Women in Mold Building
Protecting Manufacturers from Digital Disruption
The Evolving Sales Process
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AMBA TEAM
Troy Nix, Executive Director
Kym Conis, Managing Director
Susan Denzio, Business Manager
Rachael Pfenninger, Director of Strategic Execution
Olivia Shotts, Public Relations Development Coordinator
Advising Editor: Kym Conis
Advertising/Sales: Susan Denzio
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2150 SW Westport Dr., Suite #101 Topeka, KS 66614 P: 785.271.5801
Vice President, Editorial: Dianna Brodine
Editor: Lindsey Munson
Vice President, Design: Becky Arensdorf
Graphic Designer: Hailey Mann
Opinions expressed in this publication may or may not reflect the views of the
and do not necessarily represent official positions or policies of the Association or its members.
TYLER VANREE AMBA President, LEGACY PRECISION MOLDS, INC.
Greetings AMBA! As I write this, spring is in the air and a perfect reminder that each day holds the potential for new beginnings, fresh opportunities and renewed focus – personally and professionally. Let me ask this question: When was the last time you paused to be intentional about your personal growth? In his book, The 21 Irrefutable Laws of Leadership, John Maxwell introduces the “Law of the Lid,” which reminds leaders that we often are the lid on our organizations. If we’re not growing, those around us and the organizations we lead are being held back. When we invest in personal development, every other area of life begins to shift, like ripples moving outward. For many, the past months have brought a fair share of headwinds. And yet, often in these seasons we’re prompted to slow down, gain perspective and commit to what truly matters. I hope you’ll pause and take a moment to do just that.
In early May, molding professionals gathered in Grand Rapids, Michigan, for another energizing AMBA Conference. The conference always is a highlight of the year for me! The topical roundtable discussions were particularly insightful this time around – diving deep into real-world conversations about artificial intelligence, trade policy and what it means to lead effectively in today’s complex marketplace. The Emerging Leaders session was a standout moment – full of passion, perspective and a clear sense that the future of the industry is bright and bold.
The conference also allowed attendees to celebrate the accomplishments of industry peers. Congratulations to Robbie Earnhardt with Superior Tooling, Inc., for being awarded AMBA Mold Builder of the Year, to Electroform Company for being awarded AMBA Tooling Trailblazer and to Austin Sykora with Vincent Tool Technologies for being awarded AMBA Emerging Leaders Rising Star. The awardees’ dedication, innovation and leadership inspire the mold building community. I can think of several key people in my life who have helped mold me into the leader I am today. That’s the kind of value AMBA offers – if a person is willing to lean in, there is a network filled with decades of experience, hard-won lessons, victories and untapped relationships ready to grow. Stay engaged. Join the calls. Show up to the events. I promise – you’ll walk away better for it.
On the advocacy front, AMBA continues to make headway in giving voice to the issues that matter most to the molding industry. From workforce development to reshoring and trade, AMBA is committed to making sure policymakers understand the value and impact of American mold builders. If you haven’t already, I encourage you to follow The Capitol Beat, AMBA’s advocacy newsletter, for timely updates and actionable insights.Also, be sure to put on the calendar two upcoming Advocacy webinars scheduled for June 26 and September 25. These sessions are a great way to stay engaged in the legislative conversation and be part of shaping the industry’s future.
As we move into the next season, let’s commit to growing and moving forward together. Take advantage of AMBA’s resources, make time to connect with peers and continue to lead with clarity and purpose. You are the AMBA. We are the AMBA. Together, we are stronger.
OFFICERS
National President
Tyler VanRee, Legacy Precision Molds
Vice President Andy Peterson, Industrial Molds
Secretary and Legal Counsel
Alan Rothenbuecher, Benesch, Fiedlander, Coplan & Aronoff LLP
Treasurer
Hillary Thomas, Westminster Tool
Tom Barr, TK Mold & Engineering (outgoing)
Ed Francis, Crystallume (outgoing)
Justin Gregg, Dramco Tool Co., Inc.
Mike Hetherington, Franchino Mold & Engineering
Kyle Klouda, MSI Mold Builders
Chad LaMance, United Tool and Mold (outgoing)
Troy Roberts, Tolerance Tool
Camille Sackett, Accede Mold & Tool
Scott Smith, Tessy Tooling
John Stocker, Swiss Steel USA, Inc. (outgoing)
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American Mold Builders Association (AMBA) took its theme, “Breakthrough Innovation,” and built a three-day conference that introduced game-changing moments through powerful keynotes, collaboration at roundtable discussions with peers, insightful breakout sessions and networking at the sponsor exposé. The conference encouraged attendees to collectively take action in reshaping traditional manufacturing through bold thinking, challenging the status quo and meeting disruptions headon with innovative solutions.
Channeling one of the keynote speaker’s encouraging words, Joe Roberts shared that the time has arrived for the industry to challenge what it believes “possible” – it is time to imagine, invent and inspire the next era of mold manufacturing. This conference was not only a platform for knowledge sharing and learning, but together, it served as a call to action.
AMBA EXECUTIVE DIRECTOR
Walking on the stage with confidence as the Master of Ceremonies for the AMBA Conference, Nix was about to get uncomfortable sharing his story, “the power of belonging.” He said, “What is one thing you refuse to do because the thought of doing it makes you so uncomfortable?”
For the next 15 minutes, Nix told his story about shattering comfort zones, putting forth the effort and the “why” behind choosing to face his fears and take on the challenge. Where did it start? At the 2024 AMBA Conference, Nix encouraged attendees to get out of their comfort zones, and 10 days following the event, he seized the opportunity to get out of his safe space and began training in jiu-jitsu. Nix’s goal was simple – to shatter his comfort zone with the following objectives:
• Physical challenge – pain from the activity.
• Mental challenge – had to learn under pressure.
• Grow and develop – change the mindset, measure success in how many failed attempts and keep showing up.
• Create relationships with driven people – hardest objective = fit in; everyone just wants to fit in.
Over the past 51 weeks of the jiu-jitsu program, Nix said, “I put forth the effort to belong.” Nix began the program at ground zero as a white belt and quickly noticed that to “belong,” he was going to have to put in everything he had physically and mentally to be a part of and build relationships with those in a different belt color. Nix shared, “I put forth the effort to belong. I learned their names. I had outgoing and positive energy. I acknowledged my classmates. I supported my team members. It’s as simple as saying ‘hi.’” As humans, being recognized is important to growth and being a part of a group gives value. All of those things build culture. Nix said, “You have the power to make a difference – just say ‘hi!’ There’s power in belonging and creating a company culture that is team-focused. It’s about building connections with employees and giving recognition and appreciation when it’s earned. Make the connections, offer recognition and appreciation to form a sense of belonging.”
Stainton walked on the stage and asked attendees, “Do you like sitting next to weird people?” The audience offered a chuckle, and he said, “I don’t.” As he sat on an airplane with his headphones secured to his ears, ready for the plane door to shut, an older Russian lady walked through the door (Stainton thought, “What are the chances she’ll sit in the empty seat next to me?”), shuffled down the aisle, pointed at the empty seat and sat down. For the next five hours, he retreated, listening to music – his escape – until the plane descended to the final destination. That’s when the lady tapped him and said, “Is home for you?” The conversation carried on and she mentioned that she was from Russia and had not been back since she was a music teacher. ‘Connecting the dots,’ Stainton shared he was listening to the song ‘Firebird Suite’ by Stravinsky, and the lady said, “Ah. Stravinsky. The Firebird. I was with him when he wrote it.” Then the plane pulled to the gate and Stainton never saw her again. Separated by five inches and a pair of headphones, he shared with attendees that this experience taught him that people are different, but in those differences are amazing ideas, conversations and experiences. He said, “Your next breakthrough could be one connection away.”
Is there a master key? It turns out there is – it’s called innovation, and four shifts make up the master key. The first shift is a mindset. Stainton said, “It’s believing that you are creative. So much of our existence is about what we choose to think about ourselves. It’s ‘believing’ that you deserve to be there and belong.” He continued, sharing that the innovator/breakthrough thinker asks the question “How can this be better?” Innovation is not earth shattering or a lightning bolt moment but “connecting the dots.” The second shift is dot collectors and dot connectors – those that make connections and when this occurs “breakthrough innovation” happens. The third shift is when different questions are asked and dots begin connecting. It is important to listen to these questions, whether it’s the quiet employee or the wild thinker because every question asked could make a world of difference. The fourth shift is taking action. Stainton said, “What if the dots were different sizes, shapes and colors? What if they were the ideas, experiences, people and different beliefs in life? When the blinders are taken off, these dots open new possibilities and bring opportunities.” Everyone should ask, “What’s the yellow dot here?”
As a founding partner of Inside Beltway Solutions and having worked in the nation’s capital for over 25 years, Omar Nashashibi provided conference attendees with insights and updates from Washington, D.C., including the latest from policymakers, trade talks with allies, efforts to increase taxes and regulations, and what steps lawmakers can take to address workforce and supply chain challenges. In addition, he specifically spoke about tariff resources (companies must know their HTS codes), simplifying and thinking strategically about tariffs, the tariffs in place today, potential tariffs tomorrow, and what’s next that will impact US mold manufacturers. Nashashibi shared that this administration is very different than previous administrations and is operated through centralized control by President Trump. Tariff rates are at the highest levels, and with that, AMBA member companies are speaking out and being a driving force in support of the tariffs placed by President Trump – critical actions by members who are boots on the ground and can share a direct response to how these tariffs affect mold manufacturing.
As an AMBA member, it is important to take advantage of the resources available, including The Capitol Beat delivered from Inside Beltway. This enewsletter provides information on the latest events in Washington, D.C. that are important to the mold manufacturing industry. In addition, AMBA’s lobbying team hosts an Advocacy Update webinar each quarter to provide members with real-time information on the latest activities supporting the industry, the most recent developments from policymakers and how those actions may impact US mold manufacturers. On June 26 from noon-1 p.m. (EDT), AMBA will have its second-quarter Advocacy Update.
