and openness and respect. In the eyes of Riehl, the firm’s staff have a particular affinity with these, driving deep-rooted loyalty among the employee base while also serving to create a positive workplace. “This mentality and way of thinking may sound hypothetical at first glance, but it is truly noticeable in everyday work,” he adds.

ITN takes your business personally ITN delivers fast, seamless supply chain solutions by building our business on five pillars:- Commitment, Flexibility, Trust, Reliability, and Passion. Tailoring solutions that meet your specific needs is what sets us apart, and it’s how we constantly exceed our client’s expectations.

Founded in 1997, ITN Logistics is: Working with Dachser since 2006 “We are continually developing a solid foundation with Dachser. With ITN’s coast-tocoast Canadian coverage, We are excited to be a contributing pillar in Dachser’s vision of expansion in the Americas” Monica Kennedy – President ITN Canada

1-800-242-6634 www.itn-logistics.com

• Is one of Canada’s top five privately owned, asset-based forwarding and logistic companies • Has 250+ experienced and passionate employees • Headquartered in Toronto with offices in major Canadian cities. • Offers Transborder Services (Canada/USA/Mexico) - Daily consols Atlanta, Chicago and St. Louis to/from Canada • Offers International Air, Ocean, and Rail services - Weekly LCL/Air consols UK, Europe and China • Offers 3PL Warehousing and Procurement - Over 280,000sq ft anchored by our flagship warehouse minutes from the Toronto Pearson Airport • Handles Special Projects and Industrial project management • Is a Full-Service Customs Brokerage services in Canada and USA. • Provides Real time track and trace platforms • Is a Member of WACO (Worldwide Aviation Collaborative Organization) • Is a Member of IATA and CIFFA • Accredited: CTPAT • DG Certified (Air, Ocean, Rail, and Road) • Women’s Business Enterprise Canada Council (WBE) certified

DACHSER SUPPLY CHAIN

Looking outside the firm’s own four walls, this unique culture also enables it to excel in a competitive market. Indeed, one way in which DACHSER differentiates is through its management of key relationships with all stakeholders, opting to develop long-term partnerships and be a reliable constant for its customers, employees, and partners alike. “For our day-to-day operations, partners and suppliers are crucial,” Riehl explains. “They are an integral part of our whole supply chain and to a certain degree, we are only as good as our partners and suppliers are. It takes time to build up strong connections, but this is exactly what we are striving for.” Building from these strong foundations, the firm can successfully pursue and execute several key projects, with Riehl highlighting recent focus on

warehousing in the US. Here, DACHSER has opened three new warehouses in Atlanta, Chicago, and New Hampshire in the past 18 months to better support customers in new regions. “Alongside inbound warehousing and quality distribution, we offer numerous value-added services, including pick and pack solutions, reverse logistics, order assembly, and kitting – the pre-assembly of individual items into kits,” Riehl says.

A SOUND GLOBAL CORPORATE CITIZEN Of course, it is not just operational projects that the firm is focused on. In a world where success is increasingly defined by progress on fronts other than profit, DACHSER is accelerating its efforts to retain its status as a sound global corporate

citizen, investing in several unique initiatives centered around digitalization and an extensive climate protection strategy. Next to R&D in the areas of e-trucks and hydrogen drives and the installment of photovoltaic systems at company locations, a major project in terms of sustainability is DACHSER Emission-Free Delivery. “This concept is built on a modular toolbox for city-center deliveries in Europe,” Riehl explains. “Depending on local requirements, we use battery-electric vans and trucks as well as electrically assisted cargo bikes that are specially designed to carry groupage or palleted goods. Using a combination of these vehicles, all shipments to a designated downtown area are delivered with zero local emissions as standard.”

“ O U R E M P LOY E E S A R E T H E C O R E O F O U R O P E R AT I O N S . AT D A C H S E R , O N E O F OUR GUIDING PRINCIPLES IS “LOGISTICS IS PEOPLE BUSINESS”, SO PEOPLE ARE O U R TO P P R I O R I T Y ” – R A L P H R I E H L , P R E S I D E N T A N D M A N AG I N G D I R E C TO R – A M E R I C AS , DAC H S E R

At present, DACHSER EmissionFree Delivery is available in 13 cities. However, by the end of 2025, it is expected that this will expand to 24. In addition, the firm has also been working on a research project that has been developed jointly between the DACHSER Enterprise Lab and the renowned Fraunhofer Institute for Material Flow and Logistics from Germany. Specifically, the initiative aims to deploy hundreds of optical scanning

units on the ceiling of a transshipment warehouse to create a digital up-todate image of all packages, assets, and operations in a facility. This information can then be accessed by employees on digital devices, increasing transparency in the warehouse tremendously. “We’re immensely proud of this,” Riehl affirms. “A few months ago, we were awarded the German Logistics Award of the German Logistics Association for this project alongside Fraunhofer IML, this being the most

prestigious award in the industry in the country. This technological innovation has already been tested under real operating conditions in two of our German branches. For this year, we are expecting to start the systematic rollout across our European branches.” Simultaneously, in the Air & Sea Logistics arm of the business, R&D attentions are focused on the “Sustainable Fuel” booking option for air freight that DACHSER has made available globally since 1st March 2023. North America Outlook Issue 21 | 93

DACHSER SUPPLY CHAIN

“This is a major step for us regarding more sustainability in air freight,” Riehl acknowledges. “By blending sustainable aviation fuel (SAF), air freight shipments can be transported with 30 percent fewer greenhouse gas emissions.”

AN EYE TO 2030 Undoubtedly, initiatives such as these will continue to be balanced within DACHSER’s operational priorities moving through 2024 and beyond. Looking ahead, Riehl reaffirms the importance of digitalization and the company’s efforts to continue developing its suite of software solutions and IT systems. Among these efforts will be the rollout and refinement of the DACHSER platform – designed to bring together the services of the Road Logistics and Air & Sea Logistics business fields in a user-friendly, modern interface.

“ O U R C O R P O R AT E L E A D E R S H I P I S O R I E N T E D T O WA R D S U S TA I N A B I L I T Y AND A SHAREHOLDER COMMUNITY W H I C H I S C O N S C I O U S N O T O N LY O F I T S ECONOMIC, BUT ALSO OF ITS SOCIAL AND ECOLOGICAL RESPONSIBILITIES” – R A L P H R I E H L , P R E S I D E N T A N D M A N AG I N G D I R E C TO R – A M E R I C AS , DAC H S E R

“Supplemented by innovations such as end-to-end tracking across all freight routes, this will create a customized, digital one-stop solution for customers,” Riehl says. Alongside this, Riehl highlights growth as a key target for the months to come, something that is hoped to be achieved through the systematic expansion of the network, both organically and through mergers and

acquisitions. Expanding its geographical footprint will naturally come in tandem with this, something the organization has been working towards with recent office relocations to larger facilities in Boston and Dallas. Furthermore, in the APAC region, new sales offices have been opened in Chiang Mai, Thailand, and in Da Nang, Vietnam in 2023.

SUPPORTING TERRE DES HOMMES DACHSER has supported the children’s charity Terre des hommes since 2005. Currently, the cooperation extends to South Asia, Southern Africa, Latin America, and, since 2022, Ukraine, with the focus primarily being on improving the living conditions and educational opportunities of disadvantaged children and young people.

With so many competing priorities, DACHSER will undoubtedly continue to evolve moving forward. However, Riehl is firm in his view of how that evolution will unfold. “We do not have a new year’s resolution for 2024,” he says. “Rather, we wish to stick to our mission for the long term – to optimize the logistics

balance sheets of our customers. However, with that said, we will be guided by our key targets as part of our target picture for 2030. “First, we strive to become the world’s most digitalized logistics provider and lead the market in terms of quality and service. This will be realized with a well-balanced, robust network with intelligent IT systems. “Second, we will encourage endto-end process thinking, expand our range of standard services for carriers, and make our service partners an even more integral part of our global network than before. “And third is people. They are the center of everything we do. Therefore, we have a clear commitment to multinationalism, diversity, and an employee-oriented culture with fast cycles of learning and decision-making.” Finally, the company endeavors to continue the expansion of its global

network and the interconnectedness between European Logistics and Air & Sea Logistics. “The goal is to create a leading worldwide global groupage network. Referred to as ‘global groupage’, it will be one of our unique selling points (USPs) in the future,” Riehl concludes. With an unwavering focus on achieving these targets in the long term, DACHSER’s short-term initiatives will all likely hold huge relevancy – something that will only serve to accelerate the company’s success moving forward.

Tel: +1 678 302 9111 dachser.usa-asl@dachser.com www.dachser.us North America Outlook Issue 21 | 95

S U P P LY I N G SUPERIOR SOLUTIONS Designed Conveyor Systems continues to deliver unique, customized material handling solutions and fulfillment automation that leverages the latest technology and equipment. We find out more with Seth Taylor, Executive Vice President of Operations Writer: Ed Budds | Project Manager: Scarlett Burke

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esigned Conveyor Systems (DCS) has expertly garnered 40 years of experience serving major clients in multiple industries by providing material handling, full-scale warehouse operations, and conveyor design solutions that are customcrafted for their needs. The company does not sell readymade conveyor systems, but instead builds relationships that empower the collaboration to craft custom warehouse designs. Furthermore, DCS utilizes consulting, engineering design, project management, installation services, and client support to ensure its customers can keep their promises to deliver on time. Founded in 1982, DCS now draws on a plethora of experience in the

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supply chain industry, serving its customers in the e-commerce and multi-channel fulfillment segments as well as the parcel handling and transportation arenas. “We provide a full breadth of services, including network and operational consulting, systems design solutions, material handling equipment (MHE) engineering, integration services, 24/7 support, and full-scale warehouse operations,” introduces Seth Taylor, Executive Vice President of Operations at DCS. “We grew from a small shop in Franklin, Tennessee, into a nationwide leader in the industry. While our headquarters has always been located in Franklin, we have expanded to host over 300

employees in every region of the country,” he enthuses. Taylor leads his team with nearly 25 years of experience in the material handling industry and oversees the entire operations team of DCS, which includes all project delivery and support efforts.

MAINTAINING ORGANIC GROWTH During the last five years, DCS has prioritized organic growth within its established client base. Despite achieving impressive yearover-year revenue increases of over 50 percent, the company recognized that maintaining this expansion rate was unsustainable and contrary to its principle of responsible growth.

LEADERS IN INDUSTRIAL AUTOMATION AND CONTROL SOLUTIONS “Looking for a reliable partner to meet all your industrial needs? Look no further than All Systems. Our team of experts has years of experience providing exceptional services to help our customers achieve their goals. Whether you need electrical installation, mechanical installation, system programming, engineering services, production, or system maintenance and repair, we’ve got you covered.

CAPABILITIES • Nationwide industrial controls (Electrical & Mechanical) conveyor installation team for new installations, retrofits, and system expansions • Electrical Automated Control System Engineering and Programming • World-Class UL508A Motor Control Panel design and fabrication for automated applications • Custom design and manufacturing of UL50 enclosures, UL 891 switch gear and power distribution panels, UL 1008 emergency power connection panels, and UL 67 panel boards • Industry-leading 24/7 system repair and preventive maintenance program, featuring a rapid response team and remote support

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1203 W. Sunset Blvd. Rocklin, CA 95765

DESIGNED CONVEYOR SYSTEMS SUPPLY CHAIN

“The ongoing pressure on our internal resources was also becoming untenable. Consequently, we shifted our focus to external expansion strategies,” recalls Taylor. In 2021, DCS pinpointed two key areas for growth that resonated with its specific values and expertise: mergers and acquisitions (M&As), and product development. “Our venture into M&As began a little over a year ago, stemming from what was initially a simple networking call with a former subcontractor partner. This interaction unexpectedly evolved into an excellent opportunity to merge two compatible companies,” he continues. In March 2023, DCS successfully acquired IMI Industrial, a move that significantly enhanced its service capabilities to a crucial customer and marked a new chapter in the company’s history. This acquisition not only served as a horizontal integration within the supply chain, but also opened doors for vertical integration, a prospect DCS plans to pursue further.

NORTH AMERICA OUTLOOK: DO YOU PARTAKE IN ANY CORPORATE SOCIAL RESPONSIBILITY PRACTICES? Seth Taylor, Executive Vice President of Operations: “Corporate responsibility is core to the DCS team. Convey Hope is the inherent function within an organization that helps us honor those responsibilities every day. “We know our success isn’t only our doing – it’s a blessing. We believe that we are privileged to do what we do every day, and we show our gratitude by giving back to our community. “In 2023, our teams volunteered 751 hours to numerous causes, including Thistle Farms, One Generation Away, Nashville Diaper Connection, Adopt-A-Senior, and the Cooper Trooper Foundation. “In addition to our time and standard charitable support, we donated almost $40,000 in special requests thanks to fellow DCS employees speaking up about organizations and opportunities to support our community during crises and emergencies. This included Disaster Relief Support, Change Today, Change Tomorrow, Welcome Home Ministries, Extra Life, and the Carl Perkins Center. We know our success is a privilege, and it’s important to us that we show our appreciation by sharing our time, treasure, and talent with others.”

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DATUM for picking

Moving forward, another strategic focus is product development, driven by clients’ need for more than just a standard MHE integrator. Recognizing a demand for a next-generation software platform, DCS has developed Datum, a toolset offering robust integration middleware that is original equipment manufacturer (OEM) agnostic. “This development prevents our clients from being limited by proprietary systems and addresses a significant gap in the business software market.” Datum was built on three core principles, the first of which is to address client problems directly, ensuring that the software is designed from the ground up with client needs in mind.

Safety and Quality is the key to our success

Services: • Conveyor installations • Welding and equipment cut-ins

J&J Installation Services

Industrial machinery manufacturing

(682) 226-4011

DESIGNED CONVEYOR SYSTEMS SUPPLY CHAIN

Second, DCS emphasized the openness of data and algorithms, ensuring its standards are collaborative and integrate seamlessly with existing client enterprise tools. Lastly, the company is committed to delivering optimized software solutions without high risk or cost, prioritizing quality over speed in the development process.

INTEGRATION AND ADAPTATION Over the past decade, the vast supply chain industry has undergone significant consolidation, merging multiple integrators, manufacturers, software companies, and service providers. This dynamic shift has led to what Taylor refers to as the “disappearance of the project middle-class.” After this extensive merging, only a few large companies and numerous small, family-owned businesses remain. Therefore, in this landscape, DCS stands out as a unique entity. “We are among the few remaining true design-build systems integrators, boasting the capability

Semi auto bulk sorter

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“ TO P R OV I D E T H E B E S TIN-INDUSTRY E X P E R I E N C E TO OUR TEAMS, WE H AV E C H O S E N T O B E A C U LT U R E F O R WA R D C O M PA N Y ” – S E T H TAY L O R , E X E C U T I V E VICE PRESIDENT OF O P E R AT I O N S , D E S I G N E D C O N V E YO R SYS T E M S

to handle a wide range of projects while maintaining a close, familial relationship with our clients,” he shares. Furthermore, as a true integrator, DCS is committed to unbiased decision-making when providing solutions to customers. “We aren’t tied to promoting specific technologies within a

corporate portfolio, allowing us to deliver high-value, cost-effective solutions without the constraint of filling internal resource quotas.” Interestingly, aside from its talented team, DCS holds few physical assets. This raises the question of how a true integrator keeps its customers satisfied. The answer lies in DCS’ strong relationships with partners and suppliers. To nurture these crucial relationships, DCS has established a dedicated supplier development team with the sole purpose of maintaining and enhancing its supplier partnerships. Their role involves a delicate balance of seeking value, ensuring fairness, distributing work evenly, and forging new connections, while continuously engaging in communication. Elsewhere, the team’s responsibility extends to understanding the capacities and capabilities of DCS’ suppliers and acting as an internal consultant to align these resources with business and project needs.

