Join Barrett Hopper, Operations Director of the Americas at MKS Inc. and creator of Stratical leadership, as we unpack how he actually aligns strategy, execution, and culture across global manufacturing ops. In this live Unseen Impact session, Barrett will show you how he makes lean stick, turns top operators into leaders, and builds teams where people bring their full mental capacity to work. What You’ll Learn: ➡️ Stratical leadership in practice – how Barrett closes the gap between

The most powerful driver of performance in any operation isn’t a new system, a fancy dashboard, or another headcount requisition. It’s whether a leader can consistently draw the best thinking out of their people and turn that into action on the floor. When that kind of environment is present, you see it quickly: problems surface earlier, ideas don’t die in meetings, and teams have the confidence to tackle what looks “impossible” on paper. It’s a

Join Blake Pasker, Chief Operating Officer at Carley Foundry, Inc. ,as we dig into the practical, behind-the-scenes actions that allowed him to take revenue up 36%, from $500M to $680M in 2 years during his time at one of the leading chemical manufacturers. Blake has led teams across global companies such as Texas Instruments, 3M and Onto Innovation and will share his playbook for leadership, succession planning and turning underperforming teams into growth centers. What

Join Eduardo Pagani, Chief Operating Officer at Boule Diagnostics AB and founder of Manufacturing Simplicity, as we dig into the practical moves behind successful lean turnarounds and team-building strategies that actually stick. What You’ll Learn: ➡️ His playbook used to double productivity, shrink costs 40%, and take delivery times from 30% to 100% across multiple departments, without additional tech investment. ➡️ Step-by-step methods to creating cultures that find, empower, and engage top technical talent in

Join Brett Duffy, EVP of Operations and Engineering at CASPR Technologies, and I as we discuss career reinvention and defining your scope of influence once you get a seat at the executive table. What You’ll Learn: ➡️ How to thrive by boldly switching lanes — and why non-linear career paths can become secret weapons ➡️ Proven frameworks for finding, empowering, and mentoring top technical talent in today’s market ➡️ The playbook Brett used to turn

Change is never easy, especially in manufacturing and engineering facilities, where small disruptions can have massive impacts on schedules, budgets, safety, and customer commitments. Whether it’s restructuring a department, pausing a capital project, or shifting to new production technology, plant and engineering executives are often forced to make decisions that won’t please everyone. As Eduardo, a veteran operational leader, shares: “When I inherit a struggling operation, before any talk of turnarounds, I ask: What’s broken

Back in 1999, sitting in a classroom at Tianjin Middle School in China, I learned a story that flipped my understanding of what “leadership and finding talent” really means. The legend of Bo Le – the ancient Chinese horse expert – wasn’t just about horses. It’s a masterclass for every hiring manager who’s ever stared at a pile of resumes and wondered, “How do I find the one gem hidden amongst the masses? or “How

The numbers don’t lie: teams that mishandle the move from individual contributor to engineering or manufacturing team leader see measurable drops in engagement and output. If you’ve felt the pain of unclear expectations, shifting decision criteria, or a lack of support during this transition, you’re in good company. Identifying these pain points and finding champions within your organization can make all the difference. In this edition of, “Engineering 365” we’re celebrating our 80th article with

In manufacturing sectors, losing a key technical leader or operations manager isn’t just a headache. It’s a risk to the whole line, your delivery schedule, and your bottom line. In many facilities, the retirement of experienced supervisors, plant managers, and directors — often all within a short time frame — poses a strategic threat. I recently spoke with an HR leader who had 16 managers and directors at the age of 65+, and they feared

The stats regarding the value of small businesses to the US economy are well known. The Small Business Administration (SBA) has published that small companies (under 500 employees) represent more than 99.7% of all employers and 99% of U.S. manufacturers, which include automated and industrial industries. While these companies may appear to be “the little engine that could,” the people who power these organizations are increasingly concerned with and interested in ways to improve their