More information: www.insidebeltway.com
“My story didn’t start by pushing a grocery cart,” said Joe Roberts. “For the first eight years of my life, those years were perfect. Then my dad had passed away. What happens next is a series of unfortunate events.”
For Roberts, this series of events goes from impossible to possible. Roberts’ journey from homeless drug addict to a successful entrepreneur and mental health advocate explained the difference between probability and possibility to conference attendees. He said, “Probability is the lens through which we see and how we make decisions. It’s part of a survival mechanism.” Continuing with energy and passion, “Possibility is the doorway into all innovation and change. It’s what we admire in business success stories, innovators and more,” said Roberts.
For years, Roberts couldn’t see his possibility. He found himself sitting on a park bench next to a guy named Gus. As they sat there, Gus said, “There’s more to you than you can see.” Fast forward a few years, and those words changed Roberts’ life. He started a media company, which became the second-largest media company in Canada and landed Roberts on the cover of Canadian Business magazine. Following the sale of his media company, his heart was being called to take action and share his story. So it was suggested that he walk across Canada. Roberts took the challenge and began his journey with the first step into what would be “The Push for Change” campaign, a crosscountry journey to raise awareness for youth homelessness. Over three and a half years, the campaign was built, shaping Roberts’ journey across Canada into 517 days, 5,625 miles, 11,375,000 steps and 454 events.
Speaking to attendees, Roberts said, “Everyone here wants change – it’s to collaborate, to grow and to build relationships. Don’t wait too long to begin today’s vision to mold tomorrow’s reality.”
More information: www.skidrowceo.com
A key member of ITR Economics’ team of expert economists and consultants, Michael Feuz contributes to the production of client reports, forecast reviews, economic research and regular client-facing communications. Taking a look at global markets and their impacts on US manufacturing, Feuz shared the challenges and opportunities for 2025 and into the next two years for the areas of tariffs and trade, inflation, interest rates, labor market and leading industry indicators.
Lastly, he provided a high-level look at manufacturing’s outlook, including:
y Interest rates should not shift in 2025.
y Wages, rents, power and nationalism will lead to higher prices.
y Manufacturers should build out an inflation strategy.
y Margin pressures mean having an effective cost management and inflation-savvy plan is imperative.
y Be USA-centric in regard to future thinking.
y Digitize and use artificial intelligence.
y Maximize competitive advantages.
y Consider expanding the asset classes currently invested in and pivot hard in 2028-2032.
More information: www.itreconomics.com
The AMBA Conference delivered a fulfilling three days for attendees, offering opportunities to share in listening to seasoned mold manufacturing executives, holding peer-to-peer discussions and providing meaningful engagements at breakfast and lunch.
The Emerging Leaders Pre-Con Session was facilitated by Joe Roberts, an inspirational keynote speaker and four-time author, who led more than 30 attendees in a powerful, hands-on workshop equipping each with:
• a process to identify silent drivers that block productivity and goals,
• a simple framework to tackle goals,
• a way to minimize conflict resulting in productive performance and accountability discussions, and
• a way to navigate personal and work-related roadblocks.
In its second year, the topical rounds were 75 minutes of dialogue among peers broken down into specific topics from financial strategies and cybersecurity to workforce retention and continuous improvements. These sessions offered discussion on US mold manufacturing operations and the challenges being faced, best practices and new technologies.
Each day, there was dedicated time for breakout sessions, giving conference attendees time to listen and learn from peer presenters, who offered insights, advice and resources covering various topics ranging from industry trends to business tools.
By Andrew Carlsgaard, analytics director, AMBA
In the competitive and dynamic landscape for hiring and retaining skilled employees, US manufacturers, particularly the small- and medium-sized businesses, face significant and unique challenges when providing healthcare and other employee benefits. These challenges are intensified by industry-specific factors, such as an aging workforce, slim profit margins and increasing competition for skilled labor. As a result, the ability of these businesses to remain competitive and retain talent is closely tied to how effectively they manage their employee benefits offerings. The 2025 Health and Benefits Report, with data from American Mold Builders Association (AMBA), Manufacturers Association for Plastics Processors (MAPP) and Association for Rubber Products Manufacturers (ARPM), aims to provide US manufacturers with the most current data on the state of healthcare and benefits amongst manufacturing peers and to equip decision-makers with the knowledge required to minimize increased costs while still providing maximum value to their employees.
Healthcare costs are among the top concerns for all manufacturers, especially for smaller or mid-size operations with fewer than 200 employees. These businesses often operate with limited financial flexibility, making them especially vulnerable to annual health insurance premium increases. A 2023 survey from the National Federation of Independent Business found that 94% of small employers
(less than 50 employees) consider it challenging to manage health insurance costs, with nearly half reporting they had to take lower profits or incur losses to cover these increases. 1 Compounding the issue, employees at small businesses typically face higher out-of-pocket costs than those at larger firms, sometimes paying nearly twice as much for family coverage. 2 In addition to these difficulties, the 2025 Health and Benefits Report findings show an upward trend in cost, with yearly fully insured healthcare plan costs per participating employee increasing 7% from 2023 to 2024 ($9,738 to $10,384, respectively; Chart 1). Nearly three-quarters (74%) of surveyed employers with under 50 employees utilize fully insured plans.
The nature of the manufacturing workforce adds further pressure to industry employers. Manufacturing employs an older workforce compared to the national average, which increases the likelihood of chronic health conditions and workplace injuries. The US Bureau of Labor Statistics reports that the median age for manufacturing workers exceeds that of many other sectors, placing additional pressure on employer-sponsored insurance due to increased healthcare utilization. 3 These higher health risks potentially can elevate premiums and impact productivity and absenteeism. The surge in healthcare costs associated with these factors can strain the financial resources of small- to mid-size manufacturing companies, forcing them to make difficult strategic choices. These decisions often involve weighing employee benefits and wages against investments in growth and innovation. The 2025 Health and Benefits Report data also indicates that organizations with fewer than 150 employees allocate a larger portion of their overhead expenses to healthcare; these smaller operations
generally have less tolerance for increased healthcare costs (Chart 2).
Employers also need to be mindful that talent acquisition and retention suffer when benefits are not competitive. The manufacturing sector faces a well-documented skills gap, with an estimated 2.1 million jobs potentially going unfilled by 2030 due to a shortage of qualified workers. 4
Meanwhile, a Robert Half survey found that over one-third of US workers (35%) cite better benefits and perks as the primary reason for seeking a new job, making benefits a decisive factor in the labor market. 5 The volatility of the manufacturing sector further complicates budgeting for these benefits. External market forces – such as supply chain disruptions, fluctuating material costs or demand cycles – quickly can impact cash flow. This unpredictability makes it difficult for manufacturers to commit to longterm healthcare contracts or plan for future increases in
benefit expenses. The intersection of high costs, regulatory challenges and workforce demands puts for small- and medium-sized manufacturers at a disadvantage when offering competitive benefits compared to their larger peers.
However, solutions such as industry group health plans, captives, Professional Employer Organizations (PEOs), human resources technology platforms and targeted use of legislative incentives can help alleviate some of the pressure. Many manufacturers may struggle with workforce
stability and long-term growth without addressing these systemic issues.
Additionally, there are other options for manufacturers looking to maintain or improve their offerings while not hurting profitability. To mitigate the impact of rising healthcare costs, employers in the manufacturing sector reportedly have been exploring various strategies (Chart 3), such as implementing high-deductible health plans (emphasizing employee contributions to HSAs or FSAs), offering wellness programs and changing insurance providers for better rates. This shift further is evidenced by over half (54%) of survey respondents providing at least one high-deductible health plan (HDHP) in the current plan year (up from 46% in the prior year), while less than a quarter (22%) offer the once-ubiquitous Health Maintenance Organization (HMO) plan. Innovative solutions, such as Health Reimbursement Arrangements (HRAs) and self-funding, also are gaining traction but face barriers due to financial risks and administrative complexity. 6 Technology and data-driven platforms can simplify benefits administration and offer more customized options essential for meeting diverse workforce needs. 7
Lastly, non-medical voluntary benefits, like dental and vision coverage, are becoming more popular as they provide crucial benefits without excessive cost increases. Traditional approaches often fall short for smaller and medium-sized manufacturers, highlighting the need for tailored solutions that align with their unique needs and constraints. 8
To navigate these challenges effectively, manufacturers must seek centralized, unbiased resources to improve their decision-making confidence. Technology and benefits design advances offer promising solutions by simplifying enrollment, enhancing customization and providing real-
time cost management tools. By leveraging these innovations, businesses can better manage healthcare expenses and improve employee satisfaction without sacrificing financial stability.
In conclusion, healthcare costs remain a pressing issue for small- to mid-size employers in the US manufacturing sector, potentially inhibiting their ability to offer competitive benefits and invest in their businesses. Addressing the healthcare and benefits challenges leaders face requires a multifaceted approach combining exploration of innovative solutions, forming strategic partnerships and informed decision-making. This proactive approach is vital for the health and well-being of their workforce and for mitigating cost and risk. Moreover, it provides a valuable benefit that can enhance the attractiveness of their businesses to prospective employees and allow them to live healthier lives.
In addition to the 2025 Health and Benefits Report and the annual Wage and Salary Report, AMBA offers resources and strategies that support its members through the annual renewal process by identifying potential threats and how to minimize them. Additionally, AMBA’s CAPTIV8 opportunity provides transparency, financial control and strength from the aggregation of participating members.