DESIGNED CONVEYOR SYSTEMS SUPPLY CHAIN

At the forefront of material handling installation Contacts: Ben Broy President 540-532-5720 bbroy@dminstallers.com Jeremy Ahrendt Vice President (507) 920-5527 jahrendt@dminstallers.com Braxton Gaither (859) 351-5050 bgaither@deintegrators.com Brian Gilley (317) 403-3635 bgilley@deintegrators.com

Designed Mechanical Integrators, known in the industry as DMI, along with their sister company, Designed Electrical Integrators (DEI), are excited to be at the forefront of material handling installation. Through their partnerships with leading integrators, they have quickly established the Designed Integrator family as the premier installation solutions group in the USA. Innovating at every possible step of the installation process, their customers are continually impressed with their unique With the rapidly evolving landscape of material handling, why waste time ability to install large, complicated systems with installation solutions that require tedious micromanagement, eyewith minimal delays or costly change orders. popping change orders, and constant schedule delays? You pay good money to design a solution that will leave your customers Founded on the principal that a company’s thrilled. When it comes to taking that design to reality, don’t risk a lowsuccess is based on who they have, NOT what they do, and continuing to build teams quality installation. Use the best, most proven solutions provider. Reach of the most exceptionally talented installers out today and experience the new leading edge of exceptional quality in installation. For all your mechanical or electrical installation needs, use the in the country, they excel at going above Designed Integrators family of companies, and experience a level of ease and beyond their customers expectations you never thought possible. at every opportunity.

Innovators | Proven solutions providers | Minimal delays | Exceptional quality

A U T O M A T I N G YOUR FUTURE As a turnkey controls and electrical integrator for automated applications, we ensure on-time, budget-friendly delivery of material handling solutions through fabrication and installation. Control System Programming | SCADA Development | Control Panel Design | Power Distribution | Panel Fabrication | Electrical Installation | Onsite Commissioning

MARKETS

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WE PUT YOU IN CONTROL

Whether it’s a PLC Program for a Distribution Center, an innovative cutting edge controls architecture, or the latest in operator interface technology everything we do at MCS Automation is designed to be more intuitive, more efficient, and deliver more value. From hardware to software, from programming to implementation, at MCS Automation you know you’re getting the most sophisticated technology, expertly executed. MCS Automation provides a range of solutions including: - PLC based warehouse and parcel control systems - Electrical & Controls design services - Project Management - Turn-Key electrical Installation

- UL508A panel fabrication - SCADA/HMI systems - Package Sortation Control - Print and Apply Systems - Check-weigh Systems - RFID tracking systems

866-343-5197 | mcs-automation.com

This specialist unit plays a crucial role in addressing any project-related concerns and offering guidance and constructive feedback to suppliers. This approach also means that DCS doesn’t always opt for the most immediately profitable decisions. “Instead, we are committed to a strategy of long-term success and sustainability,” Taylor assures.

A CULTURE-FORWARD COMPANY DCS’ overarching company mission is to deliver the best customer and employee experience in the industry. “To provide the best-in-industry experience to our teams, we have chosen to be a culture-forward company. When we ask our employees why they choose to work at DCS - and we know they have a lot of choices - the overwhelming answer is the culture,” shares Taylor. In this way, culture is at the core of all DCS’ discussions, decisions,

and engagements. The positive and welcoming working environment is a key differentiator for the company in the marketplace. “During our 2023 Leadership Conference in November last year, we had Echelon Front, a top leadership consulting company, come in and provide an entire day of training under the topic of extreme ownership.” The themes of empowerment and autonomy in the workplace rose to the top of discussion points and provided an enlightening understanding of all sides’ views of autonomy and how to ensure growth for the entire company and its people. Furthermore, the DCS executive leadership team considers the autonomy of its employees and teams to be critically important to the success of the company, as it believes that trust is the key. Employees must feel trusted by leadership and know they are empowered to make decisions. The

other side of that trust comes from the team members thinking critically and taking ownership of those decisions. “Autonomy allows us to grow both the people and the organization,” he finishes. Moving into a bright future for the company, DCS is continuing to expand through three specific lenses - diversification, product creation, and M&As. These categories, along with the maintenance and expansion of its culture, are at the top of a list of priorities for the coming year.

DESIGNED CONVEYOR SYSTEMS www.designedconveyor.com North America Outlook Issue 21 | 105

KAMSTRUP ENERGY & UTILITIES

LEADERS I N WAT E R METERS As a prominent and dominant force in the smart water metering industry, we speak to Kamstrup’s Country Manager and Vice President of North America, Bruce Bharat, about system solutions Writer: Rachel Carr | Project Manager: Ben Weaver

ounded in 1946, and with employees in more than 20 countries, Kamstrup is owned by Danish company OK. A world-leading manufacturer of advanced, solid-state, or static ultrasonic metering solutions for water utilities, Kamstrup also delivers network communications and software solutions for the water industry. “In North America, we are primarily focused on water; in Canada, we are also engaged in the heating and cooling meter market,” opens Bruce Bharat, Country Manager and Vice President of North America at Kamstrup. Kamstrup’s origin story revolves around vision, innovation, and perseverance. Since Olaf Kamstrup embarked on his journey as a selfemployed technician, the company has been driven by its late founder’s mantra – “there is always a better solution. 106 | North America Outlook Issue 21

“To this day, those words drive our people as we pioneer advancements in smart metering solutions through our values – inspire, lead, and deliver,” Bharat continues. Some pivotal moments have required bold decision-making in keeping with Kamstrup’s vision and values. In 1991, for example, when Kamstrup was a small, agile company amidst a sea of bigger, more successful industry giants, the decision was made to invest in new technology based on the ultrasonic measuring principle over 20 years earlier than any other incumbent water meter provider. As an early adopter of static ultrasonic technology, Kamstrup left mechanical metering behind over 30 years ago. Today, the company dominates the water industry – delivering the most ultrasonic meters in the market.

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“We are the only metering provider in North America exclusively offering a full line of static ultrasonic meters, from residential to large commercial and industrial.

NORTH AMERICA OUTLOOK: WHAT TYPE OF WORK CULTURE DOES KAMSTRUP HAVE, AND HOW IS IT REFLECTED IN CUSTOMER SATISFACTION? Bruce Bharat, Country Manager and Vice President of North America: “Culture starts with a purpose. At Kamstrup, we cultivate a work culture driven by a shared passion for water conversion, preventing water loss, and knowing that water is life. Our team is motivated by our noble mission of contributing to a sustainable future. “We also have a very collaborative environment, and every individual’s contribution is valued. Committing to a purpose-driven culture translates into an exceptional dedication to our customers. This commitment is also reflected in our innovative smart water solutions and, in turn, high satisfaction from our utility customers.”

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“We are the company to watch in the water meter industry and are rapidly growing,” observes Bharat. Kamstrup is widely considered one of the industry’s leading providers that helps utilities measure, manage, and analyze water consumption.

SOLID SOLUTIONS For decades, the water industry has been taught to manage and react. In contrast, Kamstrup has a different approach – it listens and learns. “There is no such thing as innovation without understanding and empathy, and just like Olaf Kamstrup, we are relentless innovators,” reflects Bharat. In the market, Kamstrup’s meters are an objective point of difference — their quality is unmatched. They are made of a composite material that resists cross-threading – this characteristic alone receives much attention. “We also offer stainless steel options for customers concerned about ground shift. All of our commercial and industrial meters are stainless steel,” he adds. Inside the meters and across its portfolio, Kamstrup embodies the future of water: focused, clean, and high-quality. “In offering a portfolio exclusively focused on static meters, we offer only the future. We provide reliability, accuracy, and durability as we have the highest-quality meters in the water industry. Kamstrup’s return and customer satisfaction rates are unmatched,” outlines Bharat. Indeed, Kamstrup’s state-of-the-art meters can identify leaks - known as “real losses” - 24 hours a day, seven days a week, on both the consumer and distribution side thanks to integrated acoustic leak detection. In doing so, they enable utilities to “see” underground leaks within the distribution network, prioritize repairs, and help reduce the non-revenue water.

This is achieved simply by doing what water utilities have always done: installing meters without hardware or additional networks, like other commercially available solutions. It also adds a new, unique dimension to the traditional advanced metering infrastructure (AMI) business case, primarily focused on operational benefits, that help accelerate return on investment and create a more sustainable environment. In one instance, a utility reduced water loss from 51 percent to 28 percent three months after deployment. This was the case in Oneida,

Tennessee, a testament to the company’s technology and the team’s commitment to drastically reducing water loss. “The easiest way to change customer expectations is to demonstrate Kamstrup in action, to install a meter in the ground, in a house, or other application. Similarly, our customers are our best advocates. Their results and successes best explain the benefits we can offer,” Bharat highlights.

PROGRESSIVE PROJECT Along with moving to a new facility,

“THERE IS NO SUCH THING AS I N N O VAT I O N W I T H O U T U N D E R S TA N D I N G A N D E M P AT H Y, A N D J U S T L I K E O L A F K A M S T R U P, W E A R E R E L E N T L E S S I N N O VAT O R S ” – B R U C E B H A R AT, C O U N T R Y M A N A G E R A N D V I C E P R E S I D E N T O F NORTH AMERICA, KAMSTRUP

the company’s third North American expansion project in 12 years, Kamstrup is celebrating a milestone project win. El Paso Water is installing Kamstrup’s AMI system and software with meter-integrated acoustic leak detection across more than 220,000 homes and businesses in El Paso, Texas.

“It’s our largest project to date. It is a win for Kamstrup, El Paso, and our distributor partner, Ferguson,” Bharat comments. The project began with a pilot in which El Paso Water installed several hundred meters across the street from a competitor’s product – half of these were manufactured by Kamstrup. North America Outlook Issue 21 | 109

ETEC Services, Inc. (ETEC) provides robust and innovative solutions to our customers, allowing them to operate efficiently, increase production, improve overall system performance, and enhance customer satisfaction. We offer a variety of services to our customers providing them with the necessary services and support for sustainable success. As an elite distributor of Kamstrup products, ETEC is actively involved in deploying and implementing Kamstrup solutions from start to finish. Our dedicated sales team is heavily involved throughout the entire sales process along with our project management team to ensure a seamless transition from sale to project to post-deployment services and maintenance.

Our experienced project management team has successfully deployed and implemented AMR, AMI, and ALD Kamstrup solutions throughout our territories. Our project management team is fully trained and certified on all Kamstrup software, infrastructure, and devices allowing us to successfully deploy, implement, and optimize Kamstrup solutions for our customers. In addition, our post-deployment service offerings give our customers the option to have our experienced service and support team continue to provide ongoing professional services and support that will allow them to utilize their Kamstrup solution to its fullest capabilities maximizing their return on investment.

SERVICES AND SOLUTIONS

ETEC specializes in acoustic leak detection (ALD), advanced metering infrastructure (AMI), and automatic meter reading (AMR). We provide services and support throughout all phases of a project, including pre-deployment, deployment, and post-deployment.

ADVISORY AND PLANNING

ETEC works with the utility’s staff and consultants to asses the current system, identify issues, and provide the best solution to meet the utility’s needs. We work with all stakeholders to develop a project implementation plan and schedule to meet the utility’s goals and expectations through system analysis, data analysis, planning and development, and scheduling.

PROJECT MANAGEMENT

We provide project management services throughout the duration of the project by managing and overseeing the entire deployment process. Our project management team is involved in all stages of the deployment process including planning, implementation, and optimization of Kamstrup solutions. We coordinate with manufacturers, installation contractors, utility personnel, and consultants throughout the duration of the project. We also track and report progress, manage changes, and provide quality control assistance. ETEC’s project management team has the experience, skills, and expertise to provide the services and support that will ensure a successful project. This is through procurement, project controls, data management, software integration, inventory management, PROJECT HIGHLIGHTS City of Jackson, MS – ALD Water Meter Project: o

Kamstrup ALD Solution

74,000 Metering Points

City of Lake Charles, LA – ALD Water Meter Project: o

Kamstrup ALD Solution

36,000+ Metering Points

meter configuration, delivery coordination, quality control, and troubleshooting.

NETWORK MONITORING

Our team at ETEC provides AMI network monitoring services to ensure the system operates at peak performance. We continuously monitor and analyze network infrastructure health and system performance to identify any potential issues. ETEC’s technical support team will identify, investigate, and troubleshoot performance issues involving the AMI network infrastructure and devices. All networking monitoring services are provided in routine reporting to the client. This includes monitoring AMI network health and performance; remotely addressing AMI system issues; remotely addressing data issues; ensuring network performance standards are met; monitoring and track AMI alarms, system health reporting; KPI reporting; and field troubleshooting.

LEAK MONITORING

ETEC provides leak monitoring services and support to our customers utilizing Kamstrup’s ALD solution to reduce non-revenue water, lower operating costs, and increase revenue. Our leak monitoring services allow utilities to efficiently identify, locate, and repair leaks on service lines and distribution mains. Our advanced analytics and reporting enable utilities to prioritize maintenance and repair efforts. This includes monitoring acoustic noise data throughout the distribution network; analyzing and interpreting acoustic noise data; localizing potential leaks on service lines and distribution

mains; prioritizing and coordinating maintenance and repair efforts; work order management; and reporting.

SUPPORT

ETEC’s support team provides services and support to all of our customers, so they can utilize the Kamstrup solution to its fullest potential and maximize return on investment. This includes IT support; an online help desk with service ticketing management, remote desktop support, and a knowledge base; a return merchandise authorization (RMA); and training for software, such as READy manager,

READy app, leak detector, metertool, labtool, and field procedures, such as READy mobile app and field troubleshooting.

SERVICE AND MAINTENANCE

ETEC provides ongoing post-development service and maintenance options that include monitoring and maintaining the AMI network infrastructure and devices. Our ongoing service and maintenance allow the utility to lower operating costs, increase operational efficiency, and optimize system performance to ensure the maximum return on investment. This includes network monitoring; IT support and troubleshooting; leak monitoring; analytics and reporting; customer service; RMA process management; field service and maintenance; and training. ETEC also offers alternative funding options through strategic partnerships such as meteringas-a-service (MaaS), infrastructure-as-a-service (IaaS), and network-as-a-service (NaaS).

ETEC has in-depth knowledge and years of experience in municipal projects, and our professional staff has specific industrial expertise in such areas as pulp and paper, petrochemical, and poultry processing. Our depth of knowledge is matched by our team, which features eight outside salespersons, eight support staff, and six service technicians. With these resources our clients can feel confident they will be consistently provided with exceptional service and guidance they can trust. Our service is what truly sets ETEC apart. We know this industry. We understand the challenges our clients face. We know what they need to ensure their projects are successful. ETEC consistently delivers on our promise of impeccable service through three distinct sectors: outside sales, contract administration, and field service. BENEFITS •

Improve operational efficiency

•

Lower operating costs

•

Increase revenue

OTHER INDUSTRIES SERVED

•

Improve customer service

•

Water treatment

•

Reduce non-revenue water

•

Wastewater treatment

•

Future investment

•

Solids handling

•

Stormwater

WHY ETEC?

ETEC is an organization with expertise in equipment applications for water treatment, wastewater treatment, solids handling, and air emissions. By concentrating on these related areas, we offer an extensive collection of products, which allows us to present optimum solutions for our clients’ particular environmental problems. We partner with a range of manufacturers to offer our clients the highest quality products for their environmental projects. In addition, we continue to seek manufacturers that not only produce stellar equipment, but are also technological leaders in their field.

www.etec-sales.com

KAMSTRUP ENERGY & UTILITIES

“In a short period, it was clear that Kamstrup meters were measuring more accurately and pulling in more revenue than our competitors. “Kamstrup’s solid state meter showed consistent and reliable performance. Kamstrup meters paid for themselves, and El Paso committed to a city-wide project in just over a year,” shares Bharat. The project has many interesting aspects, but one of Bharat’s favorites is that Kamstrup was a uniting factor for the utility. In other words, Kamstrup meters delivered added value, satisfying concerns across the organization, from the meter shop to customer service teams, and from finance and operations to sustainability.

METERING-AS-A-SERVICE (MAAS) MaaS is a truly innovative solution that promises to change the water industry. It is a cooperative solution made possible by Sustainability Partners and Kamstrup that allows utilities to transform infrastructure and operations without upfront capital and zero risk. Sustainability Partners is a public-benefit corporation offering usage-based infrastructure solutions. By necessity, it has rigorous standards for the meters used as part of MaaS. HOW MAAS WORKS: • It provides complete turnkey installation, maintenance, and troubleshooting, covered by a monthly fee. Once a meter is installed and is verified to be operational, 30 days later, a small monthly fee per installed meter is billed to the utility. • Sustainability Partners and Kamstrup absorb the costs of deploying meters for a utility and take all the associated risks and accountability for performance. • Sustainability Partners and Kamstrup resolve any meter issues at no additional cost to utilities, and monthly fees are waived until challenges are fixed and verified. Vendors are accountable for the installation, quality, and performance of water metering assets, end-to-end – a “lifetime warranty” for smart meters. • MaaS delivers an instant return on investment and eliminates risk. In contrast to the traditional model, if the solution is not working as designed, with MaaS, the utility does not pay the monthly fee until the problem is resolved. • Any maintenance and troubleshooting burden is shifted away from the utility and directs water utility resources toward proactive problem-solving, such as eliminating leaks in the distribution network.