Further analysis is available by purchasing the 2025 Health and Benefits Report through www.amba.org (the report is available free of charge to survey participants). The 2025 Business Forecast Report and 2024 Wage and Salary Report (updated rates as of July 2024) also are available at www. amba.org. To become a member of AMBA, email info@ amba.org
References
1. NFIB: Small Business Health Insurance Survey
2. Commonwealth Fund: Trends in Employer Health Insurance Costs
3. U.S. Bureau of Labor Statistics: Labor Force Statistics from the Current Population Survey
4. The Manufacturing Institute: 2.1 Million Manufacturing Jobs Could Go Unfilled by 2030
5. Robert Half: Small Businesses – Attract Talent With Employee Benefits and Perks
6. Training: Boosting SMB Efficiency: Innovative Solutions for Benefits Administration
7. Ease: 2023 SMB Benefits and Employee Insights Report.
8. Equal Ventures: Persistent Pains For SMBs Call For New Benefits Solutions
By Tom Wojcinski, principal, and Michael J. Devereux II, CPA, CMP, partner, Wipfli
While talking with a group of manufacturers, one asked if there was anything it could do to ensure its operations are not hacked. But, of course, there is no way that’s possible, especially in today’s connected manufacturing environment. Even if a company disconnected everything from the internet, it still could be the victim of a technology hack if physical access is available to any bad actors or those working on their behalf.
Cloud-based ERPs, digital transformation and Industry 4.0 solutions are creating efficiencies, customer engagement and business intelligence that are improving operations and profitability, which cannot be duplicated on analog systems. Consequently, however, this increased digitization creates greater risk to manufacturers’ data and operations; and the research has shown that no manufacturer is too small or too big to be safe from cyberattacks. Leadership often assumes that no one will hack their company because the data isn’t valuable to others. The bad actors disagree, however. Data is valuable, and they would like to put the company in a position where it must pay a ransom to get its data back. And data isn’t just limited to financial information, it could include confidential customer information, bills of material, engineering drawings or mold designs, processing data, sampling results and more.
Wipfli recently conducted a survey of over 200 manufacturers. The survey found that almost half of the respondents experienced three or more network breaches in the past 12 months. That can be overwhelming to leadership, not to mention IT staff or the supporting organization.
A company’s data isn’t the only thing at risk. Cyberattacks can focus on physical assets, rather than digital assets. Cybercriminals can lock up or seize equipment operations. Not only can this result in a significant amount of unplanned downtime but also can pose a physical risk to employee safety.
For example, consider a manufacturer that stores and recalls processing data for each job within an ERP or MES system. What happens if those digital services are disrupted or the underlying operational data is held hostage? Or a worse
scenario, what if the technical specifications are changed, and the company continues to make parts that don’t meet internal or external specifications? Similarly, vision and quality systems within the plant could be vulnerable and the target of a potential attack. While some of this seems implausible or unlikely, cyberattacks are becoming more sophisticated and aggressive, and exposure in these areas can cause very real risks to organizations.
Manufacturers can protect their operations by building and implementing resilience strategies to cyberattacks. In this instance, resilience does not mean “bullet proof.” Rather, it means that a company can resist an attack, to respond quickly and thoroughly when the attack occurs, and to efficiently recover any data or business operations that are compromised. That starts by identifying weaknesses in the digital perimeter and then building a multilayered strategy to protect and respond to the cyberattack.
For manufacturers, there can be multiple physical and digital avenues into operations or data (including financial, operational, technical or front office information). Often, these paths are hidden or are seemingly insignificant. Outdated and unsupported hardware and software on the shop floor are two of the most overlooked sources of vulnerability. While this equipment may not be used like traditional PCs or laptops, it is still connected to the network. If it’s not maintained, it could be a security risk to the organization.
All too often, the IT department is not involved in all IT decisions. With the advancement of software-as-a-service model and cloud computing, it’s easier for employees to purchase new software, download applications or share files using the cloud, without the oversight of skilled IT or cyber professionals. Systems and software that are not vetted against company policies or maintained properly could pose additional, not-so-obvious risks. In addition, they extend the number of vectors a bad actor may use to gain access, often without a company’s knowledge, making it more difficult to protect data and operations.
A lack of real-time cyber monitoring is another common blind spot for manufacturers. Without real-time monitoring,
a company has no visibility into attempts to infiltrate its network. Stopping and safeguarding against attacks is harder if a company does not know that they’re happening. For instance, real-time monitoring can protect against the violation of impossible travel rules. In this scenario, a legitimate user logs into the network from his or her home office in Milwaukee, Wisconsin. Let’s assume is the corporate controller of a manufacturer, just outside of Milwaukee. Then, just three hours later, the corporate controller logs in from Dublin, Ireland. This is an impossible travel scenario and clearly a sign that the corporate controller’s credentials have been breached. However, it could go unnoticed for some period of time without proper, real-time monitoring in place.
The most effective means to resist an attack is to establish a multilayer security strategy. At its most basic level, the strategy should include:
• Password protocols: Require the use of strong passwords.
• Email protections: Technologies that limit spam and spear-phishing attempts will reduce the risk of social engineering.
• Multi-factor authentication (MFA): MFA requires users to take additional steps to verify their identity anytime when logging in or accessing a system or company app. MFA should be implemented on all removed access points, as well as internal administrative accounts. This includes email, VPN and all cloud-based applications.
• End-point detection and response (EDR): EDR increases the ability to detect suspicious events by providing real-time visibility into potential attacks. EDR often is confused with antivirus software, which also should be used by all manufacturers. Antivirus software looks for malicious programs running on the computer or network, while EDR searches for malicious activity in the memory of the computer.
• Regular vulnerability scans and penetration testing: If a company is not monitoring its environment, it cannot identify vulnerabilities or ways to fix them. Monthly or quarterly penetration testing of the external systems and vulnerability scans of the internal systems are critical to identifying weaknesses before they can provide access to bad actors.
• Vulnerability management: Cyber criminals are regularly probing for security gaps. A company can make it more difficult for them by deploying security patches and software updates, removing unnecessary software and disabling unused system processes.
• Air-gapped backups & segmented networks: If an employee can browse directly to the company’s backup files from its primary network, they are not safe from ransomware or other cyberattacks. Separated backup
files on a stand-along network that requires separate credentials often mitigates this risk.
• Recovery testing: What happens if a company is attacked? Have steps been taken to restore the network, files or operations? Are the backups occurring as designed? A network failure or cyberattack isn’t the best time to find out files haven’t been backed up or do not have the means of restoring them. Manufacturers need to regularly test the backup process to confirm the protocol is working, as designed, and intended.
It’s critical that employees understand the importance of cybersecurity. Many hackers don’t hack systems, they hack people, as they’ve found it’s easier to trick someone into sharing their credentials than to break into a network. It’s for that reason that employee engagement on cybersecurity is just as important as the focus on a company’s perimeter. To start with, manufacturers must put controls in place to govern how data and information are used, managed and stored. Sensitive data should be limited to those who absolutely require it to perform their job functions.
In addition to understanding where the data is stored and who has access to it, a manufacturer’s best practice is to implement a comprehensive training program. Hackers will use a variety of social engineering techniques to steal information, including email (phishing), SMS text messages (smishing) and phone calls/voicemail (vishing). Training employees to be skeptical is key. When employees understand what they need to do and why, company operations will be better protected against cyber criminals.
Finally, manufacturers should engage in regular cyber assessments, whether that’s done internally by IT staff that keeps up with the cyber security trends or by an outside firm. These assessments provide visibility into potential avenues bad actors can access data. From there, companies can develop or modify safeguards and policies that can better protect them from cyber fraud.
Tom Wojcinski is a principal in Wipfli’s cybersecurity and technology management practice. He leads a variety of engagements designed to help organizations, including cybersecurity risk assessment, control program development and implementation, incident response planning and simulation and more. Michael J. Devereux II, CPA, CMP, is a partner and director of Manufacturing, Distribution and Plastics Industry Services for Wipfli. Devereux’s primary focus is on tax incentives and succession planning for the manufacturing sector.
More information: www.wipfli.com
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EMUGE-FRANKEN USA, West Boylston, Massachusetts, a manufacturer of high-performance taps, thread mills, drills, end mills, clamping devices and other rotary tools, has expanded its solid carbide drill program, introducing SteelDrill and InoxDrill. The SteelDrill line is optimized for steel and cast materials, while also performing efficiently in hard and non-ferrous metals. It is available in 3XD, 5XD and 8XD lengths, with diameters from 0.1181" to 0.7874" (3.00 mm to 20.00 mm), totaling 548 SKUs. The InoxDrill is designed for stainless, aluminum, titanium and nickel alloys. It is available in 3XD and 5XD lengths, with diameters from 0.1181" to 0.7500" (3.00 mm to 19.05 mm), totaling 372 SKUs. For more information, visit www.emuge-franken-group.com
configurations. The programmable LASE ONE features include independently adjustable welding power and weld time, ability to weld ferrous/ non-ferrous/precious materials (gold, silver, etc.), no overheating or deformations and ability for assembly and repair welds of very small to large parts. For more information, visit www.pcs-company.com
Hexagon Manufacturing Intelligence, North Kingstown, Rhode Island, a global supplier of digital reality solutions integrating sensor, software and autonomous technologies, has launched its Mold and Die Suite. The Suite provides design and engineering solutions for predictive process optimization, cost reduction and streamlined manufacturing workflows. This comprehensive suite of CAD, CAE, CAM, engineering and automation tools is designed for mold, die and tool manufacturers – serving industries from automotive to aerospace and beyond. For more information, visit www.hexagon.com.
Mantle, San Francisco, California, a technology company that offers automated toolmaking systems, has released a software update that delivers performance enhancements to its customers. This update increases production throughput by up to 20% while introducing an enhanced surface finish on downfacing surfaces. The software update extends Mantle’s surface finish quality to downfacing surfaces and undercuts in molds, sliders and other complex tools. For more information, visit www.mantle3d.com
PCS Company, Fraser, Michigan, a provider of injection molding and die casting solutions, has added the LASE ONE micro welder to its portfolio for complex assembly and repair in a wide range of applications, materials and
Progressive Components, Wauconda, Illinois, a company that develops and distributes components for the production tooling industry, has released a spring cup ejector system component. This product speeds and simplifies the safe assembly of spring-loaded ejector systems, helps prevent damage to ejector pins and components and optimizes valuable space within a mold’s design. Spring Cups allow all ejection components to be installed first, without the ejector springs installed. For more information, visit www.procomps.com.
Seco, Reynoldsville, Pennsylvania, a global provider of metal cutting solutions for indexable milling, solid milling, turning, holemaking, threading and tooling systems, has launched its 335.98 Disc Milling Cutter System. Seco 335.98 disc milling cutters use dedicated inserts with eight usable cutting edges. The unique geometries of the inserts yield up to 60% longer life in left- and right-hand side disc milling operations. In addition, Seco launched its Stabilizer™ End Mills, which feature flute geometries that achieve the lowest material removal costs in 2D applications such as slot, pocket and side milling. For more information, visit www.secotools.com
Zimmermann, Wixom, Michigan, a global high-tech supplier of portal milling machines, has developed a compact tool changer for its portal milling machines. This modularity allows clients to tailor the system precisely to their productions without requiring additional storage space. The basic version offers 60 positions and can be expanded in increments of 30 to several thousand. For more information, visit www.zimmermann-inc.com
By Lindsey Munson, editor, The American Mold Builder
“This is amazing… This has been a journey of life, you can’t even imagine,” said Robbie Earnhardt, owner of Superior Tooling , Inc., Wake Forest, North Carolina, as he accepted th AMBA Mold Builder of the Year Award with tears in his eyes. Standing alongside his three daughters and wife, Karen, who is his partner of 45-plus years and secretary and treasurer at Superior Tooling, he said, “I was listening to the speaker, and when I heard the part about the lathe and using it to start a business, I knew there was only one person in the world who would have started a business that way. I was 26 years old with two kids and no money, but big dreams. My name was called, and I felt a tap on my shoulder – there was my family. I already was emotional thinking about all my family has been through and sacrificed over the last 40 years to build the business. So, when I saw them, I totally lost it. My wife, Karen, has been with me since day one.”
From his backyard garage to building a complete in-house facility, Earnhardt has poured his heart and soul into the mold industry through his company, Superior Tooling, Inc., which specializes in plastic injection molds and blow molds. The AMBA Mold Builder of the Year Award, sponsored by Progressive Components, was created to recognize outstanding contributions as an industry leader and active AMBA member – congratulations, Robbie Earnhardt!
In high school, Earnhardt had a shop teacher who inspired, educated and helped carve a path into what now has transpired into a 50-year career in mold manufacturing. After graduating and getting married, in 1978, he started the company in his family’s garage with a tool purchased at a yard sale – a lathe (which is proudly showcased in the facility’s front lobby today). Earnhardt put boots on the ground, resulting in the family working at the kitchen
table, heating plastic parts. Then, in 1979, he and Karen started a family and shifted his work to Black and Decker, but quickly realized their “dream” to start a machine shop. The backyard garage of the family home became Superior Machining. In 1985, Earnhardt landed his first big job and he hired two young employees (one of whom still is with the company). Soon after, Earnhardt worked with the Town of Wake Forest to purchase land that later would become an industrial park. Superior Tooling, Inc. was the first building in the park and moved into its “forever space” in June 2001. As time progressed, the company added a second building that houses a technology center and currently is running molding machines. By the end of 2025, a third building will break ground, but this time it will be managed by SHL Advantec Company, which is the new owner of Superior Tooling.
With Earnhardt at the helm, Superior Tooling has championed education, increasing visibility for moldmaking within the community through its involvement and successful implementation of the North Carolina Triangle
Apprenticeship Program (NCTAP). Earnhardt and the backbone of Superior Tooling brought the NCTAP to fruition in 2013, alongside 12 local manufacturing companies, each promoting and hiring apprentices in different areas of the industry. To give an idea of the depth of this program, in October 2016, the program visited over 40 high schools and reached more than 1,750 students. The program covers invitations to visit partner companies, orientation events, four four-hour days of training and building a selected project, and finally, if the students have skill sets that the companies are seeking, they are selected for a six-week summer internship. After the internship, each company selects a student(s) who will be enrolled in the four-year apprenticeship.
Many people ask, ‘How can we afford this type of investment?’ but we ask, ‘How can we afford not to make the investment?’”
In serving on the North Carolina Apprenticeship Council Board of Directors and the local workforce development board, Earnhardt, alongside Senator Chad Barefoot, led the charge on budget negotiations for apprenticeships and brought moldmaking back to the forefront. According to Earnhardt, “Many people ask, ‘How can we afford this type of investment?’ but we ask, ‘How can we afford not to make the investment?’”
Earnhardt dedicated 14 years to American Mold Builders Association Board of Directors from 2003 to 2017, during which he assisted with implementing the AMBA Skills Certification Program and the American Mold Manufacturing Advancement Fund. From the start of his time as an AMBA member, his family recalls, “… family trips were AMBA trips. While we were enjoying time in a new place, he was in meetings and at shows.” Today, Earnhardt uses his path in AMBA to promote his passion and excitement for mold building to the younger generation. He said, “This organization has been phenomenal. It’s part of my life.” He plans to use the Progressive Components grant of $5,000 toward NCTAP’s apprenticeship program.
In Earnhardt’s final words, he shared, “My mother raised me on these words, and I heard it my entire life: ‘Can’t... can’t do anything.’ The moment you say you can’t do something is the moment you become a failure. I never gave up and always believed ‘I could.’”
More information: www.sti-nc.com
“We were truly honored and thrilled! It was a proud moment for Electroform, especially knowing how much effort has gone into our educational outreach and partnerships. Winning this award is a powerful validation that our work to support and inspire the next generation of moldmakers is making a meaningful impact,” said Electroform CEO and President Wade Clark.
The AMBA Tooling Trailblazer of the Year Award, sponsored by Progressive Components, was established to recognize the accomplishments of an AMBA member company that has resulted in a notable impact in the area of education.
This year’s awardee is Electroform Company, Inc., Machesney Park, Illinois, which specializes in molds for multi-shot and in-mold applications, product development, single-cavity prototypes to multi-cavity, high-volume hot-runner molds and stack molds, as well as manufacturing cell development, injection molding and mold validation. It is committed to fostering the next generation of mold builders and workforce development through its active engagement in local high schools and colleges, providing students with hands-on learning experiences.
From left to right: Glenn Starkey, owner and president, Progressive Components; Zachary Clark, project engineer, Electroform; and Don Starkey, owner and chairman, Progressive Components
tIt’s about inspiring and equipping the next generation of skilled workers to ensure the future of the industry is strong, stable and sustainable.
When asked what this award meant to the company, Clark said, “This award represents more than just recognition – it symbolizes our commitment to shaping the future of the mold manufacturing industry. For us, it reinforces the importance of investing in students and educational partnerships. It energizes our team and motivates us to keep pushing forward with an even greater purpose.”
Electroform’s key initiatives in 2024 and 2025 include school partnerships, hiring and training students, career development and community engagement. “We have hired and trained four recent graduates,” said Clark, “from local engineering and manufacturing programs, equipping them with real-world skills and knowledge.
Currently, we are working with educational institutions to identify and onboard two more students to our training program.” While these students contribute to Electroform’s workforce development efforts, the work done by the company in attracting and mentoring young talent has resulted in 30% of its workforce being under 30 years of age.
Additionally, Electroform collaborated with Hononegah Community High School’s Education Manufacturing Connection (EMC) program, Harlem High School’s engineering department and Rock Valley College’s Manufacturing Engineering Technology program. “Our partnership with Hononegah Community High School showcases how real-world collaborations can inspire students and bolster technical education programs. Students gain hands-on experiences of the moldmaking process,” said Clark.
Accepting the award at the Conference on behalf of Electroform was Zachary Clark, project manager, who is a vital part of the partnership with Hononegah High School. In expanding awareness from career fairs and company tours to mentorship, tuition assistance and classroom consulting, Electroform has given up-and-coming engineers and manufacturers a platform to make their dreams a reality.
“Electroform has introduced students, parents and educators,” Clark said, “to the opportunities available in
mold manufacturing – helping to reshape perceptions about the industry.”
As a trailblazer, paths are forged with strong outside support, and Clark said, “AMBA has been a key resource for Electroform by connecting it with peers and providing industry insights. The organization’s emphasis on workforce development and education aligns with our values, and its support helps amplify the impact of our outreach efforts. Being part of AMBA has helped us stay ahead, connected and inspired.”
When Electroform was asked about its plans for the $5,000 scholarship grant given by Progressive Components, Clark said, “We plan to donate the full grant to Harlem High School, an underserved school in our region with an emerging engineering program.” The funding will support its manufacturing and engineering curriculum, giving students access to resources, equipment and training.
Since 1988, Electroform has been committed to what it can do for mold manufacturing, and with that comes expanding its outreach efforts in 2025 and beyond, including strengthening school partnerships, expanding apprenticeship and training programs and enhancing career exposures. It’s about inspiring and equipping the next generation of skilled workers to ensure the future of the industry is strong, stable and sustainable.
Clark shared two pieces of advice for younger moldmakers:
“First, stay curious and keep learning – this industry constantly is evolving, and those who succeed are the ones who embrace change and continually grow their skills.
Second, take every opportunity that comes your way, even if it pushes you outside your comfort zone. Whether it’s taking on a new project, a training course, or learning a different machine, these experiences build confidence, skill and long-term success.”
More information: www.injectionmoldmaking.com
Awards photos courtesy of Jimmy Renallo, Creative Technology, www.creat.com.
With seven years in mold manufacturing and one year in his current role, Austin Sykora, a manufacturing engineer, handles Vincent Tool’s continuous improvement and talent development. The AMBA Emerging Leaders Rising Star Award, sponsored by AceTronic Industrial Controls, is intended to recognize outstanding growth, leadership and/or contributions by an emerging professional in the AMBA community and a part of the US mold manufacturing industry. Congratulations, Austin Sykora, on receiving this award!