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HURDLING BARRIERS Some projects undertaken by Kamstrup have been more challenging, but the company has overcome many issues. “I think about projects such as Milcrofton, Tennessee, where their legacy automatic meter reading (AMR) systems began to fail before they were expected to, increasing the operation cost to the utility. We brought in our product, and the crew’s first reaction was to dismiss it because it was different. They mistook our composite meter for plastic. “The Milcrofton crew took one of our meters and tested it. They put a 24-inch pipe wrench on a vice with the meter and couldn’t misthread or break it. They admitted that the amount of torque applied would undoubtedly have damaged a brass meter,” Bharat declares. Milcrofton went on to become Kamstrup’s first AMI customer in the US. Furthermore, Iredell County in North Carolina has a highly rural environment, which can be challenging for AMI technology.

We’ve got your back at every angle At Fortiline, our valued customers include small municipalities to large, multi-state corporations and everything in between. Fortiline Waterworks is a leading supplier of underground water, sewer, and storm utility products in the United States. Founded in 1997, Fortiline distributes thousands of SKUs to a diverse base of contractors, developers, and municipal customers through our branch network across the U.S.

We have extensive experience with all water meters, AMR, and AMI systems on the market. Fortiline can provide customized programs to evaluate the condition of your metering system, correct immediate problems, and keep it running smoothly for the long term. From estimating and bid support before the project begins to expert procurement of the right products to project management and on-time delivery — we are with you every step of the way.

www.fortiline.com

KAMSTRUP ENERGY & UTILITIES

“We were able to deploy the collector infrastructure to read meters remotely and cost-effectively, enabling Iredell Water to read meters across their entire 450-mile service territory at a success rate of over 98 percent,” Bharat divulges. The revenue capture that Iredell Water received through low-flow accuracy with Kamstrup meters has delivered an increase of 10 million gallons from one year to the next. “For nearly two decades, they carried mechanical meters and missed a lot of consumption.” Additionally, a project in Jackson, Mississippi, presented challenges as the state capital was engaged in a lawsuit with a previous contractor over poor performance. Therefore, Jackson was thrust into a simultaneous financial and water crisis.

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“They were losing significant amounts of water before delivery to citizens, the billing and receivables were at a low point, and the water quality was unstable, leaving the citizens of Jackson without safe, clean drinking water. “Through our partnership with Sustainability Partners, we approached Jackson with MaaS, which enabled them to overhaul their infrastructure with no upfront capital investment or financial risk,” Bharat shares. Jackson is now beginning to deliver safe, clean drinking water again, and receivables are increasing. Kamstrup technology helps the city restore trust and generate revenue through accurate metering. Its meterintegrated acoustic leak detection also helps locate leaks within Jackson’s distribution system.

INNOVATIVE METERING INFRASTRUCTURE Not all AMI solutions are the same. Kamstrup has elevated what is possible with AMI by integrating measurement and detection capabilities with communications inside the meter. “There is a reason why Kamstrup boasts more ultrasonic installations than our competitors – our meters simply outperform the competition. Once customers install our ultrasonic meter in the ground, they love the performance, quality, and fast return on investment. “We are constantly innovating to deliver utility technology that meets their current needs and a solution that anticipates tomorrow’s operational demands. We are proud to be at the forefront of innovations and technological advances in the water

industry,” prides Bharat. One of Kamstrup’s standout technologies is the flowIQ® 2200, a groundbreaking solution redefining residential water metering. The ultrasonic meter features acoustic leak detection integrated into the meter, enabling utilities to monitor their distribution systems for leaks. It also features best-in-class lowflow detection that measures even the most minor consumption below 1/10th of a gallon per minute. It is a vast improvement over mechanical meters and better than any available static meters. “Our meters minimize the amount of water that goes undetected. The term we’ve coined in our business is, ‘life happens at 1/8th of a gallon’. Most meters in North America today will not capture water flow at such a low rate, where life happens,” he notes. The meters have no moving parts, so the performance does not degrade over time. For utilities, such measurement sensitivity and durability can amount to significant, even transformational, revenue recovery. The flowIQ® 2200 is the most accurate residential meter in the industry and the only one capable of listening bi-directionally, on the consumer and the distribution side, for leaks. “In 2022, we extended all our ultrasonic meter and flow benefits to large six-to-12-inch commercial and industrial meters with the flowIQ® 4200 line. It combines the nondegrading accuracy and enhanced low-flow measurement of ultrasonic technology with a field-replaceable battery for easy maintenance to increase water revenues, maximizing the return on investment for water utilities. “Kamstrup’s flowIQ® 4200 is designed for commercial and industrial applications, but the 10-inch version can detect a toilet flush! No other meter of that size can detect

flows that low. With that type of low-flow capture in a large meter application, the return on investment is very rapid.” exclaims Bharat.

FACILITIES OF THE FUTURE A new state-of-the-art, advanced manufacturing facility in Cumming, Georgia, complete with robotic automation, is on the horizon for Kamstrup. It will also house the company’s corporate offices, innovation center, and North American headquarters, which it moved into in mid-December 2023, with production slated to begin transitioning in early February. When the transition to the new manufacturing facility is complete, Kamstrup will be the only water metering company manufacturing static meters inside the US. Most incumbents, even ones producing mechanical meters, have moved manufacturing operations outside of the country. “We moved into our new manufacturing facility in December last year, and we will mark the occasion with a grand opening celebration planned for March 21st, 2024,” Bharat reveals. The site totals over 150,000 square feet (sqft) and will be able to support over three million meters annually. “We expect the first meters to come out of the new manufacturing facility in early February. We are excited about welcoming our partners, customers, and community leaders to the opening,” excites Bharat. Moreover, regional expansion is already underway. Kamstrup boasts the largest AMI network deployment in Mexico and looks forward to delivering value to water utilities in Canada and the Caribbean. Looking towards the future, Kamstrup continues building an unrivaled sales team and distribution network – focusing on small and mid-sized customers and explicitly centering on the larger water utilities

in North America. “We focus more on marketing and creating brand awareness around our innovative technology through targeted campaigns, content, and education. We love our utility customers and look forward to highlighting their success stories even more as we grow together.” Kamstrup is helping many cities and utilities operate more efficiently, and it aims to educate communities, ensuring they can leverage the best water technologies in the marketplace and ultimately conserve more water. “We are bringing our new facility online to manufacture more meters to serve our customers in the US, Canada, Mexico, and the Caribbean. Optimizing our organization means we will continue to deliver better services and technology. Our product roadmap is exciting, and we are poised to add even more innovation and value to the market in 2024 and beyond,” Bharat closes.

KAMSTRUP +1 (404) 835-6716 info-us@kamstrup.com www.kamstrup.com North America Outlook Issue 21 | 117

HITTING THE

JAC K P OT

As the first ever female CEO of Spirit Mountain Casino, Camille Mercier tells us more about the tribal roots of The Northwest’s Premier Entertainment Destination® and how her role symbolizes more than just a personal achievement Writer: Jack Salter | Project Manager: Callam Waller

he glitz and glamor of casinos, coupled with the thrill of gambling and gaming, captivates millions of players around the world. Spirit Mountain Casino (Spirit Mountain), nestled in the foothills of Oregon’s coastal mountain range, 118 | North America Outlook Issue 21

is a premier casino and hotel with a variety of gaming and hospitality options. “We have a wide array of games, from blackjack, craps, roulette, and pai gow, to sportsbook offerings, keno, and slot machines,” Camille Mercier, CEO, informs us.

Spirit Mountain’s hotel, meanwhile, offers a resort-like experience and boasts a range of accommodations, from standard and premium rooms to spacious suites. “Last year, we added a full hook-up RV park that includes fully furnished park models that can be rented for

SPIRIT MOUNTAIN CASINO RETAIL

your home-away-from-home stay,” Mercier shares. A plethora of events are also offered throughout the year, such as comedy nights with top comedians, car shows, music concerts, and more. Food connoisseurs are likewise spoilt for choice at Spirit Mountain, with numerous food outlets ranging from Asian cuisine and Mexican flare to fine dining. “We also have the ability to host

your next conference, company event, family reunion, or wedding with 17,500 square feet (sqft) of space that can be configured to accommodate groups of up to 1,600 people,” adds Mercier.

DEDICATION TO GUEST SERVICE One of the key factors that sets Spirit Mountain apart from its competitors is an unwavering dedication to overall guest service.

Going above and beyond to provide an exceptional experience for visitors, the casino’s friendly and knowledgeable staff are always on hand to ensure that all needs and requests are met promptly and with a smile. “Our facilities boast cuttingedge technology, luxurious accommodations, and a wide array of entertainment options that cater to the interests and preferences of our valued customers,” Mercier acclaims. North America Outlook Issue 21 | 119

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In addition to its commitment to guest service, Spirit Mountain continuously strives to enhance its amenities and offerings to provide a truly memorable experience. An exciting and innovative amenity that Spirit Mountain looks forward to adding to its vast selection of entertainment options is Top Golf, a popular entertainment concept that combines elements of golf, competition, and interactive technology to create a unique and engaging experience. Another aspect that sets the casino apart is its attractive players club, which rewards guests for playing with Spirit Mountain. Promotional events within the players club include cash drawings, tournaments, and opportunities to win luxury vacations, cars, and cash. “We are proud to reward our guests for choosing us as their preferred casino destination,” emphasizes Mercier. “With our players club, members have access to exclusive benefits, rewards, and promotions that add value to their gaming experience. From special discounts to

personalized offers, we ensure that our loyal players feel appreciated and recognized for their continued patronage.”

SELF-SUFFICIENCY Spirit Mountain is owned by the Confederated Tribes of Grand Ronde, whose mission to be selfsufficient means striving to achieve independence and self-reliance for the tribe and its members. Self-sufficiency reduces or eliminates reliance on external sources for essential needs such as food, housing, education, healthcare, and employment opportunities. “Our tribe aims to develop and sustain its own resources and infrastructure to meet these needs internally for the government and each tribal member,” Mercier outlines. Spirit Mountain, who currently has 900 members of staff, also provides job opportunities for tribal members and the surrounding communities. “Our casino isn’t just a hub of entertainment; it’s a catalyst for economic development, offering jobs and bolstering local businesses, thereby enhancing the very fabric of life in our region.”

North America Outlook: Can you tell us more about Spirit Mountain’s recent hotel renovation? Camille Mercier, CEO: “The recent hotel renovation at the casino, paired with the investment in electric vehicle (EV) chargers, significantly enhances our property’s amenities and offerings. “This initiative also reflects our dedication to sustainability, demonstrating our awareness of and commitment to reducing our environmental footprint. As part of these efforts, we’ve established an employee-led group tasked with identifying opportunities for the casino to adopt eco-friendly practices and proposing initiatives aimed at waste reduction. “This commitment aligns with our overarching goal to consistently elevate our standards and maintain an inviting environment for our guests. By prioritizing innovation, we remain at the vanguard of delivering exceptional services and enriching experiences.”

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“ I AS P I R E TO B E A R O L E M O D E L , P A R T I C U L A R LY F O R Y O U N G N AT I V E A M E R I C A N G I R L S , I L L U S T R AT I N G T H AT A S P I R AT I O N S C A N M AT E R I A L I Z E I N T O REALITY” – C A M I L L E M E R C I E R , C E O , S P I R I T M O U N TA I N C A S I N O

By creating and supporting businesses in the Grand Ronde community, the tribe can generate revenue and build a strong financial foundation to support its members and fund essential programs and services. Furthermore, self-sufficiency also

encompasses the development of effective governance systems within the tribe, building infrastructure, and providing adequate education and healthcare services. By empowering members through education, healthcare, and access

to essential resources, the tribe can enhance the overall well-being, selfdetermination, and quality of life for its members. “Ultimately, the mission for self-sufficiency reflects the tribe’s aspiration to assert its sovereignty, preserve its unique identity, and ensure the prosperity of its members. “It entails creating a sustainable future where the tribe can thrive independently while nurturing and preserving its rich cultural heritage,” notes Mercier. Spirit Mountain’s gift shop also includes items designed and made by local members of the Confederated Tribes of Grand Ronde. North America Outlook Issue 21 | 121

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FIRST FEMALE CEO A flame was ignited within Mercier by her grandmother, Margaret Provost, who was unwaveringly dedicated to restoring the tribe’s federal recognition. “My grandmother left an indelible mark on my life,” Mercier reflects. “She believed in a tribal nation that could foster a commitment to self-sufficiency and remove barriers for each tribal member to be the best version of themselves.” This resolve steered Mercier towards pursuing higher education and engaging with the tribal community. In 1996, she saw the unique opportunity of a career in the casino industry which, despite its maledominated landscape, beckoned with promises of personal growth and professional advancement. “I’ve worked in the casino industry for the past 28 years, beginning at Spirit Mountain, traversing through two other casinos in two other states, and now, coming full circle back to where I started,” Mercier tells us. With a reputation for her innovative leadership style and a profound understanding of the intricate workings of the gaming world, Mercier is deeply humbled and honored to hold the distinction of being Spirit Mountain’s first female CEO.

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“OUR CASINO ISN’T JUST A HUB OF E N T E R TA I N M E N T ; I T ’ S A C ATA LY S T FOR ECONOMIC D E V E L O P M E N T, OFFERING JOBS AND BOLSTERING LOCAL BUSINESSES, THEREBY ENHANCING THE V E R Y FA B R I C OF LIFE IN OUR REGION” – CAMILLE MERCIER, CEO, SPIRIT M O U N TA I N C A S I N O

“This role symbolizes more than a personal achievement; it represents an opportunity to bridge unseen divides between our casino and the tribe we are rooted in. Our heritage is rich with culture and values that can guide our business decisions,” she says. As a female CEO in a traditionally male-dominated industry, Mercier is an advocate for diversity and inclusivity, creating an environment in which individuals from diverse backgrounds feel embraced, honored, and valued. “I aspire to be a role model, particularly for young Native American girls, illustrating that aspirations can materialize into reality. “I hope that by reaching this milestone, I can inspire and embolden the next generation of tribal members, nurturing within them the confidence and drive to aim high, strive for excellence, and, above all, contribute meaningfully to their communities,” Mercier smiles.

INTEGRAL CONTRIBUTORS Another of Mercier’s goals as CEO is to regard her employees as integral contributors to the success of Spirit Mountain’s operations. Offering competitive market wages, comprehensive benefits, training opportunities, active involvement,

ative to Oregon’s Southern Willamette Valley, brother and sister duo, Zach Bishop and Haley Long were raised in Junction City, approximately 75 miles south of Grand Ronde. Together, they formed Sorcix LLC in August of 2017. With a bootstrap build out, it was a tough first couple years, but Haley and Zach did not want to be held to investor’s ideas. They had their own vision and insisted on building a company as they saw it. They cleaned out Zach’s two car garage, wrote a five year business plan and off to the races they went. Their business plan was simple, it had two core concepts that they still pride their business on today: efficiency and value. The more efficiently Sorcix can operate, the better pricing it can offer customers but more importantly, Sorcix strives to bring the best all-around value to its clients, not just the best price.

“Sorcix is one of our most valued suppliers. They always manage to come through in emergencies, sometimes very last minute. Even during the COVID-19 pandemic they always managed to keep a consistent supply chain. I couldn’t possibly recommend them more.” - Shauna Skinner, Purchasing Manager, Spirit Mountain Casino Now operating out of a 20,000-sf building, the company is far from where it wants to be but has come leaps and bounds from where it all started in the garage. Sorcix was able to double in size for the first few years of business and slowly establish a name for itself in the marketplace. Today, Sorcix is delivering throughout the Willamette valley and the surrounding areas. It is with great partnerships such as Spirit Mountain Casino and many others that the company has been able to establish its footprint throughout Oregon and is now able to work toward moving into the neighboring states.

Phone: 541-654-8126 | Website: www.Sorcixsupplies.com

direct communication channels, and regular recognition forms the cornerstone of being an employer of choice that Spirit Mountain prides itself on. “I firmly believe in rejecting the notion of viewing employees as disposable assets. Instead, by prioritizing our engagement with our employees, we cultivate a culture where reciprocity thrives,” affirms Mercier. “When we treat our employees with respect and consideration, they, in turn, demonstrate a vested interest in contributing to our collective success.”