“When my name was called at the awards ceremony, I wasn’t expecting it at all,” said Sykora, “and to win the award was great! I give thanks to the owner of Vincent Tool, Kenny Skar, for the opportunities he has given me.”
“From the front office to the shop floor, he has immersed himself in every aspect of the job, including managing incoming students, overseeing shipping and receiving, checking in steel and learning the intricacies of CNC equipment. His engineering background has enabled him to streamline and improve many of these processes,” said Vincent Tool President Kenny Skar, “particularly through the implementation of lean manufacturing principles, and Sykora is not only paving his career path but also contributing to the continued success and growth of Vincent Tool. He has firmly established himself as a key player in the company and the industry.”
Reflecting on prior experiences, while in school at the University of Wisconsin – Stout, Sykora attended the AMBA Conference, where he had his first experience with the AMBA Emerging Leaders program. “Sykora shared that the exposure he gained from the AMBA Conference was ‘exponentially powerful in just three short days,’ underscoring the value of networking and learning from industry peers. This event solidified his passion for mold manufacturing,” said Skar.
In addition to his bachelor’s degree, Sykora furthered his education by earning an associate degree in Machine Tool Techniks from Chippewa Valley Technical College. With the blend of an educational foundation and practical experiences, Skar said, “He drives continuous improvement in every project he tackles.”
Sykora plays an important role in Vincent Tool’s knowledge base – preserving it and passing it down, engaging veteran team members and new hires to facilitate the transfer of
From left to right: Kim Thiara, owner and president, AceTronic; Austin Sykora, manufacturing engineer, Vincent Tool; and Kenny Skar, president, Vincent Tool
knowledge. An excellent example of Sykora’s leadership is his involvement in the integration of a new Coordinate Measuring Machine (CMM) at Vincent Tool. He has adopted this new technology and also is the driving force behind the talent development efforts required to ensure a successful implementation. “His engineering background allows him to bridge the gap between new technology and practical, day-to-day operations,” said Skar, “making sure staff is equipped with the skills to operate the CMM.”
As an advocate for Vincent Tool, Sykora is engaged in and connecting with the youth at career fairs, educational events and several organizations, including AMBA Emerging Leaders and the Society of Manufacturing Engineers (where he served on the board for three years and as president of the UW-Stout SME student chapter). Sykora said, “This award gives me a sense of validation knowing that the time I’ve spent building a career in manufacturing and introducing manufacturing and CNC machining to young individuals has not gone unnoticed.”
He serves as the face of the company, inspiring the next generation of mold manufacturers; however, beyond Vincent Tool, Sykora is dedicated to educating young people about all facets and opportunities in manufacturing. In his dedication to the youth of manufacturing and forging forward as an emerging leader, Sykora shared that he plans to use the $500 contribution toward his professional development to join the Chippewa Falls/Eau Claire Young Professionals organization and to attend local leadership training. He said, “All of this to continue the journey of becoming an effective leader.”
When asked to give one piece of advice he would share with the younger generation, Sykora said, “I would tell them to have ‘no fear of failure’ but make a point to understand why you failed and improve the outcome next time you are put in a similar situation.”
More information: www.vincenttool.com
On June 10, AMBA members have the opportunity to attend a plant tour workshop at Finkl Steel, a steel production site for Swiss Steel Group, in Chicago, Illinois, where attendees will gain insights into Finkl Steel’s advanced manufacturing processes, quality control systems and innovative approaches to steel production.
This plant tour includes a tour of the steel production site, a mold steel workshop, transportation to/from the Finkl site, lunch and crosstalk at the hotel after the tour in Munster, Indiana, and a welcome reception the evening before.
For more information and to register, visit www.amba.org/events.
Second Quarter Advocacy Update
June 26 | noon-1 p.m. (EST)
Each quarter, AMBA members have the opportunity to hear the latest policy updates impacting U.S. mold manufacturers. Omar S. Nashashibi with Inside the Beltway Solutions, LLC, will share key insights on tariffs, Chinese subsidies, tax legislation, regulatory rollbacks and more.
These events are available to AMBA members at no cost. For more information, visit www.amba.org/events
AMBA members will have the opportunity to meet with peers, address challenges and share best practices. There is no better way to spend an hour of time than benchmarking internal company activities against those of one’s peers!
• Senior Leaders | June 4 | noon-1 p.m. (EST)
• Sales and Marketing | June 18 | noon-1 p.m. (EST)
AMBA members can register at no cost for both opportunities at www.amba.org/events.
AMBA’s website is home to several powerful tools and resources that many members aren’t taking full advantage of:
• Grants Matrix – Beyond AMBA’s grant opportunities, this monthly updated database compiles state, regional and national grants available to US manufacturers – all in one convenient place and updated monthly.
For more information, visit www.amba.org/industryresources/workforce-development/scholarshipopportunities/regional-and-national-grantopportunities/.
• Profitability Portal – From cost-savings programs and benchmarking tools to financial webinars and realworld case studies, this new online hub helps members strengthen operational and financial strategies.
For more information, visit www.amba.org/Profitability-Portal.
• The Capitol Beat – Delivered by Inside the Beltway Solutions, this enewsletter keeps members up to date on legislation, regulations and federal activity that directly impacts the mold manufacturing industry.
For more information, visit www.amba.org/industryresources/advocacy/the-capitol-beat/.
Solution Tools Mold & Die 6989 Commerce Ave. El Paso, Texas 79915
Main POC: Juan Diego Palma
Email: jdplama@solution-tools.com
Phone: 915.342.8993
Solution Tools Mold & Die (ST) is a high-precision tooling and molding manufacturer working for various industries,
serving every stage of the product’s life from design to validation of the fabricated tool. All services, including repairs, engineering changes, reverse engineering and quality control are done in-house. ST’s team has more than 35 years of experience, a state-of-the-art facility and always is growing in experience and capabilities.
1024 Airport Industrial Dr. Gadsden, Alabama 35904
Main POC: Craig George, operations manager
Email: cgeorge@ms-2llc.com
Phone: 256.413.0342
MS-2 LLC is a full-service supplier with over 35 years of tooling knowledge. Located in Gadsden, Alabama, the middle of the southern auto hub, this diverse company is dedicated to providing professional and timely support. MS-2 is capable of handling a variety of tool sizes and the team is ready to assist its customers both on- and off-site. Additionally, MS-2 LLC has a sister company, 1 Source Design, located in Ontario, Canada.
Western Carolina Tool & Mold
3 Brandy Branch Rd.
Mills River, North Carolina 28759
Main POC: Gabe English, president
Email: genglish@wescartool.com
Phone: 828.890.4448
Western Carolina Tool & Mold (WCTM) is a full-service tool and mold shop specializing in plastic injection molds under 10,000 lbs. WCTM has the capabilities and resources to design, build, maintain and repair plastic injection molds, related tooling and specialized equipment from concept to final product, offering the latest in software and equipment to assure that the best product can be achieved.
Sheridan Mold & Engineering
4140 S. Nevada Ave.
St. Francis, Wisconsin 53235
Main POC: Luke Wagner, president
Email: lwagner@sheridanmold.com
Phone: 414.481.8203
Sheridan Mold & Engineering specializes in LSR mold building, from prototypes to precision class 101 flashless molds. The company manufactures injection molds, cold decks and end-of-arm tooling – all of which are crafted with cutting-edge technology and equipment. Sheridan Mold’s team has a trusted reputation for innovation, quality and versatility in every mold it builds.
Kallan Sales Development
346 Fairport Rd.
East Rochester, New York 14445
Main POC: Keith Bradt, owner
Email: keith.bradt@kallansalesdev.com
Phone: 585.484.1821
Kallan Sales Development helps mold builders drive revenue growth through proven sales strategies. With 20plus years of experience, Kallan Sales Development refines sales process activities, aligns sales teams and implements data-driven technologies to measure success and drive accountability. The company guides its clients through expansion and sales optimization, offering a detailed evaluation of current processes and a clear action plan with services that improve efficiency, shorten sales cycles and strengthen customer relationships.
By Rachael Pfenninger, director of strategic execution, AMBA
As the industry knows, developing its workforce continues to be a major priority for US mold manufacturers. This need is why the AMBA has launched initiatives like its Emerging Leaders Network, which prioritizes the connection of up-and-coming leaders and their personal and professional growth. But companies can’t survive just on a growing workforce – in fact, they need to meet profitability, customer satisfaction and company growth goals in order to hire anyone at all. So, it begs the question – how are mold builders today balancing these competing priorities?
During AMBA Conference 2025, three AMBA members – Zero Tolerance, Nicolet Plastics and Westminster Tool –came together to address how their executive teams perform this “balancing act.” During this panel session, each panelist – with guidance from facilitator Shelly Otenbaker, WayPoint Marketing Communications – described the strategies used to integrate next-generation employees in ways that benefit
company culture and drive employee inclusion, while still meeting company-wide profitability and efficiency goals.
Across all three panelists, there was an emphasis on how the newest generation of employees can impact the bottom line, even while they’re still learning. In fact, according to Steve Michon, owner at Zero Tolerance, this process of learning –and failing – is not just expected, but necessary. “Failure can be frustrating, but it’s a necessary byproduct of the training process – and sometimes, messing up can lead directly to success. Not only can these mistakes lead to improved processes, but they can give us a better understanding of where that employee will be most valuable, as well as a more complete grasp of that employee’s learning style.”
Other panelists weighed in on the discussion, highlighting how executives can go even further. For example, by involving employees in continuous improvement initiatives and leveraging their interests in areas like new technology, executives and management teams can foster the sense of belonging felt by the most ‘green’ of employees, leading to a higher rate of organizational involvement and employee retention – even if they may make some mistakes along the way.
Of course, learning doesn’t begin with the trainee – mentors and those who hold tribal
Across all three panelists, there was an emphasis on how the newest generation of employees can impact the bottom line, even while they’re still learning.
knowledge within the organization must be willing to share, teach and guide those new to the US moldmaking industry.
This point was highlighted by Murphy Forsyth, general manager, Zero Tolerance, and Lisa Pichotta, director of human resources, Nicolet Plastics, who each emphasized the important role that senior employees play in the training process. While Pichotta described Nicolet’s focus on internal structures, crucial conversations, facilitated training, an embrace of individualized learning styles and the significant role that pre-testing plays in the hiring and training processes (Pichotta leans on the PI Behavioral Assessment and emotional intelligence, for example), Forsyth emphasized that not everyone is meant to teach or train, and forcing someone to do so can be detrimental to a company’s culture. To manage this, Zero Tolerance has focused on the importance of a “bridge” – a person who, like herself, can go between seasoned employees, provide a buffer with new hires and speak the language of both. The company also leverages activities that are fun for everyone – activities that require new hires to engage in creative, outof-the-box problem solving.
Hannah Belmont, talent development, Westminster Tool, further elaborated on this idea by pointing to another key cultural and leadership element – one that’s worth pondering for any mold manufacturer. “There is a difference between the moldmaker unfamiliar with the best training methods and the ‘grumpy old men’ who are not willing to train at all. It’s really important for organizations that are genuinely interested in developing their workforce to identify the difference between the two and address those obstacles accordingly. It isn’t always the young people who need effective training.”
The full recording of this panel session, alongside instances of workforce development and its impact on profitability, efficiency and culture, is available to AMBA Conference 2025 attendees. Interested in accessing the recording? Contact the AMBA offices at info@amba.org or 317.436.3102 for purchase or to inquire about AMBA membership.
Services
• Finishes to all SPE-SPI standards
• Diamond Lapping
• Textured Surface Prep Benching
• Quoting from Drawings, Prints, Pictures and Parts
• On-Site Support
• 50+ Polishers
By Liz Stevens, writer, The American Mold Builder
The number of women in the executive ranks in mold building is on the rise. Why do women choose an executive career in mold building and what kind of background is good preparation for this type of professional role? American Mold Builders Association (AMBA) members include many successful, respected women in mold building C-suites, and The American Mold Builder magazine talked with four of them about their careers.
Camille Sackett is vice president of sales and marketing at Accede Mold & Tool, Rochester, New York. Francine Petrucci is president at B A Die Mold, Aurora, Illinois. Rhonda Lustenberger is president at Decatur Mold, North Vernon, Indiana. Hillary Thomas is vice president at Westminster Tool, Plainfield, Connecticut. The women shared their backgrounds and industry experiences, along with their insights into the growing prevalence of women in mold building.
These executives vary widely in the education they bring to mold building. Hillary Thomas has a bachelor’s degree in international business from Bryant University. Francine Petrucci has an industrial engineering degree with an emphasis on plastics and statistical quality control from Northern Illinois University. Rhonda Lustenberger has a bachelor’s degree in atmospheric science from Purdue University and has taken business classes and targeted training during her years at Decatur Mold. Camille Sackett has an AAS degree in mechanical engineering technology as well as an AS degree in engineering science from SUNY Monroe Community College, studied manufacturing engineering technology at Rochester Institute of Technology, and is working toward a combined BS/MBA at SUNY Empire State.
Sackett’s industry experience comes from her 32 years at Accede Mold & Tool. “I began on the technical side – drafting, mold design, project management, leading quality management systems and supporting complex tool builds,” she said. “I’ve been fortunate to have strong mentors at Accede for all aspects of the business. As my role evolved, I was mentored in leadership and business operations by Accede’s owner and president, and I now serve as vice president of sales and marketing.”
Lustenberger literally grew up in the industry. “My father and his partners started Decatur Mold when I was three years old,” she said. “As a curious child, I always asked questions about the business. I spent a lot of time in the shop with my dad as he worked many, many hours per week.” As a teenager, Lustenberger worked in the front office at the shop. After college, she moved to Chicago and built a career in sales and sales leadership, and worked at Thermo Fisher Scientific for 25 years in those roles. She served as a board member of Decatur Mold for 10 years prior to becoming its president in 2019.
Petrucci, who has been employed in mold building fulltime for 31 years, also was raised in the industry. “I grew up immersed in the two businesses my father founded,” Petrucci explained. “One business was a thermoset molding company in operation for about 13 years, beginning when I was seven. The other is B A Die Mold, which I am running today.” Petrucci held many different positions in the companies, including bookkeeping, shop greenhorn, general management, QA and press operator. “I also made it a point to participate in industry associations,” she said, “like the AMBA Chicago Chapter, Technology Manufacturing Aligned (TMA), Society of Plastic Engineers (SPE) and volunteering on local schools’ advisory boards for STEAM courses.”
Thomas also began her industry experience in the family business. “My dad started the company in our basement when I was five years old,” she said. “Over the years, I have worked in the front office, on the shop floor (grinding, polishing and running the Mantle machine), and in customer-facing roles in sales and project management.” After graduating from college, Thomas took a job in international sales for four and a half years and returned to the family business in 2017. “Since re-joining,” said Thomas, “I have been leading strategic growth and management oversight while executing the company’s vision.”
Each of these women had many options for careers to pursue, yet they chose to work in mold building. The reasoning behind their choices is enlightening. “I love the way moldmaking and manufacturing can impact someone’s quality of life,” said Thomas, “whether that is the quality of life for the employees working in the industry or quality of life enhanced through the products we create or by supporting the quality of life of the broader American economy. The products we manufacture are part of everyone’s daily lives in the home products we use daily, in life-saving medical devices, in the cars we drive and the list goes on.”
I love the way moldmaking and manufacturing can impact someone’s quality of life,” said Thomas, “whether that is the quality of life for the employees working in the industry or quality of life enhanced through the products we create or by supporting the quality of life of the broader American economy.
For Petrucci, it might be in the blood. “I fell in love with making things and how things work before I could read,” she said. “Manufacturing always has been an interest of mine. Of course, going to work with my father helped pique my interest in the plastics industry. He designed and manufactured molds for a variety of industries, which made it really interesting. Also, it may very well be ‘hereditary’ as my great-grandfather founded Chicago Molded Products, my grandfather owned a mold polishing business, an uncle also was a moldmaker/mold shop owner and two of my cousins are leadmen.”
Lustenberger also had family ties. “Since my father always was a toolmaker and business owner,” she said, “I was raised in this environment. I did break away and build my own career, but when my father needed someone to lead the company into the future, I stepped into the role. I have found it challenging, exciting and fulfilling.”
Sackett’s trajectory to mold building stems from her family’s long-standing employment in automotive manufacturing and mechanics. “I’ve been around factories and production my whole life,” she said. “I started drafting in middle school and attended a trade and technical high school for mechanical drafting and design.”
Sackett’s first co-op was at Eastman Kodak in an engineering group. “The experience gave me valuable real-world insight early on,” she continued. “I enjoy being part of our leadership team at Accede because the work is diverse, technical and rewarding. It is fulfilling to know we’re building tools that help deliver products that people rely on every day.”
“As a member of Gen X,” said Sackett, “I recognize that women remain underrepresented in moldmaking leadership roles, largely because few women from my generation and earlier pursued careers in manufacturing.” In reflecting on her time at a trade and technical high school, she recalled
When we as an industry and as a society look for the most talented person, regardless of how that person is packaged, we will push progress forward,” Lustenberger said.
that most of her female peers were studying cosmetology, accounting or clerical tracks. “I chose a different path,” she said, “because I had early exposure to manufacturing and automation through my family’s employment at General Motors – and I found it fascinating! Thanks to STEM early education and awareness, we are seeing more women entering the field and advancing into technical and executive roles.”
Lustenberger has seen an uptick in women in these roles. “Since I became more active in the industry in 2019,” she explained, “I’ve seen more women at conferences and online who are in leadership positions at mold companies. Many have strong engineering backgrounds, and I think that’s just great.”
Petrucci sees women executives in mold building as a longstanding but perhaps not obvious presence that continues to expand. “There are more women in upper executive positions than one might think,” she said. “And there are many more than when I first became involved, which is great. Women bring a different way of problem solving, and that only can help elevate the success of any team. Mold manufacturers always are solving problems! Personally, I prefer working with men, so the ratio of more men than women in the workplace has been, for me, a bonus.”
In Thomas’s experience, women are becoming more visible in upper executive positions. “While it isn’t typical to see females in upper executive positions, or even among most mold manufacturing teams or contract manufacturers, I do see the industry changing in the last few years,” she said. “Internally, we are 30% plus female. Externally, I would say that in my interactions with customers, suppliers and peers about 15% are female – and the percentage grows every year!”
The women cited many factors that have helped women make inroads in mold building, including an evolving work environment and campaigns by educational institutions that have promoted nontraditional careers for women. “I think that as shop cultures and work environments continue to evolve, so will the ability to attract and retain females,” said Thomas. “At Westminster, establishing a
culture of inclusivity based on emotional intelligence has allowed us to diversify in more ways than just gender. And the moldmaking industry, in particular, largely is built on relationships; for me, focusing on building relationships has been more important than proving my worth as a female.”
“I am not sure why there now are more women,” said Petrucci. “I never gave a thought to my gender when I chose my career path. I was raised to believe that I could do anything I put my mind to.” Petrucci was the only female in her high school auto and shop classes, and the only woman in the majority of her engineering classes in college. “I suppose that there are more women now due to the campaigns in school and on social media showcasing women in ‘nontraditional’ careers,” she said. “Also, as more women take the manufacturing career path, they set an example for their sisters and daughters. The movement snowballs.”