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Mercier also aims to fully embrace technology, leveraging its capabilities to elevate both guest services and streamline employee self-service functionalities. Currently, Spirit Mountain is in the process of upgrading its Human Resources Information System (HRIS), which is poised to become a comprehensive platform for employees. This system empowers the casino’s workforce by enabling them to effortlessly handle work-related tasks, including payroll management, timeoff requests, enrollment in classes, and employee benefits. One of the key features of this upgraded system is its scheduling program, which is designed to optimize efficiency and equips department leaders with the ability to craft schedules based on volume metrics. “By integrating employees’ available days, security clearances,

and part-time or full-time classifications, the system automates the scheduling process,” Mercier explains. “This eradicates the need for leaders to manually track vacation days or calculate hours worked in a pay period.” The goal behind these enhancements is to free up staff time, allowing them to focus more on meaningful engagements, such as providing exceptional guest experiences and actively contributing to team objectives. This shift toward streamlined

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processes not only fosters efficiency, but also empowers Spirit Mountain’s employees to allocate their energy where it matters most.

INNOVATIVE INITIATIVES Moving forward, Spirit Mountain’s primary objectives revolve around elevating guest loyalty, enhancing the overall guest experience, empowering employees through comprehensive tools and training, and fortifying its standing as a premier regional gaming destination. “To achieve these goals, we’re introducing innovative initiatives,”

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reveals Mercier. First and foremost, the casino aims to have an excellent mix of the newest and most popular slot machines and table game offerings. Guests will also soon have the option to go cashless and seamlessly access their winnings and funds directly from a mobile app. Additionally, Spirit Mountain is implementing cutting-edge kiosks enabling guests to conveniently access their loyalty points and redeem various amenities such as food, concerts, and events. “Moreover, this system will provide

the added convenience of locating their preferred slot machines,” she adds. Coupled with the renewed spirit of community stewardship at community events that are near and dear to its employees’ hearts, Spirit Mountain continues to hit the jackpot.

SPIRIT MOUNTAIN CASINO 503-879-2350 www.spiritmountain.com North America Outlook Issue 21 | 125

TOW I N G A N D R E C OV E RY T I TA N S

With the largest portfolio of towing, recovery, and transport vehicles in the world, Miller Industries is triumphant in spearheading the global towing and recovery sector. President, Will Miller, tells us more Writer: Lucy Pilgrim | Project Manager: Kieron Harvey

iller Industries’ resounding success in the North American manufacturing industry stems from a founding mission of perseverance and dedication to being first in class. The company was first founded in 1990 by current Chairman, William Miller, who had the ardent belief that to be successful, a business must 126 | North America Outlook Issue 21

have the best people, products, and distribution network. William’s philosophy was vital for the consolidation of the towing and recovery industry in North America, dictated by abundant distribution. This is evidenced by the swift expansion of the company’s network, as within the first year of business, William streamlined the number of

North American distributors from over 450 to 125. “My father’s belief was that distributors are the key to our success; having the best and most profitable, solid distributors for our products makes Miller Industries successful as a whole,” opens Will Miller, son of William and President of the business. Following the completion of

MILLER INDUSTRIES MANUFACTURING

distributor consolidation in 1994, Will has gone one step further in reducing the number of Miller Industries’ distributor locations to approximately 225 worldwide, harnessing the capabilities to export to 67 different countries.

THE BIGGEST AND THE BEST The company is proud to manufacture the largest portfolio of towing,

recovery, and transport vehicles in the world. This includes anything from 8,000 pounds (lbs) of lightduty wreckers up to 100,000 and 200,000 lbs of its largest trucks. Its diverse network is invaluable for facilitating the company’s enviable global reach. Miller Industries boasts six world-class manufacturing facilities across three countries, with

four facilities in the US and one a piece in the UK and France. The organization is positioned at the forefront of innovation in the towing and recovery industry, thanks to its vast product range and services that consistently break the boundaries of manufacturing. As part of its portfolio, the company produces light, medium, North America Outlook Issue 21 | 127

MILLER INDUSTRIES MANUFACTURING

highly advantageous 25-ton recovery boom and 25,000 lbs winches for a vast range of recovery and lifting applications. Another highly significant component of Miller Industries is its rotator product, Century 1150. Seen as an industry staple, the 50-ton rotator is ideal for daily recovery tasks or more complex needs, with 360-degree continuous boom rotation.

and heavy-duty wreckers, as well as rotators. Its light-duty wreckers, known as the Vulcan 812 and the Century Express 312, are utilized throughout the industry for private property, repossession, and cater to commercial towers. Despite the products’ trusted use throughout the field, Miller Industries is consistently improving its product designs to achieve maximum efficiency for its customers. This can be seen in its light duty lineup where it increased the rear visibility between the boom and the tailboard

that facilitates greater hook-up ability, the recently introduced hose tracking system for longer life and easier maintenance, along with giving customers more choices with several hand-held controllers and other options available. Also notable is the Century 5130, Miller Industries’ best-performing heavy-duty wrecker with 128 inches of underlift reach. This gives users of the wrecker the ability to tow the majority of vehicles without sacrificing the maneuverability of a single axle or tandem axle unit. The product also affords customers a

The company is the only manufacturer of recovery equipment capable of meeting tower needs and safety, making it a highly sought-after resource in the towing and recovery sector. The rotator is also ideal for the quick clearance of congested railways, ensuring the swift recovery of vehicles.

NORTH AMERICA OUTLOOK: CAN YOU TELL US MORE ABOUT THE IMPORTANCE OF A STABLE SUPPLY CHAIN TO THE BUSINESS? Will Miller, President: “As most manufacturers have learned over the last two to three years, relationships are super important to ensure that your company isn’t just a sales order number. “Since we are operating within a relatively small global industry, building generational relationships with our distribution and retail customers is essential. “Our customers, distributors, and even our employees are in their second or third generation, and we want to ensure that these relationships are passed down. “By maintaining these relationships over the years, Miller Industries has more than doubled our number of key suppliers for key components, particularly in the hydraulic and electrical space.”

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Thirdly, Miller Industries is also an industry leader in the production of light, medium, and heavy-duty carriers. To date, it operates the largest dedicated carrier platform, comprising over 200,000 square feet (sqft), solely committed to building carriers that keep up with the demands of the industry. One example is the 12 Series LCG™ (low center of gravity) carrier. Through a specialized patented design, it lowers by a much greater degree than conventional carriers used by competitors, whilst also offering greater stability in the transportation of taller loads.

LEADERS IN INDUSTRY INNOVATION Whilst Miller Industries thrives with the largest and most successful distribution network in North America, what differentiates the

company globally is its unmatched product quality, reputable aftersales service, and history of recordbreaking vehicles. The notion of continuous tradition is ingrained in the company, as Miller Industries is the product of a diverse and forward-thinking sector that has cultivated some of the most wellknown machinery and vehicles of the modern era, such as the Model T Ford. Following this, the car manufacturing sector progressed from body-on-frame construction to unibody construction in the 1960s, which can still be seen in many passenger vehicles today. Also known as chassis frames, bodyon-frame construction is used primarily in commercial vehicles, pick-up trucks, and sports utility vehicles (SUVs), whilst most other vehicles are transferred to unibody construction.

“ O U R M OT TO I S TO T H I N K L I K E T H E C U STO M E R , TO P R OV I D E A Q U A L I T Y P R O D U C T T H AT C A N W O R K E F F I C I E N T LY E V E R Y D AY FO R T H E G E N E R A L M OTO R I N G P U B L I C I N A T I M E O F N E E D ” – W I L L M I L L E R , P R E S I D E N T, M I L L E R I N D U S T R I E S

When it matters, choose At Collins, our philosophies and priorities revolve around adding value to our customers, the industry, and our team. We seek to enrich the M.M Hassell -- 1930’s on Route 66 communities around us through safety, quality, advanced designs, personal customer service, and doing what’s right. In our nearly 40-year association with Miller Industries, we have sought to support the towing industry by providing state-of-the-art towing equipment like the Hi-Speed®Dolly, the Carrier Dolly System, truck organization and towing accessories. The history of Collins commenced with M.M. Hassell, the

father of Collins Hassell, who settled his family of eight in the small village of Bluewater, New Mexico. As a certified mechanic in the early 1930’s, Hassell senior was sought after to work on the famous Route 66 that ran 2,448 miles through eight states, (including New Mexico), from Santa Monica, California to Chicago, Illinois. Throughout his career, he was always involved in heavy equipment, logging, or trucking--in one form or another--from repairing them, to operating them, to driving them. As was customary of the time, fathers typically passed their vocation onto their sons. All four of Hassell’s sons eventually centered their livelihoods around heavy equipment, logging, manufacturing, and long-haul trucking. Collins Hassell was extensively involved in all of these. Having logged with their father for many years in Colorado,

Tunnel Tool Boxes

Hi-Speed Dollies staged for shipping

New Mexico, Arizona, and Oregon, Collins and his younger brother Ray Hassell identified a need for improved logging equipment. The humble beginnings of Hassell Fabrication started in 1954, in a barn behind Collins’ Ashland residence. The fledgling operation was later moved across from Ashland’s airport in Oregon, where it continues to operate today. Throughout the 1950s and 60’s, the two brothers produced advanced stakes and log bunks for the 1952 Collins’ First tandem-axle Truck Northwest timber

industry. It was during this time that Collins left the company to his brother Ray to start another manufacturing business. Collins Manufacturing was founded in August of 1972 when Charlie Nowell partnered with Collins Hassell to develop the world’s first articulating tow-truck dolly. It had four 8” pneumatic Goodyear tires on 5” wheels, which lifted each vehicle tire off the ground. The Collins Dolly acted as both jack and dolly by means of simple leverage. By adjusting the dolly to fit around the vehicle tire with the telescopic dolly frame, a person could then use their own weight as leverage on the end of a 5’ pry bar to quickly lift a vehicle with the dolly itself. A dolly tow could be ready to go in less than a minute. In the early 1970’s, all of this was quite revolutionary. By introducing an articulating dolly that both lifted and hauled vehicles, Collins changed the towing industry forever.

That first-generation dolly set the stage that would see the design, development, and manufacturing of the first SelfLoading (SL) dollies just three years later, after which Charlie would leave for other ventures. Collins Hassell continued innovating. His years of experience in trucking, designing, and manufacturing equipment that required the hauling of tens of thousands of pounds long distances, from forest-to-mill, across rough logging roads -- was the same DNA for creating the future Collins Hi-Speed®Dolly.

Loaded Log Truck outfitted with Hassell Stakes and Bunks

Collins Hassell -- Final Dolly Build March 1984

Now, towed vehicles could be moved safer, easier and further with the Collins Hi-Speed®Dolly, which in the 50-plus years since, has been the preferred choice of towing professionals. As vehicles today advance in design and technology, (EVs, hybrids, all-wheel drive, electronic parking brake systems), Collins Dollies are still a critical tool that helps support and enhance the essential work that professional towing and recovery operators do to safely and effectively tow or recover vehicles. Collins Dollies support and honor these professional operators who, because of the nature of the job, often do what others can’t and go where others won’t. “The goal is to have all our products at the highest level, in terms of safety, quality, functionality, and aesthetics. Safety truly is first and foremost ahead of everything else we do in our product designs.” Curtis Collins Hassell, CEO & President.

Collins G7 Hi-Speed®Dolly

Hi-Speed®Dolly - The Collins Hi-Speed®Dolly has evolved significantly from the first generation in 1972 to it’s seventh generation 50 years later in 2022. Distinct features of the Collins Hi-Speed®Dolly: 1) Secondary Safety features; 2) Freeway approved--rated for both long distance and freeway/highway speeds; 3) Requires only one truck and driver to safely transport the vehicle; 4) Lightest in weight with the greatest load capacity; 5) Quickest and easiest to use with automatic locking features; 6) Widest cross rail span for larger vehicles up to 104” and a true, positivecamber center; 7) Two-Tone zinc-plated finish as standard for additional corrosion protection. The new 7th-generation G7 Hi-Speed®Dolly adds 36 advancements.

Carrier Dolly - The Collins Carrier Dolly, (though similar in appearance to the 1st-generation highway dolly), serves a slightly different purpose. It is used on carrier or flatbed tow trucks to load and unload vehicles without risking damage by allowing the vehicle to roll on and off the deck. Prior to this, vehicles would have to be skated or dragged up onto the truck by the winch hook connected somewhere on the vehicle with a greater potential for damage, difficulty and concerned customers. In contrast, the winch hook connects to the Collins Carrier Dolly and the vehicle rides on the dollies. This also simplifies and standardizes the loading and unloading procedure no matter the vehicle—especially EVs, hybrids, vehicles with all wheel drive, and those locked up with the electronic parking brakes. The same Carrier Dolly unit, set up in a different configuration, can also be used for quickly loading and unloading motorcycles by a single operator and again, with less risk of damage to the motorcycle. Truck Boxes - For over 30 years, Collins has designed and built an array of truck boxes: Tunnel boxes, to expand the available storage on a wrecker body, and Underbody boxes for

Collins Tunnel Boxes--Designed and Custom Built Since 1992

essential storage on a flatbed/carrier tow truck. These boxes have ranged in size, door styles, and materials (steel or aluminum). In each case, careful attention is given to create a robust box that holds up to the rigors of towing while refined in style to compliment the truck and body itself. The latest box project is a joint development with Jeff Cross to revamp his Streamliner Box — first made popular over 10 years ago — and is quickly recognized as the best underbody box ever built. As a manufacturer and supply partner with Miller Industries for over 40 years, Collins is committed to continuing to improve, develop, and advance our products, enhance the user experience, and keep pace with growing demand. Today, Collins Manufacturing utilizes state-of the-art equipment and cutting-edge techniques, including CNC Fiber Laser cutting, CNC tube cutting, CNC high-precision press brakes, CNC multi-axis milling, CNC multi-axis lathe turning, automatic drilling, and machining. Our skilled craftsman in manual welding take pride in ensuring quality, while our precise repeatability in robotic welding, in-house powder coating, and world-class designs are unrivaled.

Collins Carrier Dollies for both Vehicles and Motorcycles

We have participated in historical and industry-recognized testing to ensure the efficacy of our products, such as the HORIBA MIRA proving grounds in the UK, the GM proving grounds in the US, as well as decades of successful in-house, and grueling real-world field testing. Collins’ partnership with Miller Industries continues across a global market with Collins supplying dealers on almost every continent, with self-loading dollies found on Miller Industries light-duty wrecker and car-carrier trucks. “We appreciate our partners and customers and wouldn’t be around for this long without them. With our excellent team at Collins Manufacturing, who are also putting their names into a great product, we plan to be here many more decades serving our customers.” Chris Usher, General Manager.

collinsdollies.com

MILLER INDUSTRIES MANUFACTURING

Over the years, the company has proactively reacted to changes and innovations in the sector, as it had to alter the way in which it recovers and tows a vehicle in order to stay on top of industry changes and to ensure the safety of products. For example, Miller Industries navigated the shift in the 1990s from lightduty recovery vehicles and wreckers to car carriers and platforms by building its first dedicated carrier manufacturing facility in 1994 in Hermitage, Pennsylvania, making multiple additions to the factory over time. Furthermore, there was a noticeable shift in light-duty wreckers from conventional wreckers of the early 2000s to auto loads – low profile crossbars that go under a vehicle to grab it by its front tires rather than using a chassis frame. “These wreckers have hydraulic claws that reach around the tires so you can pick up half the vehicle singularly by the front or back wheels, showing a serious evolution,” Will explains. Regarding heavy-duty products, large over-road-chassis have gotten lower to the ground and more aerodynamic as the industry has progressed, resulting in better fuel economy. Consequently, the company reduced the height of the crossbar device that comes into contact with the vehicle. “We’ve had to make it increasingly thinner whilst retaining its strength. The crossbar is now down to five inches in height so they can

MILLER INDUSTRIES IN NUMBERS 75 distributor locations in the US 225 distributor locations worldwide 1,600 employees globally 45 innovative engineers

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fit underneath the bumpers of commercial vehicles easily. “This also means that we can still tow vehicles without damaging their dynamic fairings and underbody,” he adds. Another aspect Miller Industries pays close attention to is weight. It wants to ensure that its vehicles comply with all road safety standards and do not exceed the maximum weight allowance of public roads, whilst still being strong enough to efficiently tow the desired vehicle.