Lustenberger noted that changes in attitudes have been beneficial to women seeking a career in mold building. “I freely admit that I came into the industry in a way that is not available to most women because mine is a family business,” she said. “I try every day to earn the privilege that I was afforded. That being said, I think that the old barriers that women faced prior to about 2000 have gradually been broken down.” She believes that women now are freer than ever to pursue their career of choice, which, for some, is engineering, machining or manufacturing. “When we as an industry and as a society look for the most talented person, regardless of how that person is packaged, we will push progress forward,” Lustenberger said.
Sackett cited early exposure, hands-on learning and strong mentorship as aiding women in moldmaking careers. “When young women are introduced to technical careers early –and supported by educators, mentors and forward-thinking employers – it opens doors and builds confidence,” she said.
“Organizations like AMBA, Women in Manufacturing and the SPE Foundation also have reshaped perceptions and created opportunities. At Accede, President Roger Fox has prioritized growth, learning and capability across the board to create a culture where everyone has the opportunity to succeed and lead,” said Sackett.
Women are coming up through the ranks and having a strong impact on mold building. Stand back, because there’s just no stopping them.
More information: www.accedemold.com, www.badiemold.com, www.decaturmold.com and www.westminstertool.com
A look at the key roles of mold polishing through services, tools and equipment that deliver finishing processes to enhance the visual appearance and functionality of molded parts.
Alliance Specialties Corp.
847.487.1945
www.alliancelasersales.com
Alliance Specialties, a second-generation, family-owned business in Wauconda, Illinois, has been servicing the moldmaking industry since 1979. The company offers polishing, laser welding, hot runner repair and more; however, its polishing department has been assisting customers for over 45 years. Alliance uses the latest equipment, including electric and pneumatic hand tools and ultrasonic polishers. Its team utilizes this equipment alongside various grades of diamond compound, manufactured in-house, to deliver on industry-standard finishes. Alliance sets strict deadlines to help customers stay on time – two shifts, seven days a week. From single-cavity to high-cavitation medical or closure tools, Alliance helps meet industry needs.
Bales Metal Surface Solutions
800.215.6653
www.balesusa.com
Bales Metal Surface Solutions, Downers Grove, Illinois, offers mold polishing services using advanced techniques to achieve mirror-like finishes or specific textures – all completely done by hand. With decades of industry experience, Bales delivers precision polishing tailored to each mold’s unique geometry and surface requirements. Whether for plastics injection, blow molding or compression tools, Bales guarantees consistent, high-quality results. Its commitment to excellence, quick turnaround times and attention to detail make it a trusted partner for manufacturers seeking top-tier mold maintenance and surface enhancement solutions.
Gesswein
203.366.5400
www.gesswein.com
Gesswein, Bridgeport, Connecticut, is a fourth-generation family business specializing in precision metalworking tools, equipment and services for the tool and die and
jewelry industries. With over 15,000 products, its offerings include laser welders, engravers, ultrasonic polishers, abrasive consumables and much more. Gesswein is committed to customer support, providing personalized technical training and services for its equipment. Additionally, Gesswein offers mold and die polishing classes led by master mold polishing instructors at its Bridgeport office and on-site classes led at customer facilities. Dedicated to both quality and hands-on training, Gesswein aims to empower professionals with tools and knowledge.
St. Paul Engraving, Stacy, Minnesota, offering laser and chemical mold texture engraving, mold polishing, mold repair services and more, has announced the launch of a new addition to its advanced laser technology. This state-of-the-art technology delivers unmatched precision, consistency and speed for intricate surface finishes and detailed engravings across diverse materials. Designed to meet industry standards, it enables faster turnaround times and enhanced design flexibility for manufacturers and moldmakers. St. Paul Engraving continues to set the benchmark in innovation, empowering clients with craftsmanship and customized solutions for complex projects.
Ultra Polishing, Elgin, Illinois, offers polishing services from a uniform stoned finish to an optical quality diamond polish – or anything in between – including 3D printed parts, surgical parts and medical implants. The company is capable of handling projects from large agricultural or construction vehicles to small medical devices, all while offering fast delivery, quality and a competitive cost, and because the team understands the intricacies of plastics injection molding and die casting, Ultra Polishing helps clients select the best finish for their products.
HEIDENHAIN, Schaumburg, Illinois, which develops, manufactures and sells components for the core industries of machine tools, electronics and automation, has partnered with the Machinists Institute, a non-profit training organization in association with the International Association of Machinists and Aerospace Workers (IAM) trade union. The Machinists Institute, with facilities on the West Coast, provides apprenticeship and training in support of workforce development in the manufacturing, machining and industrial sectors. It provides standard training curriculum in manual and CNC machine operation and programming, robotics, additive manufacturing and shop economics. The HEIDENHAIN
Manufacturing Innovation Hub, launched in April 2024 and located in Fremont, California, serves as a hands-on training facility that enables outreach to the Bay Area companies, universities and trade schools. For more information, visit www.heidenhain.us.
KUKA Robotics, Shelby Township, Michigan, a global automation corporation, opened its doors to more than 200 people for Manufacturing Automation Tech Day on February 26, 2025. Developed for manufacturers across the Midwest and southern Ontario challenged by labor shortages and increased production goals, KUKA’s interactive curriculum featured autonomous mobile robots (AMRs), automated machine tool solutions and welding robotics. KUKA showcased its newest AMRs, including KMP 600P, KMP 1500P and KMP 3000P. For more information, visit www.kuka.com
Oerlikon HRSflow, part of the listed Swiss Oerlikon Group, Byron, Michigan, a manufacturer of hot runner systems, has appointed Thierry Fabozzi as general manager of North America. As part of a structured succession plan developed in collaboration with Italo Bincoletto, who will continue to support Oerlikon in sales and strategy as president, the move further strengthens the company’s presence in the automotive industry. With over 30 years of experience in packaging technology and a multicultural approach, Fabozzi plays a pivotal role in expanding Oerlikon’s US presence, with a particular focus on the packaging, medical, consumer goods and logistics sectors. For further information, visit www.hrsflow.com.
PCS Company, Fraser, Michigan, a supplier of mold bases, mold components and molding supplies, has hired Michael Stemm as business development manager. With over 40 years of experience in the automotive and plastics industries, he will closely work with the leadership and customer teams to drive innovation, strengthen client relationships and support the continued growth of PCS’ product and service offerings. Before joining PCS, Stemm served as director of Consumer Vehicles Off-Road NAFTA at GRAMMER Americas, leading cross-functional teams across sales, engineering and operations to deliver seating solutions for the construction, agriculture, material handling and turf care sectors. For more information, visit www.pcs-company.com.
Slide, Wheeling, Illinois, a chemical manufacturing company that supplies mold releases, injection mold cleaners and rust preventives, has implemented the Slide Hazardous Aerosol Return Program (SHARP) as part of the ISO 14001 environmental standard and a value-added service for its customers. The primary objective of the SHARP program is to handle hazardous waste properly by collecting Slide-labeled aerosols for easy reprocessing. For more information, visit www.slideproducts.com
TRELLEBORG INVESTS IN TOOLMAKER APPRENTICESHIP
Trelleborg Medical Solutions, Plymouth, Minnesota, which develops, manufactures and supplies engineered solutions for demanding medical, biotech and pharmaceutical applications, has invested in a certified toolmaker apprenticeship program in Delano, Minnesota. Trelleborg will hire graduates as a
toolmaker, Class B or a machinist, with eligibility for promotion to toolmaker, Class A. The apprenticeship program will include mentoring and training in the following areas of tool building and mold maintenance: computer numerical control (CNC) and electrical discharge machining, tool design and automation, mold processing and operations, computer-aided design (CAD) software, computer-aided manufacturing (CAM) software, quality and safety. For more information, visit www.trelleborg.com.
WITTMANN USA, Torrington, Connecticut, a global manufacturer of injection molding machines, robots and auxiliary equipment, has promoted Jonathan Fowler as national sales manager for its Materials Handling and Auxiliaries division. He joined Wittmann in 2008 and has served as inside sales manager for this division for six and a half years. A 10-year Navy veteran as an auxiliary technician and instructor, Fowler began his WITTMANN career as a service technician and spent three years installing, starting up and training customers on material handling systems. For more information, visit www.wittmann-group.com.
By Keith Bradt, owner and business development director, Kallan Sales Development
Manufacturers today are in a period of rapid innovation relative to how many of their organizational groups operate. They are leveraging advancements in technologies to influence their manufacturing strategies –driving more efficient methods and allowing them to remain competitive in the current economic climate. At the same time, within many of those same organizations, their sales teams are falling behind following legacy models that are no longer as effective as they need to be to build sustainable revenue growth.
Recent studies show that approximately 50% to 75% of manufacturing companies use some form of automation within their production operations. According to similar industry surveys, the adoption rate of production automation tools in injection molding typically is around 70% to 90%. However, the use of sales automation tools among many of those same manufacturers tends to be around 30% to 50%, with the adoption rate of sales automation tools in the injection molding sector following suit and often ranging from 20% to 40% (See chart below).
This overwhelming disparity has not only helped to uncover operational detachment but, combined with the advancements in sales technology, it has further highlighted that for many manufacturers the sales process has not evolved into the modern discipline it needs to be.
Sales teams often remain tethered to outdated strategies, unable to match the pace of transformation seen in production and operations. While manufacturers are implementing technologies like AI, IoT and automation
to streamline workflows and reduce inefficiencies, sales processes frequently rely on legacy systems, manual reporting and disconnected tools. This disconnect not only hinders sales productivity but also creates a misalignment between the operational improvements within the organization and the value communicated to potential customers. To bridge this gap, manufacturers must rethink their approach to sales – integrating data-driven insights, modern CRM systems and digital tools that align with the speed and intelligence of the broader manufacturing process.
The advancement in sales technology and access to AIgenerated data has reshaped the landscape of the modern sales process. For years, the internet has created a dramatic shift in the balance of the buyer vs. seller relationship. It used to be that a seller had to push product or service information onto prospects and pull them through the sales process. Today, an audience has increased access to information and does more research initially during their buying process. So now, modern sales professionals, must guide prospects on their buying journey – helping them make informed decisions.