ACHIEVING VERTICAL INTEGRATION With continuous improvement as a hallmark of the business, the company has invested over $100 million in its manufacturing facilities globally in just over a decade, particularly in its paint capabilities and robotics, as well as developing a dedicated R&D center. Miller Industries specifically focused on vertical integration during the COVID-19 pandemic in 2020, at a time when a lot of its competitors were slowing down production and letting staff go. During this period, the company invested in a state-of-the-art fabrication equipment facility to begin the production of its own steel parts, growing its in-house capabilities. Meanwhile, staff whose work had stagnated due to the decreased demand were given the opportunity to go to training centers to learn how to operate computer numerical control (CNC) machines, as well as control lasers, press brakes, plasmas, and lay mills. This contributed to the wider goal of having a functioning workforce that can efficiently operate new, highly automated, world-class fabrication equipment. The company’s vertical integration process also included the introduction of an enterprise resource planning (ERP) system in 2019, which allowed Miller Industries to succinctly run all its worldwide facilities, streamlining

MILLER INDUSTRIES MANUFACTURING

“ M Y FAT H E R ’ S B E L I E F WA S T H AT D I ST R I B U TO R S A R E T H E K E Y TO O U R S U C C E S S ; H AV I N G T H E B E S T A N D M O S T P R O F I TA B L E , S O L I D D I S T R I B U T O R S FOR OUR PRODUCTS MAKES MILLER INDUSTRIES SUCCESSFUL AS A WHOLE” – W I L L M I L L E R , P R E S I D E N T, M I L L E R I N D U S T R I E S

operations in manufacturing, human resources (HR), accounting, and engineering. The ERP system comprises a cloud-based piece of software called CloudSuite Automotive, created by Infor, which enabled the company to handle over a billion dollars of revenue in preparation for 2024. “As a manufacturing organization, a solid software system allows us to expand organically and harness additional acquisitions and the future growth of Miller Industries,” Will highlights. The company’s second phase of vertical integration in Q2 2023 witnessed the acquisition of Southern Hydraulics Cylinder (SHC). The entity had previously been a supplier; therefore, the acquisition was a natural step to progress Miller Industries into the wider manufacturing space, having more control over certain supply chain issues.

DIVERSE, FAIR, AND ENGAGED At the heart of the company lies Miller Industries’ staff base, who are continuously valued across the organization. Considered a profitsharing company, it has a strict bonus structure applicable to all employees so that each team member can take home a percentage of net profit. Alongside company-wide financial incentivization, Miller Industries also invests in human capital and the health and safety of its employees. These standards include

climate-controlled facilities, LED lighting, and overall enhancement in the work environment. As of last year, the company also introduced an employee family scholarship fund, into which each of the executives commits to putting $5,000 per year, a figure that the wider company then matches. This generosity is used to facilitate 14 higher education scholarships for either the children or grandchildren of employees. This is compounded further by the Frontline Leadership Academy, which provides tuition reimbursement to further the education of its employees. Additionally, Miller Industries also possesses an in-house welding academy where high school students and former military personnel can become skilled welders to further the productivity of its facilities. In accordance with its commitment to employee well-being and personal development, the business strives to create an environment that is inclusive, diverse, fair, and engaged. To meet these high standards, the company has implemented a specific diversity, equality, and inclusion (DEI) program that is consistently monitored to see how it could be improved. For example, in 2022, Miller Industries introduced an antiharassment and anti-discrimination policy as part of the program. On top of this, the company also regularly monitors DEI metrics to

develop its minority representation, as well as having a proactive hiring process that welcomes veterans, women, and underrepresented minority groups.

BREAKING BARRIERS At the forefront of the towing and recovery sector’s innovation, Miller Industries is immensely proud to have developed and created the Century M100 100-ton rotator. The product came into ideation in 2017 after the company identified a greater market demand for a higher capacity product. Consequently, Miller Industries proactively created a dedicated team of engineers to develop the world’s largest rotator, setting a precedent in size and capability. Following years of testing, working to strict deadlines, and intricate efficiency and detail, the team combined all the best aspects of its most successful products, with cutting and production completed in-house. Eventually, testing proved that the product could pick up over 200,000 lbs, marking a major turning point in the industry and cementing Miller Industries as a towing and recovery titan. With innovation at the core of the company’s resilience, Will cites Miller Industries’ success as a simple formula. “Our motto is to think like the customer, to provide a quality product that can work efficiently every day for the general motoring public in a time of need. This also applies to our employees, who are to focus from the top down, helping them realize they have a critical part to play in the success of the company,” he closes.

800-292-0330 sales@millerind.com millerind.com North America Outlook Issue 21 | 135

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REGAL REXNORD AEROSPACE AND DEFENSE MANUFACTURING

A RICH H I S TO RY O F

FLIGHT Regal Rexnord Aerospace and Defense, previously Rexnord Aerospace, long established as the industry leader in aerospace bearings, seals, electrical components, and gears, is now increasingly providing vertically integrated electromechanical motion control solutions. We buckle up and explore the company’s evolving story with Senior Director of Operations, Jamison Rediehs Writer: Ed Budds | Project Manager: Kieron Harvey

cross North gear services for use all America, the over the world for original colossal aerospace equipment manufacturers industry finds itself in the (OEMs). midst of a very exciting As the premier leader period. in the supply of highly Jamison Rediehs Production demand engineered specialty has resolutely rebounded bearings and mechanical in a post-COVID-19 pandemic seals, Regal Rexnord products can environment, with the sector driving a be found in every aspect of the significant amount of innovation as it aerospace landscape, from engine strives for enhanced sustainability. systems and flight controls to landing Keeping aerospace applications gear and aircraft structures. moving for more than 60 years, Regal “Whether it’s the rudder of a plane Rexnord has satisfied the needs or landing gear, our products help and critical demands of the industry provide a smooth operation,” sets out with exceptional quality bearings, Jamison Rediehs, Senior Director of seals, electrical components, and Operations for the company. North America Outlook Issue 21 | 137

REGAL REXNORD AEROSPACE AND DEFENSE MANUFACTURING

With an impressive global production footprint, Regal Rexnord provides highly engineered products and solutions to meet its customers’ needs. Complementing this, the company’s sales professionals provide support as required and offer solutions tailored to meet client specifications. Altogether, the Regal Rexnord team delivers on its promise to provide the lowest total cost of ownership and valuable expertise solutions that enhance the ease of doing business with the company. “Our goal is to consistently create

superior value for our customers,” he adds. Having been in the manufacturing sector his entire career, Rediehs has always been interested in all things mechanical and developed an initial fascination with flight when he was a child. “I recall reading the story of the Wright brothers’ first flight over and over again and I marvelled at their ingenuity, so when given the opportunity to work in the aerospace industry I jumped at the chance,” he recalls fondly.

“ O U R T E A M I S C O N S I S T E N T LY D E D I C AT E D T O I N V E S T I N G I N C U S T O M E R - D R I V E N I N N O VAT I O N , C O N T I N U O U S I M P R O V E M E N T, A N D I N C R E A S I N G P R O D U C T I O N C A PAC I T Y T O E N S U R E T H AT W E O F F E R T H E B E S T E X P E R I E N C E S A N D S U P P O R T TO O U R PA R T N E R S A L L A R O U N D T H E G LO B E ” – J A M I S O N R E D I E H S , S E N I O R D I R E C T O R O F O P E R AT I O N S , R E G A L R E X N O R D A E R O S PAC E A N D D E F E N S E

138 | North America Outlook Issue 21

FORGING A SUSTAINABLE FUTURE Regal Rexnord takes its corporate social responsibility (CSR) very seriously. “We are driven by our purpose - to create a better tomorrow by energyefficiently converting power into motion. We live according to this purpose and it’s visible in the products and solutions we provide to our customers and in the manufacturing methods we deploy to produce them,” Rediehs enthuses. As a corporation, Regal Rexnord has committed to achieving carbon emission neutrality across scopes 1 and 2 by 2032, and to improve this to net zero across all three scopes by 2050. “We are also proud to share that these commitments have resulted in the company being recognized as one of America’s Greenest Companies in the 2024 ranking performed by Newsweek,” he shares proudly.

MW Components owns several brands which produce US-made critical components for aerospace, including metal bellows and assemblies, machined springs, and flexible shaft couplings. From a single prototype to full production runs, with MW Components you can be sure you’ll get the right part to the right specifications every time. To order stock and custom parts, visit mwcomponents.com.

Miniature Metal Bellows

Edge-Welded Bellows

Servometer produces miniature electrodeposited nickel bellows with diameters from 0.02 inches (0.5 millimeters) to eight inches in diameter. They are ideal for applications where reliability and long life are mission critical. We also design custom bellows for many stroke and pressure combinations.

As a premier manufacturer of high-quality, edge-welded bellows and assemblies, BellowsTech offers exceptional service and engineering support to produce optimized designs for prototyping and full production runs. We offer various sizes, shapes, and specialty materials to customize the product you need.

Servometer products:

BellowsTech products:

• Miniature couplings and hermetic seals

• Accumulators, reservoirs and mechanical seals

• Pressure and temperature responsive devices

• Aneroids

• Electrical contacts

• Volume compensators

• Actuators

• Aneroids

Formed Bellows

Solutions to Simplify Assemblies

For 40+ years, Ameriflex has been a leader in metal bellows production for the vacuum electronics industry. Our bellows and expansion joints are designed to absorb and reduce vibration and stress from extreme pressure, temperatures, and more. AS9100D-certified and Nadcap welding accredited.

Helical Products produces custom machined springs, U-joints, and couplings for many applications unique to aerospace. Our flexible parts offer superior lifecycles, repeatability, and precision in extreme conditions. Helical products are often found in flight controls, fluid and gas valves, and clutch assemblies.

Ameriflex products:

Helical products:

• Multi-ply and thin wall bellows

• Machined springs

• Expansion joints and other assemblies

• Flexible shaft couplings

• Flexible metal hose

• Custom spring solutions

• U-joints

704.837.0331 | mwcomponents.com

REGAL REXNORD AEROSPACE AND DEFENSE MANUFACTURING

NORTH AMERICA OUTLOOK: WHAT DIFFERENTIATES REGAL REXNORD FROM THE COMPETITION? Jamison Rediehs, Senior Director of Operations: “I believe the depth and breadth of our product portfolio is beyond any other company I can think of in our component supplier space. We have competitors in every product we make, but there is no other that designs and manufactures all the products that we do. “In addition to our substantial product portfolio, we are also a very large organization that can produce products at scale. Because of our size and global footprint, we can supply development hardware for new technologies while also manufacturing products in high quantities with dedicated manufacturing cells. “Lastly, we believe we have tremendous customer relationships as we have dedicated sales teams and application engineers that are available to support our customers at all times, partnering with them to develop the ultimate solutions for their technological challenges.”

This ranking reflects Regal Rexnord’s performance in reducing greenhouse gas (GHG) emissions, water usage, and waste generation, as well as its environmental commitments and disclosures. Finally, Regal Rexnord encourages its teams to stay involved in their local communities. This commitment has been demonstrated through volunteering at food pantries, forest clean-ups, flag planting on Memorial Day, blood drives, Meals on Wheels initiatives, and local club support – to name just a few examples. “Our goal is for our teams to engage directly in the communities where they live and work, and to make a positive impact on their local surroundings.”

STRENGTH IN COLLABORATION Across all industries and sectors, every successful supply chain is made

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up of the interconnected parts of a whole, all of which add up to a highquality final product that is bought by customers. In this way, Regal Rexnord relies on critical supply chain partners for purchased components and services. From intricate machined componentry to special processes certified by the National Aerospace and Defense Contractors Accreditation Program (NADCAP), the company’s supply chain is vital to its ongoing success. “Each component we manufacture relies on our supply chain partners to perform a service or provide a critical component of the assembly,” certifies Rediehs. “Our best relationships are rooted in partnerships that have been forged through long-term collaboration that has enhanced our supply chain’s resilience,” he continues.

SPECIALTY STEEL AND ALLOYS FOR THE AEROSPACE INDUSTRY Michlin Metals excels in meeting unique demands and navigating complex supply chain issues with an unparalleled commitment to precision, quality and reliability. From valueadded processing to sourcing hard-to-find materials, we transform your challenges into opportunities with exceptional service and a commitment to supplying the correct material in a timely manner.

MICHLIN METALS WOMAN OWNED SMALL BUSINESS (WOSB) AS 9100D & ISO 9001

PRODUCTS Michlin Metals specializes in stainless steel, specialty steel, aluminum and specifically, alloys for the aerospace industry including: Aermet 100, Inconel, Monel, Hastelloy, Waspaloy, Kovar, Invar, Titanium and Tungsten. Stainless Steel

Cold Finished and Alloy

Specialty Steel and Exotic

Aluminum

Brass, Copper, Bronze

APPROVED VENDOR Michlin Metals is an approved supplier for RTX companies, such as Pratt Whitney. In addition, Michlin works with many other large aerospace manufacturers including Sikorsky, NASA and the US Navy.

Call Us NOW for a Quote – Phone 847-272-3240 info@michlinmetals.com | www.michlinmetals.com

The foundation of this effective model of collaboration is open communication and transparent information sharing that fosters realtime problem-solving and continuous process improvement. In this manner, the company’s partners benefit from the extension of the Regal Rexnord Business System (RBS) that continuously drives improved process performance. Equally crucial to Regal Rexnord’s prosperity is its expert team, which forms the backbone of its entire breadth of operation. Furthermore, empowering and recognizing the contributions of staff in a manufacturing environment is crucial for fostering a positive workplace culture, boosting associate engagement, and improving overall productivity. “We try to empower our team with training and development opportunities and by involving them in decision-making and 142 | North America Outlook Issue 21

“ O U R G OA L I S FO R O U R T E A M S TO E N G AG E D I R E C T LY I N T H E C O M M U N I T I E S W H E R E T H E Y L I V E A N D WO R K A N D TO M A K E A P O S I T I V E I M PAC T O N T H E I R LO C A L S U R R O U N D I N G S ” – J A M I S O N R E D I E H S , S E N I O R D I R E C T O R O F O P E R AT I O N S , R E G A L R E X N O R D A E R O S PAC E A N D D E F E N S E

problem-solving through our continuous improvement efforts,” Rediehs tells us. Regal Rexnord recognizes the outstanding efforts of its associates in a number of ways. First, the company stresses that its environment must operate safely and has created formal recognition programs for the bestsuggested safety improvements each month. “We also promote the best problem-solving and process improvement efforts with regular awards and acknowledgment throughout the facility. We also hold

employee of the quarter awards every three months that include recognition at all-hands meetings. The bigger picture – the company is aggressively investing to grow its aerospace business, and a key focus of that investment is in its associates, ranging from skill and leadership development to offering a range of opportunities for career advancement.”

EXPANDING OPERATIONS As part of a thrilling new development, Regal Rexnord has begun the process of expanding its operations by opening a new

REGAL REXNORD AEROSPACE AND DEFENSE MANUFACTURING

The largest precision job shop in the Midwest

(805) 584-2369 | libertyinspection.com

Our services include:

• ITAR reg and DLA certified • ISO 9001 and 13485 • 847-381-4405 • mail@SwissAutomation.com • swissautomation.com

• • • • • • •

Swiss Automation manufactures some of the smallest, most complex machine parts in the world Over 200 CNC Swiss and Multitasking lathes 12-axis Ø.005”-2.75” Space for 50 more machines

Liberty Inspection is an independent full service Non-Destructive Testing (NDT) Laboratory. We have been in business for over 40 years and have done work for many of the largest aircraft companies in the world, along with working with the petro-chemical and nuclear industries.

Broadened expertise with CNC milling and OD grinding

Our company has many major aerospace approvals and our facility is Nadcap approved for both non-destructive testing and chemical processing.

Dry Film Lube Dye Penetrant Magnetic Particle Inspection Radiographic (x-ray) Passivation Visual Inspection Level 3 Consulting

North America Outlook Issue 21 | 143

Khaite, New York

aerospace manufacturing production facility in Chihuahua, Mexico. As demand has rebounded, Regal Rexnord recognized the need for additional capacity in the new environment with its trademark aerospace pedigree and a skilled workforce. The new facility, which will bring an additional 125,000 square feet (sqft) to the company’s operations, will support the significant growth Regal Rexnord is currently experiencing as a result of an increase in product demand as well as the overall recovery of the aerospace market. “Our new facility was built with environmental sustainability in mind, evidenced by solar panel arrays, LED lighting, high-efficiency windows, and water conservation features,” excites Rediehs. The state-of-the-art facility keeps sustainability at the forefront by incorporating solar energy to support production needs and other 144 | North America Outlook Issue 21

Khaite, New York

energy-efficient features to drive the company’s net zero carbon footprint goals. “The Chihuahua facility will increase our production capacity to better support the growth of our highly

valued customers. This will allow us to increase production, decrease lead times, and get products into our customers’ hands faster,” Rediehs shares. With more hands on deck, the

REGAL REXNORD AEROSPACE AND DEFENSE MANUFACTURING

company’s production-to-order process will become more efficient, making business with Regal Rexnord seamless. “Our team is consistently dedicated to investing in customer-driven innovation, continuous improvement, and increasing production capacity to ensure that we offer the best experiences and support to our partners all around the globe – this new facility is just one way we are doing this,” he continues. “Our targets for the coming year include leveraging our capacity investment in Chihuahua, to manufacture high-quality products to meet customer needs. The team in Mexico is highly skilled, motivated, and excited to be a part of the Regal Rexnord ecosystem and we will continue to expand our presence in the region throughout the year.”

FUTURE-PROOFING MERGERS Regal Rexnord recently acquired

leading power transmission and factory automation provider, Altra Industrial Motion. With nearly $2 billion in annual sales, the addition of Altra significantly enhances the Company’s capabilities in a range of strategic end markets – including aerospace. The Altra acquisition includes reputable brands such as Kollmorgen, Formsprag, Portescap, Boston Gear, and Thomson Linear to cover the entire range of electromechanical products. Rediehs commented, “Through the combination of our legacy aerospace business with that of Altra, we have a more comprehensive product portfolio and a scalable global platform and footprint to expand from selling components to also providing vertically integrated electromechanical motion control solutions.” This year also promises to bring exciting opportunities from a product development standpoint to vertically

integrate Regal Rexnord components into higher-level electro-mechanical actuators. “We have multiple product lines and brands that design, manufacture, and test electro-mechanical actuators in industrial markets. Additionally, with the electrification of aircraft, and the emerging electric vertical take-off and landing (eVTOL) aircraft market, Regal Rexnord Aerospace & Defense is extremely well positioned.” Rediehs concluded, “We are extremely excited about the opportunities in front of us at Regal Rexnord to serve our customers with many new, compelling products, and as we do so, to create many exciting opportunities for our associates.

Customer Care: 1-844-295-2376 www.aerospace.rexnord.com

North America Outlook Issue 21 | 145

DAYTON LAMINA CORPORATION MANUFACTURING

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S TA M P O F A P P R OVA L Dayton Lamina Corporation continues to be the go-to partner for all things stamping, with its combination of a rich legacy and a pioneering, forward-thinking spirit ensuring it stays ahead of the chasing pack. We find out more with Rick Hern, Vice President of Sales and Marketing Writer: Tom Wadlow | Project Manager: Callam Waller

ometimes the most traditional ways of doing things are the best. When it comes to stamping, the saying ‘to stand the test of time’ certainly resonates – a manufacturing process that has been around for well over a century, with origins dating back even further depending on your interpretation of history. It remains highly relevant today in large part due to its simplicity. In short, it is a process used to convert flat or coiled metal sheets into various shapes using forming techniques and tools such as preset dies. However, like many manufacturing techniques and industrial processes, new ways of doing things will inevitably emerge to challenge orthodoxy, no matter how long an incumbent has been dominant. Rick Hern is Vice President of Sales and Marketing at Dayton Lamina Corporation (Dayton Lamina), a US-born company that has deep roots in the stamping trade. Asked for his take on the sector

Rick Hern

dynamics at present, he refers to the need to keep pace with the rate of change that has emerged from competing parties challenging the status quo. “It can be difficult due to the numerous ways that stamping is being challenged from the likes of laser, waterjet, 3D printing, and casting,” he says.

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DAYTON LAMINA CORPORATION MANUFACTURING

“I also think that we don’t put enough effort, as an industry, into developing new methods, faster processes and cycle times, along with product development. These areas, in addition to marketing and training materials, are serious needs.” Hern knows what he is talking

A GLOBAL PRESENCE Dayton Lamina operates a network of manufacturing and engineering facilities throughout various regions of the world. Specifically, the organization operates production facilities in the following countries: • US • Canada • China • Czech Republic • France

about. His entire career has been spent in the world of cutting tools and computer numerical control (CNC), a manufacturing method that automates the control, movement, and precision of machine tools through the use of pre-programmed, embedded software. And while he acknowledges that there are challenges ahead, there is equal cause for optimism and excitement. “For me, this part of manufacturing, stamping, is the opportunity to take a century-old application and make it cool again,” Hern adds. “Like CNC, there are so many things that get bent, stamped, pressed, folded… it would be amazing if the everyday consumer understood the impact of the stamping business and Dayton Lamina’s impact.” This, ultimately, is part of Hern’s mission – to get the message out there about just how impactful stamping is and continues to be on many aspects of business, and people’s lives.

• Germany • Japan • Mexico • Portugal • Spain • UK The products made at these sites are sold through more than 500 distributor representatives. Dayton Lamina maintains close-knit relations with all of its distributor partners, offering them the technical support they need to provide the added value their customers have come to expect. Meanwhile, in Asia, the firm has partnerships with licensees that both sell and manufacture its products.

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As for Dayton Lamina, there is no better organization through which that mission can be undertaken. Its origins date back to the early 20th century, with the current enterprise coming into being in 2012 when Japanese firm Misumi entered the North American market and acquired several brands. Now, it is a

truly global entity with presence all around the world.

STANDING OUT AND STAYING IN FRONT A key reason Dayton Lamina stands proud as a leader in the field is due to its ability to serve as a onestop supplier shop to many of its

Dayton Lamina brand video

customers across various industries. The firm has a diverse customer base spanning many applications and industries – these include automotive, beverage can tooling, appliances, mandrels, nuclear fuels tooling, compaction tooling, performance racing components, ammunition, die components, and

electronics, among others. “We offer the largest, most complete assortment from a single supplier,” Hern adds. “Our capabilities to manufacture and source die components, catalog, configured and special punch tooling, as well as high precision steel of any shape, tolerance, and finish, is what sets us

apart. “For decades we have set the standard of the industry in our quick deliveries, outstanding quality, and technical expertise. This is why most automakers and other stamping companies refer to Dayton Lamina products as the trusted, specified tooling to use.” North America Outlook Issue 21 | 149

T O O L S F O R T H E S TA M P I N G I N D U S T RY S I N C E 1980

Steel Die Components:

Nitrogen Gas Springs:

Dayton Progress

Kaller

Carbide Die Components:

Spring Plungers:

Hyson

American Carbide Tooling

Vlier

Die Sets:

Feeds & Coil Handling:

Anchor Danly

PA Industries

Guide Components & Die Supplies: Danly IEM

Lamina

Drill Bushings: Steel & Carbide Lempco

Royal

Boneham Metal Products

Phone: 1-800-972-4040 | Fax: 203-878-9085 Harmac@live.com | www.harmacllc.com

Endurance Carbide

Supporting your production requirements Har/Mac & Dayton Lamina bring a wealth of knowledge, experience, and skills to each and every job. We can deliver the precision die details, the tightest tolerances, the right configurations, and the quick turnaround you need to manufacture the best quality, most cost-effective end products.

Danly IEM:

Dayton Progress:

Lamina:

Lempco:

• • • • • •

• Punches, Die Buttons, & Retainers (Inch & Metric) • Die Springs • FDS® (Firm Delivery Schedule) • DAYSet® Compound Tooling Solution • Posi-Strip™ Self-contained punch stripping system • DAYStrip® Punch stripping system for flat or shaped surface • DAYLube™ NanoCeramic Lubricating Grease • Urethane Products • EVERLAST® • In-house Metallurgical Lab

• • • • • • • • • •

• Accu-BendTM Rotary Benders • Guide Posts & Bushings • Springs

Accu-BendTM Rotary Benders Cams Diemakers’ Supplies Guide Posts & Bushings In-Die Tapping Springs

• Wear Product

Cams Die Accessories Guide Posts & Bushings Hydraulics In-Die Tapping Lamina-Bronze Components Mold Components Springs Wear Product Posi-BendTM Rotary Benders

Phone: 1-800-972-4040 | Fax: 203-878-9085 | Harmac@live.com | www.harmacllc.com

HAR/MAC LLC Proudly representing the highest quality, worldclass name-brand suppliers, Har/Mac LLC has 50+ years of experience providing products to the metal stamping and forming industries. Integrity, reliability, and resourcefulness are central to Har/Mac LLC’s success, and the team’s knowledge remains unmatched. As a viable and responsible supplier to manufacturers ranging from small to large, Har/ Mac LLC is here to assist with looking for those hard-to-find items, streamlining your company’s supply base, or help to improve tool life. Stamping tools vary due to the complexitiy of the part being produced, but Har/Mac LLC has a wide range of products that are the backbone of metal forming industries. Therefore, whatever your metal stamping needs are, Har/Mac LLC has you covered.

OTHER OFFERINGS Brand and product catalogs are available as PDFs to download or print on the Har/Mac LLC website. Alongside catalog standards, the custom machining of individual details is also offered, delivering precision tooling, the tightest tolerances, the right configurations, and the quick turnaround you need to manufacture the best quality and most cost-effective end products, which includes die sections, blade style punches, retainers, and swedging mandrels. Technical resources of downloadable guides include Dayton’s Engineered Clearance, Tool Steels, Problem Solving Guide, Form Shapes, High-Performance Treatment & Coatings, with a technical assistance request form also available.

BRANDS CARRIED BY HAR/MAC LLC • DaytonProgress® – Steel punches and dies, specials to print, die springs, urethane • ACT™ (American Carbide Tooling) – Carbide components, both standard and special to print • Anchor Danly™ – Die sets • Lamina® – Guide components (die and mold), wear products, springs/urethane, hydraulic equipment • Danly® IEM® – Guide components, springs/ urethane, die accessories, in-die tapping • Lempco® – Guide components • Kaller® – Nitrogen gas springs • Misumi – Metric die components • Endurance Carbide – Drill brushings (carbide) • BMP (Boneham Metal Products) - Drill brushings (steel) • Vlier® – Spring plungers • PA Industries – Feeds, scrap choppers, coil handling equipment • Dieco® – Springs, die accessories, die sets, guide components • Hyson – Nitrogen gas springs

Phone: 1-800-972-4040 | Fax: 203-878-9085 | Harmac@live.com | www.harmacllc.com

Die Sets

Both catalog and custom machined to print. MACHINED AND CUT & GROUND PLATE • Steel plate in 0.25” to 15” thicknesses (grades include hot rolled typeA36/44W/50W mild steel and 1045 & 4140 specialty steel) • Flame cutting and plasma cutting • In-house stress relieving, heat treating and shot blasting • Blanchard grinding 144” diameters • CNC machining up to 138” x 320” • High-quality Adapter & Boster plates - Quick Die Change (QDC) plate is also available

Proudly Representing Anchor Danly Since, 1980

Har/Mac “Di-Ton” Style Spring Retainers for High Production Dies • • • • • •

Offered in Hex & Round Style Fast removal of Stripper Plate Less Possibility of Damage to Punches & Perforators Quick Access to Punch Holders Easy Retro-fitting to Existing Tools Easy to adjust Pre-load on Springs

Contact Har/Mac for Pricing and Availability 1-800-972-4040 Harmac@Live.com

DAYTON LAMINA CORPORATION MANUFACTURING

Put simply, the company can be trusted for quality and service, a combination that sees customers coming back time after time, even those that may venture further afield seeking a cheaper alternative. “As with many other industries and applications in B2B and B2C, customers are always looking to save a penny and find other low-cost countries or knock-off products,” Hern continues. “But they often end up coming back to Dayton Lamina because those companies stop production, cause time delays, and are inconsistent.” A culture of continuous improvement and refinement has also been key. As Dayton Lamina has grown and added new machines and processes to produce a larger variety of parts, the operating environment naturally becomes more complex. Recognizing this, the company has rejigged its state-of-the-art site in Michigan to ensure an optimized 154 | North America Outlook Issue 21

“ F O R M E , T H I S PA R T O F M A N U FA C T U R I N G , S TA M P I N G , I S T H E O P P O R T U N I T Y T O TA K E A C E N T U R YO L D A P P L I C AT I O N A N D M A K E I T C O O L AG A I N ” – RICK HERN, VICE PRESIDENT OF SALES AND MARKETING, D AY T O N L A M I N A C O R P O R AT I O N

production flow. “In some cases, we were seeing a part traveling a mile by the time it was complete,” Hern says. “Now, we’ll be able to cut that to 20 percent of what it was.”

MOVING WITH THE TIMES Continuous improvement also means investing in technology to augment the vast depth of human experience and knowhow contained within the organization. “For decades, we have relied upon operator skill to hold tight tolerances running multiple machines at once

and CNC tooling with manual load and unload – this is mostly due to keeping costs down, and the fact that the manufacturing processes is proven, and operators know the parts,” adds Hern. “In today’s environment we are addressing ever changing needs to be more cost effective, use less manpower, and operate overnight and at weekends unmanned. Automation also enables us to run several parts with little to no setup changes, and reduce lead times, costs, and human intervention.”

ONE COMPANY, FOUR LEADING BRANDS With roots dating back well over a century, Dayton Lamina has developed into a worldwide and renowned specialist in the production of catalog and special punches, die components, die details, punch blanks, metal stamping tools, and more. The organization trades through four brands, each with their own niche and unique offering to customers around the world: LEMPCO – Established in 1917, Lempco is the oldest of the four brands under the Dayton Lamina umbrella. Its die set guiding components are manufactured at state-of-the-art facilities in Michigan and Wisconsin, providing customers with the highest precision level available in the metal stamping industry. DANLY IEM – In operation for more than 100 years, Danly IEM produces components and innovation-enabling tools which are used in the stamping, molding, and machine building industries. Key product lines include DieMax springs, die accessories, formathane urethane, and IDT in-die tapping. LAMINA – A highly specialist producer of die components, Lamina also produces is products out of the enterprise’s facilities in Michigan and Wisconsin. Products include rotary benders, ball-bearing solutions, guided retainers, hydraulics, cams, and springs. DAYTON PROGRESS – Known for its high quality and competitively priced punches, die buttons, retainers, and other tooling products, metal fabricators have been relying on Dayton Progress since the end of the Second World War. Today, it operates multiple manufacturing and engineering facilities in North America, Europe, and the Pacific Rim.

Such investments are being made at several sites. In Bellaire, new robotic part changers are being installed. At Dayton, new CNC grinders are about to come online. Meanwhile, the Beaver Dam facility is about to benefit from the introduction of a new spring manufacturing machine.

Coming back to Hern’s remit as Vice President of Sales and Marketing, a key recent priority has involved Dayton Lamina’s brand refresh – another sign that the organization continues to move with the times. That said, the tried and tested product range is not being touched.

Rather, the rebrand is designed to bring cohesiveness to the portfolio as a whole, the ultimate aim being for Dayton Lamina to have its own identity as the complete solution provider and technical leader. A smarter, more intuitive website is central to this endeavor. “We’re adding more info, more access, and more tools,” Hern says. “This new system connects directly to our manufacturing capabilities as well as our ERP system to show specific customer orders, history, pricing, and inventory levels. “It will enable our customers and distributors to manage their orders, search for products and 3D CAD drawings which we’re introducing. Historically, we’ve had a limited amount of products with CAD drawings, so this will be a big and positive change.” This feeds into Hern’s key goal for the year ahead, which is to make the ordering process as seamless as possible for Dayton Lamina customers. It is a transition which will also require training and development with internal teams, as well as continued investment in technology behind the scenes – all crucial steps in the journey ahead.