Because of this evolution, how sales professionals approach their audience in today’s market is very different. Cold calling is dead! – or, at least, less effective than it used to be. This is not to say “it does not work,” but it is not repeatable or predictable, which are key elements to accelerate revenue growth sustainably. These sales technology advancements have reduced the reliance on cold calling as a primary sales t
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activity, shifting an increasing importance to activities such as inbound selling, outbound outreach and account management as the primary drivers in effective lead generation.
With the rise in importance of these activities, manufacturers are forced to rethink the structure of their current sales organizations. A clear understanding of the resources required to be most effective and how they are utilized is critical to success. Accompanied by an established sales process with stage-specific activities, clearly defined roles and responsibilities must be outlined in order to allow sales teams to operate more effectively.
It’s time to start applying standard work to sales and think of systems and technology as job roles within manufacturers’ sales and marketing organizations – much like robotics are thought of on the production floor. This does not mean that technology alone can replace functions of the sales teams, but it can drive efficiency and increase effectiveness which, in turn, increases sales productivity, fosters improved team performance and drives profitability.
Marketing and Client Development
At the front end of the client adoption process, marketing efforts can benefit from the use of technology in areas such as the development of automated lead nurturing and scoring. By identifying high-potential leads using predictive analytics, a sales organization quickly can identify the prospects that are more likely to become a client and where they are in their buying cycle. This ensures that the team is focusing on the right targets with the highest probability of converting to new business.
Why is focusing on the right leads important? According to Pipedrive, 34% of sales reps say that prospecting and lead qualification are their biggest challenges, and HubSpot reports that about 50% of sales reps’ time is wasted on unproductive prospecting.
Leveraging sales technology and artificial intelligence (AI) further, sales and marketing leaders can develop effective social media strategies that analyze metrics to provide insights that help to create tailored messaging based on customer activity and preferences. In turn, it will increase client engagement with a manufacturer’s brand. Why is this important? Research shows that most people only recall about 10% of what is said within 10 days of interaction. After calls, conversations or meetings, it is critical to have content provided that will support key discussion points or
service value. To drive further efficiencies, many AI-based tools can create emails with the desired message and tone, and can use existing content to drive more content, such as using the information in a presentation for a blog post or pre-event email blast – saving hours (and dollars) on original content development.
Using technology to structure, automate and manage the organizational sales process is hands down one of the most significant ways to have an immediate impact on revenue growth. According to LinkedIn, on average only 30% of a salesperson’s time is spent on selling activities. Typically, this results when the salesperson is having trouble with time management and does not know what to do next. For example, the salesperson spends too much time updating pipeline data or on unproductive activities that do not contribute to revenue generation. Sales technology can aid in these areas by creating automated workflows based on activities and tasks required to advance opportunities through the sales process, which – when structured to align with what is required to assist prospects through their buying journey – reduces the guesswork of what steps to follow when working to close new deals.
Sales technology not only optimizes how to sell, but it also elevates the level at which organizations use data to drive more educated business decisions. By leveraging technology, sales organizations can collect and organize customer data in a manner that allows them to analyze and identify patterns that lead to winning deals, utilize predictive analytic forecasting to monitor progress against established goals and automate report generation based on desired outputs. Also, by creating metrics that measure effectiveness, such as conversion timing between sales process stages, manufacturers are able to keep a pulse on the overall health of their sales organizations.
It is mentioned above that less than 20% of manufacturers provide ongoing training. An additional benefit to the building out of a sales technology strategy is the use of the data to enable sales organizations and to develop talent. By better understanding the health of sales organizations, manufacturers are able to more effectively identify training needs, improve specific selling skills where required, provide guidance and optimize each customer’s engagement. Based on predictive analytics, sales leaders can uncover specific challenges, such as prospecting
or discovery, and personalize training programs based on individual performance to help improve specific skills. This also supports improved upfront client dialogue by having the ability to analyze individual sales performance, providing insights and feedback to help salespeople refine their approach.
In order to reap the benefits that sales technology can bring to a manufacturer, a company must first establish a foundation built on structure, process and alignment in both its sales organization and overall organizational strategy, along with the technology chosen to use. Even if a sales organization is working today, is it good enough to help grow revenue at scale?
Frequently asked questions include: What are the first steps in implementing a new sales technology platform? What are the key factors to consider when choosing a sales technology platform? With limited resources, what should a manufacturer focus on first? How can this apply to a small team?
When manufacturers assess sales technology or automation, it is important they ask if there is a documented target
audience, markets and personas. Also, do they have a clear understanding of the buying process for customers to use when selecting a new product or service? Is the sales process clearly identified and does the sales organization understand how the business currently organizes and manages data?
If the answer is no to one or more of these questions, manufacturers could start with four easy steps.
1. Start with the most profitable customers to understand why the sales organization is successful. This will help define the target audience.
2. Understand the buying process by learning how current customers make purchasing decisions.
3. Clearly identify the sales process to outline the steps required within the sales organization to collect data, develop solutions and create proposals that will close deals.
4. Evaluate what the business is doing to organize and manage data.
In summary, manufacturers that have implemented comprehensive sales technology initiatives put themselves in a position to let data be the driver of their actions. They are able to present information in a manner that allows them to analyze their data, not just report on it, and translate it into actionable plans that can be managed, measured and utilized by their field sales teams. They can use historical data like lead conversion success, average deal size, profitability and product or industry alignment to highlight opportunities that fit a certain profile in which they have the highest probability of winning. This allows them to focus their sales teams on areas where there is a higher probability of success and determine the balance needed to win deals while maintaining profitability. It also puts sales leaders in a position to develop and coach their teams effectively, enabling them to be more successful.
Through Kallan Sales Development, Keith Bradt works with manufacturing organizations to provide a tailored approach to drive the efficiency of the sales process, sales enablement and accountability for top-line revenue growth. Holding a Bachelor’s in Engineering and a Master of Business Administration focused on sales leadership and the management of information systems, combined with more than 20 years of experience in manufacturing, product design, application engineering and technical sales, Bradt can help translate the complex nature of a manufacturing organization into a sustainable sales growth strategy.
More information: www.kallansalesdev.com
Young professionals are vital to the moldmaking industry, and it is important to acknowledge those making strides in shaping the industry’s future. MoldMaking Technology is recognizing our industry’s young talent through our 30 Under 30 honors program.
By Rachael Pfenninger, director of strategic execution, AMBA
At the end of 2024 and the beginning of 2025, 54% of manufacturers surveyed in the AMBA 2025 Business Forecast Report reported they anticipated or realized reshoring of business, demonstrating the positive effect that even limited tariffs have had on business over the last few years (Chart 1). As the Trump administration has moved to impose even greater tariffs over the last several months, a positive impact already is being realized by AMBA members like Hillary Thomas, vice president at Westminster Tool.
quoting and higher win rates, some already are looking toward their next, post-tariff obstacle – workforce attraction, retention and development. For example, in the first quarter of 2025, AMBA 2025 Business Forecast report respondents indicated that their anticipated capacity utilizations would hover close to 74%; but for many, decreased capacity is as much due to a limited labor pool as it is to business won and in progress.
For its members, access to the AMBA community, the association’s resources and its industry connections could be the difference between staying in business or closing their doors. To help its members address workforce challenges, AMBA has continued to develop resources specifically focused on this industry pain point; these are outlined below:
y The AMBA Emerging Leaders Network, which offers peer connection to emerging professionals within the AMBA community.
y Workforce development-specific benchmarking, like the recent AMBA Playbook on Employee Engagement, Satisfaction and Retention.
Chart 1
“The manufacturing tariffs imposed by President Trump and his administration have benefited our business, similar to the wide-scale tariff effort in 2018. For example, following recent announcements, our quote requests rose 25% in one month. These tariffs, particularly against China and other international competitors, clearly help level the global manufacturing playing field for the moldmaking industry, and we welcome their implementation,” said Thomas Although the recent tariffs applied to Chinese goods are celebrated by many domestic moldmakers like Westminster Tool, there’s no question that conditions remain volatile for the American manufacturing supply chain. Despite this uncertainty in the global marketplace, however, there are many ways in which US mold manufacturers can begin to prepare their businesses for what’s to come.
While US mold manufacturers are grateful for increased
y A monthly Grants and Workforce Incentives Tracking Matrix, which provides information on state, regional and national grants.
y Recruitment Tools and Playbooks, video and printed materials that support member recruitment and retention programs.
y A robust Skills Certification program, which assesses and certifies the skills of domestic, front-line mold manufacturing workers.
y No-cost professional development opportunities focused on a myriad of topics, including conflict resolution, lean manufacturing implementation, industry mentor connections and many more.
Much of the data cited in this article originated in the 2025 AMBA Business Forecast Report. To learn more about this report, the resources outlined above and AMBA’s advocacy efforts, visit www.amba.org
Roundtable Discussion – Senior Leaders, June 4, www.amba.org/events
Plant Tour Workshop – Finkl Steel, a steel production site for Swiss Steel Group, June 10, www.amba.org/events
Roundtable Discussion – Sales and Marketing, June 18, www.amba.org/events
Second Quarter Advocacy Update, June 26, www.amba.org/events
Roundtable Discussion – Senior Leaders, August 6, www.amba.org/events
Plant Tour Workshop– Tessy Tooling, September 11, www.amba.org/events
2025 iWarriors Alliance Charity Golf Outing, September 19, www.iwarriors.org/golf
Third Quarter Advocacy Update, September 25, www.amba.org/events
MD&M Midwest, October 21-22, www.mdmmidwest.com
Emerging Leaders Plant Tour Workshop – Dynamic Group, October 23, www.amba.org/events
2025 iWarriors United Tool and Mold Charity Golf Outing, October 24, www.iwarriors.org/golf
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