DAYTON LAMINA CORPORATION (800) 652-6462 www.daytonlamina.com North America Outlook Issue 21 | 155

CJB COMPANIES MANUFACTURING

FOCUSING ON THE FUTURE From start-ups to multinationals, CJB Companies uses chemistry to connect with businesses. We speak to Clinton Beeland, President and CEO of CJB Companies, about its pioneering roles from contract chemical manufacturing and development to commercializing advanced detection technologies Writer: Lauren Kania | Project Manager: Callam Waller

aving been fascinated by building things and understanding the intricacies of how they work from a young age, Clinton Beeland, President and CEO of CJB Companies (CJB), may not have known the specifics of becoming a chemical engineer but possessed the innate curiosity and hands-on nature of such a career. In the 25 years since forming CJB as an intimate start-up, with one small building and a repair and assembly contract in Valdosta, Georgia, Beeland’s passion for engineering and chemical orchestration has continued to inspire him and allowed the company to find significant growth while making a difference across a

variety of industries. Despite this incredible growth, CJB remains a family-run business at heart and keeps this intimate origin at the center of every decision made. “As a family-owned company, we are grounded in the values of respect, integrity, trust, excellence, and stewardship (RITES), which guide us every day in our interactions with customers, employees, suppliers, business partners, and the community,” opens Beeland. It’s these principles ingrained in the company’s DNA that have allowed CJB to consistently and organically evolve, now boasting a team of approximately 200 people at six locations throughout Valdosta. North America Outlook Issue 21 | 157

CJB COMPANIES MANUFACTURING

NORTH AMERICA OUTLOOK: WHAT PROJECTS ARE EACH OF CJB’S SUBSIDIARIES CURRENTLY WORKING ON? Clinton Beeland, President and CEO: “At CJB Industries, the Gil Harbin Plant is currently under expansion with a new lab and expanded processing and material handling areas. The total investment is more than $10 million and will expand our capabilities and footprint. “For CJB Applied Technologies, we are working on a myriad exciting projects from sustainable formulations for environmental remediation to novel biologicals for use in agriculture. Our recent patent on benzyl alcohol is currently moving to field trials, with several companies interested in licensing the technology. “At Salvus, we are adding staff and completing lab and pilot plant build-outs to accelerate the ability to create assays and receptors for the Salvus Detection Technology device. Food safety is an important area for Salvus, and we recently worked with Georgia Tech on detecting peracetic acid (PAA) in poultry processing.”

Since its initial inception, CJB has developed into the parent company of three separate organizations – CJB Industries, CJB Applied Technologies, and Salvus. “We started CJB Industries as a contract manufacturer supporting agricultural chemical companies, working with start-ups and multinationals to produce products primarily in the agricultural or life sciences space, along with supplying

companies within the industrial, automotive, and other chemicalbased sectors,” expands Beeland. CJB Applied Technologies, meanwhile, was formed in 2015 after the discovery that some companies needed help with, or additional capacity for, developing products – from creating and testing formulations within high-tech labs and on-site greenhouses to packaging and generating small-batch

formulations in a pilot plant. Finally, Salvus came to fruition in 2018 after the agricultural industry was faced with drift challenges caused by dicamba herbicide. “We saw the need for detection and approached Georgia Tech, who had been working on interferometric detection technology, and we were able to engage with them to help develop it for use within multiple industries – from agriculture and food to water management and healthcare,” notes Beeland. Through the company’s valuedriven innovation and an unwavering commitment to providing the best customer service in the industry, CJB has grown into an unparalleled life sciences partner of choice.

A CHEMICAL RENAISSANCE “I see chemical manufacturing, or its most basic form, chemistry, and the problems it solves as going through an evolution and perhaps even a renaissance,” comments Beeland. With the many developments that are making a rapid appearance, the chemical manufacturing industry is an undeniably exciting place to be in. 158 | North America Outlook Issue 21

CJB COMPANIES MANUFACTURING

“ W E H AV E A N D C O N T I N U E T O I N V E S T I N O U R P E O P L E , FA C I L I T I E S , A N D T E C H N O LO G I E S TO E N S U R E W E ’ R E A B L E TO M E E T T H E N E E DS O F O U R C U S T O M E R S T O D AY A N D I N T H E FUTURE” – C L I N TO N B E E L A N D, P R E S I D E N T A N D C E O, C J B C O M PA N I E S

One such advancement that is making a prominent appearance across many industries is the drive toward sustainability. “From a formulation development perspective, the move toward more sustainable or biological-based products is extremely tricky,” remarks Beeland. “These types of products are more sensitive, so the formulations can turn bad faster if they’re not made, stored, or applied properly. There is also the 160 | North America Outlook Issue 21

challenge of making them robust enough for customer use.” Nevertheless, the drive to safely and confidently produce such products is making headway throughout the industry, connecting both customers and businesses alike toward a cleaner future. Alongside this collective push towards sustainability, technology is also making a transition within the life sciences industry. Specifically, CJB has observed the need to rapidly

and accurately detect substances at the point of use to help speed up decision-making. “We are working to deploy our Salvus Detection Technology at the point of use in aquatics, agriculture, food safety, and other areas where waiting on results from a lab can be costly in both time lost and delayed action,” explains Beeland. Providing accuracy, specificity, and sensitivity all within an adaptable device, Salvus is poised to flip the detection market on its head. Such new technologies provide the subsidiaries of CJB with the opportunity to constantly challenge themselves and remain engaged in an ever-evolving industry, whilst showcasing how the group is focused on the future with every decision made.

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CJB COMPANIES MANUFACTURING

“ T H E O P P O R T U N I T Y T O C R E AT E S U S TA I N A B L E S O L U T I O N S FOR CURRENT CHALLENGES IN THE ENERGY AND THE FOOD S Y S T E M , M A N A G E FA C T O R S C O N T R I B U T I N G T O C L I M AT E C H A N G E , O R M A K E T H E WO R L D A B E T T E R P L AC E M A K E S I T A V E R Y E X C I T I N G T I M E T O B E I N V O LV E D I N C H E M I C A L M A N U FA C T U R I N G ” – C L I N TO N B E E L A N D, P R E S I D E N T A N D C E O, C J B C O M PA N I E S

GROWING THROUGH SERVICE AND INNOVATION As the future of chemical manufacturing continues to progress with every new scientific development, CJB is at the forefront of these industry-leading advancements with its consistent mindset toward innovation and working with those at the top of the

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field. Looking ahead to 2024, the company is prioritizing growth through partnerships with new and existing customers along with developing its already highly adept workforce. At CJB Industries, this entails enhancing current capabilities, developing talent, and applying

analytics to data extracted from the company’s new data historian to ensure a smoother process for everyone involved. Equally, at CJB Applied Technologies, it means hiring new talent and developing its capabilities in formulations, not only in agriculture but also other outside areas that require such expertise.

CJB COMPANIES MANUFACTURING

CJB’S PRODUCTS AND MARKETS CJB INDUSTRIES provides contract chemical and toll manufacturing for the following markets: • Agriculture chemicals and crop protection – CJB works with a number of agricultural chemical companies to manufacture pesticides, fungicides, insecticides, and herbicides, as well as plant growth regulators, micronutrients, biologicals, biostimulants, and other specialty products. • Industrial and specialty – Working with customers to solve their challenges in industrial, specialty, and niche markets, all with various requirements. • Turf and ornamental – CJB’s flexible manufacturing processes and ability to handle small production campaigns are particularly significant to the turf and ornamental industry. • Pest control operators – CJB manufactures products for pest control operators, meeting their unique requirements with highly flexible and capable processing and packaging operations. • Automotive – Consistingly meeting the industry’s rigorous demands for reliability and supply chain management that keep original equipment manufacturer (OEM) production lines running smoothly. • Biocides and antimicrobials – CJB meets all of the stringent environmental and safety regulations for manufacturing biocide and antimicrobial products. • Coatings and adhesives – CJB has the expertise essential for handling highviscosity and moisture-sensitive products and meeting customers’ specialized needs. CJB APPLIED TECHNOLOGIES specializes in formulation and product development solutions in crop protection, specialty chemicals, biologicals, and other industrial markets. SALVUS addresses chemical and biological detection needs for a variety of markets, including water management, food safety, animal health, production agriculture, human health, and industrial.

Finally, at Salvus, the future includes the commercial launch of new technology, thus bringing in new channel partners and increasing the speed of commercial detection assays. “The key to any business is the people within it, and we are no different. However, what does make us different is our focus on culture, the intentional acquisition of talent, the further development of that talent, and the constant desire across our organization to successfully apply our

skills,” enthuses Beeland. In addition to these business objectives, CJB places a priority on its corporate social responsibility (CSR) practices and the impact it has on the local community. “We take our role in creating a better community and environment seriously,” notes Beeland. “We value our position in helping start-up companies realize success and also recognize the importance of education by supporting efforts from elementary schools through college.

‘‘Knowledgeable students are the foundation of our future workforce, so we’re committed to helping them understand the variety of careers available to them.” Working with students of all ages, CJB has invested in programs including the Valdosta Children’s Imagination Center and the STEAM Center for Applied Creativity and Innovation at Valdosta State University, alongside many other opportunities such as sponsoring scholarships for those looking to obtain a degree in STEM. Through both chemical manufacturing advancements and the investment in those who will encompass the future of the industry, CJB strives to continue its vision of working together to improve today for a better world tomorrow, furthering its reputation as one of the most respected chemical companies in the world.

CJB COMPANIES Tel: 229.293.0800 North America Outlook Issue 21 | 163

AIR INDUSTRIES GROUP MANUFACTURING

F LY I N G HIGH In the face of rapid change, many companies are seeking ways to remain at the forefront of the US aerospace industry. Lou Melluzzo, CEO of Air Industries Group, shares how his company continues to stay competitive, relevant, and successful Writer: Lily Sawyer | Project Manager: Kieron Harvey

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Combustor Case

Submarine Valve

he US aerospace industry has witnessed considerable advancements in a short period, from the pioneering work of the Wright brothers to the inception of Boeing, alongside the development of state-of-the-art military aircraft, and the modern-day drone. Air Industries Group (Air Industries), a manufacturer of precision assemblies and components for mission-critical aerospace and defense applications, seeks to stay abreast of a rapidly evolving aerospace industry. “It’s a fast-paced sector, and a very exciting space to be in. The technology changes so quickly that you’ve got to stay on top of your game; it keeps you young,” opens Lou Melluzzo, CEO of Air Industries.

Melluzzo has been involved in the aerospace field since the mid-1980s when he studied as a design engineer. Driven by a passion for mechanical engineering, a creative imagination, and a desire to enhance and improve mechanics, he quickly climbed the ranks of several US engine component companies. “I’ve always been a very critical

thinker and I continuously strive to build a better tool. For as long as I can remember, my passion has been taking things apart and putting them back together, so the mechanical aspect of the aerospace industry is really attractive to me,” he reflects. Headquartered in Long Island, and with manufacturing facilities in both New York and Connecticut, Air Industries is a small public company, occupying 200,000 square feet of manufacturing space. Much of the organization’s work is concentrated on military fixed wing landing gear and arresting gear, actuators, rotorcraft components, turbine engines cases, rotating engine seals, and submarine valves. The company is also licensed on aftermarket military spares programs, thus supporting out-ofproduction parts that the original equipment manufacturer (OEM) no longer makes. S-70 Vibration Absorber

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AIR INDUSTRIES GROUP MANUFACTURING

The company views itself as not only a manufacturer, but as an integrator and assembly house. A one-stop shop for engineered aerospace components and assemblies. Air Industries seeks to provide a smooth, tailored customer experience. “We favorably differentiate ourselves from other manufacturers by our ability to engineer, machine, and assemble from start to finish,” informs Melluzzo.

AIR INDUSTRIES’ GOALS 1. WORLD-CLASS SERVICE Air Industries wishes to continue to offer customers world-class service in a responsible, proactive, and timely manner. 2. CONTINUOUS IMPROVEMENT Air Industries wants to continue to improve the life of its employees through flexibility and understanding. The company recognizes that employees have children and families and wishes to provide them with a healthy worklife balance. 3. MAXIMIZE SHAREHOLDER VALUE Being a public company, Air Industries wishes to maximize shareholder value following considerable market disruption in the aftermath of the COVID-19 pandemic. The company wants to ensure that its shareholders get the payback that they expect.

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E-2D MLG in Test

STAND-OUT SERVICES Since the onset of the COVID-19 pandemic in the US, supply chain operations across the country have been compromised from both a procurement and personnel standpoint. Notably, Air Industries has utilized this as an opportunity for growth. Part of the company’s unique offering is a comprehensive in-house service, which mitigates the necessity for customers to outsource parts, labor, or supplies, and streamlines the entire experience. “Customers don’t have to shop around to a dozen different places to achieve their goal. They can outsource

their complete requirements to us, and we will integrate it, manage the supply chain, and oversee its total lifecycle,” Melluzzo enthuses. Subsequently, many of the agreements and partnerships that Air Industries enters into are not standalone spot buys. Oftentimes, multiyear agreements are successfully arranged with clients, which Melluzzo attributes to a client-centric ethos. “When we look at a partnership, we’re looking at what we can offer the client to make their life easier, and we see it as an opportunity to provide the total package. We tell them what it’s going to cost today, next year, and the year after that.

41-B Keyland Court, Bohemia, NY 11716

Blue Point Tool is a full-line industrial supply distributor serving all phases of manufacturing. Providing the metalworking industry with high productivity and competitively priced products in cutting tools, measuring equipment, toolholding, safety, lubricants/coolants, abrasives, grinding wheels and sharpening/regrind. We specialize in tool crib management and vendor managed inventory, providing state-of-the-art Auto Crib equipment. Blue Point’s in-house sales staff are knowledgeable and experienced in the product needs of our customers. Our Tooling and Applications Specialists will help your business achieve greater productivity and reduce downtime. We can handle all of your shop needs, offering more than just expert advice for your tool and supply purchases, call us today. • RESHARPENING: Recondition your used cutting tools to extend the life of your valuable investment. • SPECIAL CUTTING TOOLS: We specialize in fast turnaround of specialty ground cutting tools. Send a print, sketch, or call to discuss your specific application. • COATING: We can handle all of your coating requirements to best optimize your cutting tool performance. • COOLANT SERVICES: We will come to your shop and analyze the current state of the coolants and oils you have purchased from us. This service is only offered in the New York, tristate area and includes refractometer readings, maintenance schedules and product recommendations in order to maintain optimum coolant performance. Contact us to schedule this service.

Phone: 631-567-8844 | info@bluepointtool.com | www.bluepointtool.com

AIR INDUSTRIES GROUP MANUFACTURING

“We have a very dedicated and experienced team internally. We don’t just produce the component; we produce the entire finished assembly. That’s our first and foremost criterion,” he explains. To facilitate Air Industries’ objective of self-sufficiency, the company has internalized several of its secondary operations. “Most aerospace alloys require special processing. Heat treating, shot peening, non-destructive testing, chemical coatings, and painting are just a few common ones. Since COVID-19, we’ve started to integrate secondary operations into our facilities, like painting the parts in-house,” he exemplifies. In addition, Air Industries is setting up a flash-welding department, to support some of its primary product lines. In the past, these processes were outsourced. “Our plan is to insource a process or two each year, focusing on those that have historically impacted lead time, risk, or throughput. Managing what’s outside our walls is as critical as managing what’s inside,” Melluzzo reveals. Furthermore, the company offers design integration services to every customer. This means expertly advising on potential design improvements or mechanical engineering queries. “If a client is having a problem with a mechanical component in their fabrication, we can suggest how to design it differently to yield better results. We have that ability in-house,” explains Melluzzo.

EXCITING PROJECTS Historically, Air Industries has been involved with a host of OEMs. Of note, the company’s work with the UH-60 Black Hawk helicopter (Black Hawk) over the past 40 years has made up a sizable chunk of its business. “Approximately 25 percent of our business is conducted for or through

Black Hawk,” Melluzzo states. Air Industries has produced an array of structural components for the helicopter, whilst elements such as the main flight controls, throttle quadrants, mixers, and transmission mounts demonstrate the company’s mechanical versatility. Black Hawk is one of the most successful US military aerospace programs of its time, with over 5,000 designated UH-60 units in the field. Some UH-60 models have expanded beyond military use. “Many municipalities are now using the Black Hawk for a variety of applications. California, for example, has several operational helicopters to put out fires, as it’s such a reliable platform.” Additionally, Air Industries has manufactured vibration dampeners for Black Hawk, specifically tuned to counter vibration transmission within the aircraft, along with push rods and tail cone assemblies. “The Black Hawk program is near and dear to us. With around 5,000

“ I T ’ S A FA S T- P A C E D S E C T O R , A N D A V E R Y E XC I T I N G S PAC E TO B E I N . T H E T E C H N O L O G Y C H A N G E S S O Q U I C K LY T H AT Y O U ’ V E G O T T O S TAY O N T O P O F YO U R G A M E ” – LOU MELLUZZO, CEO, AIR INDUSTRIES GROUP

helicopters in the field overall, the amount of spare parts required is incredible. We service this need through the OEM, and directly with the US government as required,” states Melluzzo. Although fixed wing military jets are considered the bread and butter of Air Industries’ output and have always provided a stable foundation for steady growth, the company’s rotorcraft business has seen exponential growth of late. In the past two and a half years, Air Industries has invested nearly

$12 million into new equipment to support the expansion of rotorcraft, whilst an expansion of the company’s Connecticut facility could see it spending another $15 million in the next several years. North America Outlook Issue 21 | 169

AIR INDUSTRIES GROUP MANUFACTURING

E-2D Truss in Paint

Products include: 1.

E-2D Stingers

2. FLIR Nose Module 3. Compressor Wheel 4. E-2D NLG Strut 5. PW4000 Exhaust Case 6. Split Case

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AIR INDUSTRIES GROUP MANUFACTURING

NORTH AMERICA OUTLOOK: WHAT SOCIAL AND CORPORATE RESPONSIBILITIES DOES AIR INDUSTRIES HAVE IN PLACE? Lou Melluzzo, CEO: “Being a public company, social responsibility is at our forefront. We’re on the board of an organization in New York called ADDAPT, a non-profit organization aimed at nurturing the aerospace industry and bringing younger people into the business. “We work with local universities, conduct shop tours, and attend trade shows to attract young people to learn about the aerospace business. We endeavor to promote this industry and ensure that it is as vibrant in 50 years as it is now. “We also donate to local charities and are actively involved in our community. All of our employees live within close proximity to the plant. We have 200 employees and their families counting on us to be successful. “COVID-19 was not friendly to anybody, but Air Industries did not let any staff go. We are a team, and we protect each other.”

“ W E H AV E T H E A B I L I T Y, E Q U I P M E N T, PEOPLE, KNOWH O W, A N D ENGINEERING E X P E R T I S E TO FA B R I C AT E T H E W H O L E A S S E M B LY F R O M S TA R T T O FINISH” – LOU MELLUZZO, CEO, AIR INDUSTRIES GROUP

“We’ve got the latest and the greatest machinery. We’ve increased the quantity and the overall size envelope of our five-axis milling and turning equipment, and increased the number of our state-of-the-art computer-aided design (CAD) seats (CATIA and Siemens NX). Given the cost and lead time associated with raw material, we simulate the complete manufacturing process before we ever cut a piece of metal. We don’t produce a part until we know that our processes and our computer-aided manufacturing (CAM) programs have been proven. “It’s now a matter of creating the additional space and continuing to increase our staff in order to support the growth spurt we’re seeing,” informs Melluzzo.

POWERFUL PARTNERSHIPS Over the years, Air Industries has developed a sturdy and reliable relationship with the US government. Due to the company’s comprehensive repertoire of military aviation parts, it has proven itself as a trusted supplier to the Department of Defense (DOD). Through Source Approval Requests (SARs), which are used to demonstrate a company’s ability to manufacture a critical product, Air

Industries proves its worth to the US government. “What these packages prove, is that we can produce the part they’re looking to purchase either through prior experience with the same, or demonstrably similar items,” comments Melluzzo. For a typical manufacturer, acquiring a direct government contract can prove very difficult to navigate due to the vast amounts of associated paperwork. “This paperwork is almost as complex as the making of the parts themselves. We have an entire team dedicated to making sure that the paperwork is correct every step of the way. Smaller companies may not be willing to invest this time or manpower,” he shares. In addition to its longstanding relationship with the US government, Air Industries has recently developed a partnership with a large European OEM following this year’s Paris Air Show. Melluzzo is confident that Air Industries’ engagement with the European OEM will lead to a beneficial business relationship. “We had a booth at the show, and were fortunate enough to have the right person stop by and ask the right questions. Within a very short period of time, this relationship started to mature,” excites Melluzzo. This newfound partnership will not only extend Air Industries’ reach across the Atlantic and into the European aerospace market, but also contribute to increased commercial work. “Just that one contact made the entire show worth attending,” he concludes.

AIR INDUSTRIES GROUP Tel: +1 631 968 5000 www.airindustriesgroup.com North America Outlook Issue 21 | 171

Michilli is renowned in the New York fashion industry and beyond for its stunning construction feats. President, Angelo Michilli, reveals the secret to its success and his aims to branch out into new sectors such as hospitality, medical, and commercial Writer: Lucy Pilgrim | Project Manager: Michael Sommerfield

Khaite, New York

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Angelo Michilli

MICHILLI CONSTRUCTION

THE LUXURIOUS SIDE OF CONSTRUCTION

ver since childhood, Angelo Michilli, President of Michilli, was destined to be part of the construction industry, as his family background in the trade heavily shaped his future career choices. Angelo grew up in a family of craftsmen, ironworkers, and artisans from Italy. He specifically spent his childhood

working alongside his father as he honed his craft as a detailed and ornamental metal worker. In fact, highlights of Angelo’s younger years working with his father included internal repairs for the iconic Statue of Liberty in New York, between 1985 and 1986, after he finished school. North America Outlook Issue 21 | 173

MICHILLI CONSTRUCTION

“I grew up with the idea of creativity and artisanship, which has caused me to appreciate the details in construction,” Angelo reflects. “I think it was a natural step for me to go into engineering and enter into something where I could be creative and build impressive structures designed with a certain approach and logic.” Against the backdrop of the illustrious New York landscape, Angelo was inspired to take flight and start his own company. Subsequently, he opened a business in 1994 known as Tectonics that had a heavy designbuild approach. Followingthe success of Tectonics, Angelo established Michilli in 1999, with the sole purpose of being a general contractor and builder. A further differentiator from his previous enterprise was the devotion to both well-loved and up-andcoming fashion houses in Madison Avenue, New York, and elsewhere across the US.

Gucci, New York, Meatpacking

“WHETHER WE ARE WORKING FOR FA S H I O N H O U S E S L I K E G U C C I , A C N E S T U D I O S , O R T O D ’ S , I T U LT I M AT E LY C O M E S D O W N T O T H E R E L AT I O N S H I P B E T W E E N T H E M A N AG E M E N T T E A M , T H E C L I E N T, A N D T H E A R C H I T E C T W H O DESIGNS THE PROJECT” – A N G E L O M I C H I L L I , P R E S I D E N T, M I C H I L L I

In the beginning, the company started as a design-build boutique contractor serving retail clients. Subsequently, these clients engaged Michilli to construct their upscale private residences. “Many of these individuals had projects that they were completing on a personal level, so we would often get commissioned to build up their homes or summer houses,” Angelo recalls.

Gucci, New York, Meatpacking

SPECIALIZED BOUTIQUE BUILDER Today, Michilli has evolved to be a specialized boutique builder. After suffering disruptions caused by the COVID-19 pandemic, the company was forced to reduce its staff base from approximately 100 to 60. In response to this, Michilli aims to diversify as much as possible in order to hold presence in adjacent sectors. This can be accomplished, given that Michilli has locations nationwide, with primary offices in New York, supplemented by secondary offices on the West Coast, specifically in Los Angeles, and a satellite office in San Jose. “We enjoy projects that are refined and detail-orientated, requiring a lot of attention to what we call value engineering, where we offer suggestions to clients to help make the project more cost-effective,” Angelo highlights. Celebrating its 25th year in business

the company has established a broad and enduring presence during this time and has observed how

GUCCI – PRIMARY CLIENT GUCCI WOODLANDS – Houston, Texas: Basic build-out conducted in a mall. GUCCI NORTHPARK CENTER – Dallas, Texas: An 11,000 square foot (sqft) build-out project, in which the company overcame challenges caused by existing site conditions and an overly wet season for the state. GUCCI NEW YORK MEATPACKING – New York, NY: A very complex and intricate building, involving a semi-helical staircase, taking five months to complete.

technological changes in both the fashion and construction industries have impacted its operations. “The technology we used in the 1990s is nowhere near as quick as the ways in which information is processed today, such as sending an update via email or holding an international meeting via video call. Executing the whole process in a way that you can maximize the use of technological advances is certainly the biggest change,” Angelo informs us. These factors majorly contribute to Michilli’s three expectations - quality, schedule, and budget - which have only increased in demand since the company’s inception. “There’s always an aspect of speed in our building, which is totally different from the 1990s when the timing was a little more forgiving. “However, our efficiency distinguishes us and gives us the confidence to provide the best service at the correct price.” North America Outlook Issue 21 | 175

MICHILLI CONSTRUCTION

Chopard, New York

Despite the greater demand, Michilli’s ability to deliver on these three expectations remains the same. Indeed, Michilli endeavors to maintain the 5-star quality it has become known for by completing projects ahead of schedule and meeting the strict deadlines of New York’s real estate landscape. Most importantly, the company ensures that each project is not only cost-effective, but also of premium quality to match the high standard of its luxury brands.

FORGING EFFECTIVE RELATIONSHIPS Such a high degree of construction prowess is achieved by being as physically involved in a project as is feasibly possible. “Over 20 years of national

experience provides us with an eye on all markets and an understanding of how to navigate through different municipalities across the US.” Therefore, by having a proactive and passionate approach to each project, Michilli forms long-standing partnerships both at home and internationally. As a result, the company is familiar with a variety of markets across the country, including California, Florida, and Texas, all with diverse expectations and building processes. Since most of Michilli’s projects are generated through word-ofmouth, the success of the business is dependent on its client relationships, particularly in the high-end retail space. Typically, the company is awarded a certain brand due to the history

of trust and confidence that it has cultivated, as well as the successful completion of projects and the positive rapport it has built with the people behind some of the world’s biggest fashion houses. “Whether we are working for fashion houses like Gucci, Acne Studios, or Tod’s, it ultimately comes down to the relationship between the management team, the client, and the architect who designs the project,” Angelo details. This ensures client base loyalty, demonstrated by the fact that Michilli has many repeat clients, working with individuals who have transferred to a different company or sector. “Historically, we try to encourage this cycle by offering concierge treatment to our clients, which has proven to work well.” North America Outlook Issue 21 | 177

AP House, Los Angeles

MICHILLI’S CORPORATE SOCIAL RESPONSIBILITY PRACTICES

from a philanthropic perspective

OVERCOMING DIFFICULTY

to be more involved with local New

Corporate social responsibility

Elsewhere, the company considers

(CSR) has always been an important

its employee well-being a key

component for Michilli. However, the

focus, wanting to create the best

company wishes to further expand

environment possible for its staffbase.

The disruptions caused by the COVID19 pandemic meant that Michilli had to restructure the organization to adapt to the stagnation of work, with the major redundancy of staff taking place in the New York and LA offices. Michilli is looking to invest into reinvigorating its presence in the West Coast and building up the East Coast as a pursual of its disrupted plans pre-pandemic. In continuation of the company’s positive expansion, it has reflected on the aspects of the business that worked well, alongside the challenges that occurred, allowing Michilli to improve on previous decisions and maximize efficiency. Post-pandemic, the company is also selective with the clients it chooses to work with. “I believe that we offer a service that is of a certain quality, and we like to know that we are offered the same

York neighborhoods, demonstrating another side to the business.

on this going into 2024, particularly aiming to cultivate a greater

This includes supporting its

sustainability approach.

employees with their personal

Since Michilli is a smaller boutique organization, it lacks the manpower to devote a singular team member to CSR practices. After 15 years, the company recently moved location from SoHo to the Flatiron District in New York, so it desires to become more engaged in the local community. As such, Michilli is doing what it can

178 | North America Outlook Issue 21

development, while consistently keeping them engaged in the company and enhancing the overall office culture. “It comes down to the trust and confidence among all of us as a team, and this approach is the key to executing a project. It’s not just about the construction itself, but the pre-construction and communication elements,” Angelo adds.

MICHILLI CONSTRUCTION

high quality in our relationships with architects, clients, and engineers,” Angelo emphasizes. To this end, Michilli’s wider supply chain difficulties have greatly eased in recent years, as it utilizes imports from across the world. For instance, the company sources materials globally, importing stone and metal from countries such as Italy, Turkey, China, France, and the UK. “Supplier restraints have improved tremendously over the past 18 months, as the market is coming to more of an equilibrium compared to where it was prior to the pandemic, and the bettering of prices reflects that,” Angelo adds. He further cites improvements in the supply chain, which he attributes to the company’s reliance on human relationships. This also gives Michilli the ability to navigate any future disruptions in the supply chain, whilst expressing to its clients how to

prioritize certain elements that require longer lead times and streamlining. Going forward, the company hopes to expand its repertoire by strengthening its partnerships with clients and designers through organic relationship building. “We rely on conversations, meetings, and informal chats, which are the essence of how we bring in new work and how these relationships are built,” Angelo explains. Through the bridging of new partnerships, Michilli can continue diversifying into different sectors, looking at hospitality and medical work specifically. This correlates with Angelo’s previous experience in medical fit-outs for hospitals. “I would love to get back into it because it’s so detail-orientated, but in a different type of way in terms of all the intricacies that go into hospital and clinical build-outs,” he adds. Meanwhile, Michilli will continue

to market itself for the high-end retail and residential markets, as an increased number of different partnerships open up opportunities for the company. “As we are so relationship-based, it’s just the case of getting our voice out there and winning one or two projects, which will quickly turn into seven or eight. This opens up a whole new world, but we have the resources and dedication to handle it,” concludes Angelo.

MICHILLI +1 646 613 9300 vcohen@michilliinc.com http://michilliinc.com/ North America Outlook Issue 21 | 179

THE FINAL WORD To round off each issue, we ask our contributing business leaders for their views on the same question

What is your company’s new year’s resolution? Craig Dirk President and CEO, KMC Mining “Our resolution for 2024 is to bring a partnership mindset, long-standing experience, great people, equipment, systems, and know-how to a diverse customer base, and to our stakeholders, through safe and efficient partnerships.”

Richard Thomas COO, Aris Mining “For 2024, we want to continue growing hand-in-hand with the communities, improving the quality of life of the inhabitants of the regions where we operate. Likewise, we want to continue with the process of coexistence with artisanal and smallminer units so that they are part of and benefit from the productive chain 180 | North America Outlook Issue 21

of our operation. Finally, we hope to continue supporting all projects that are focused on gender equality to continue contributing to the social development of the country.”

Clinton Beeland President and CEO, CJB Companies “Improve today for a better world tomorrow!”

Bruce Bharat Country Manager and Vice President of North America, Kamstrup “Kamstrup doubled its headcount from 2021 to 2023. With that rapid growth, combined with opening a new North American headquarters and attacking a new market segment, we’ll aim to stabilize and optimize our operations in 2024 while continuing to rapidly expand our value to water utilities across North America. Kamstrup is now a strong, disruptive competitor in the North American market, and our innovative

roadmap means we’ll be adding even more value. We're excited for what the future holds at Kamstrup, about the solutions we’re bringing to the water market, and especially thrilled to help our utility customers grow their revenue and improve operations through technology and business model innovation.”

Angelo Michilli President, Michilli “Our resolution is to strengthen and fortify our relationships with clients, subcontractors, contractors, and everyone we work with. If these relationships are strong then we can practically build anything for anyone, at any time, at any speed.”

Are you a CEO/Director with a company story to tell? Contact North America Outlook now!

Growth and excellence amid an evolving industry... KMC MINING MINING

A ROCK SOLID O P E R AT I O N

With over 75-years’ experience, KMC Mining boasts a legacy of excellence in a busy and exciting industry. Craig Dirk, President and CEO, shares more about the company’s success and its recent growth Writer: Lily Sawyer | Project Manager: Lauren Robinson

See page

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Craig Dirk, President and CEO

KMC MINING MINING

GROWTH AND EXCELLENCE AMID AN EVOLVING INDUSTRY

2 | North America Outlook Issue 21

“Upon returning to Canada, I settled on our farm in Edmonton. Joining KMC, one of North America’s longest-standing mining contractors, marked a pivotal point in my career, transitioning from a producer to a contract miner. This journey has not only enriched my understanding of the mining sector, but has also allowed me to contribute to its growth and development.”

North America Outlook Issue 21 | 3

Caterpillar trucks in 1973

Early days of road building

landscape.

Jack and Ted Klemke

Early days of road building

A COMMITMENT TO EXCELLENCE

4 | North America Outlook Issue 21

KMC Mining has told its story. Now, why not tell yours? Our bi-monthly magazine North America Outlook is essential reading for business executives wanting to keep up with the latest in global news and trends affecting US and Canada businesses across all industries. Reaching ever increasing audiences across the continent and beyond, your company can take advantage of this global exposure with a FREE article and FREE digital brochure, as well as access to further digital and print-based marketing tools that could transform your business. To share in this unrivalled opportunity, contact one of our project managers today!

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