I receive few stories about good leadership in manufacturing (or anywhere else, for that matter). I read a business book in the 80s called Proactive Management. The author talked about all the stakeholders in a business—including owners, employees, customers, suppliers, community, etc.
For too long now, business has been under the spell of MBAs who studied Milton Friedman’s school of thought that there is only one stakeholder—shareholders. They said, let’s give executive management shares of stock so that they know what’s important. Unintended (or maybe intended) consequences—short-term thinking, share price manipulation, grifting, get-rich-quick schemes.
This is a story about Jody Chastain, CEO of a pharmaceutical manufacturer based in Columbia, SC. The company produces sterile Blow-Fill-Seal (BFS) technology for critical medications with precision and scale. Under Chastain’s leadership — following his career at Fuji Film — the company has experienced tremendous growth, expanding its technical capabilities while cultivating a culture that invests deeply in people.
This year, Ritedose launched “1000 Hours of Purpose,” a bold initiative granting paid volunteer time for employees to support nonprofits addressing urgent needs such as hunger, housing, and youth support. Partnerships include United Way, Homeless No More, Palmetto Place, and Meals on Wheels. The company’s commitment was recognized with the 2025 Outreach Award from the South Carolina Manufacturers Alliance, underscoring how purpose-driven leadership strengthens both communities and companies.
Chastain wrote on his blog A Season of Gratitude and Purpose: A Thanksgiving Message a couple weeks ago.
As we prepare to celebrate Thanksgiving, I find myself reflecting on what’s been a truly momentous year and the many blessings that have shaped both my personal journey and the growth of our organization. Although I typically don’t put much stock in anniversaries, 2025 does mark 30 years since the company’s founding, so it is a natural moment to look in the rearview mirror to see how far we have come and reflect on what brought us here.
Over the past 3 decades, the company has transformed from a showroom for Blow-Fill-Seal (BFS) manufacturing machinery, to a contract development manufacturing organization (CDMO) specializing in sterile, unit-dose medications, and additionally added capabilities to produce our own generic respiratory and ophthalmic medications for patients in need of affordable options.
It’s remarkable to found a company and be in business 30 years later. Only one company that I was part of the startup (out of seven or so) is still in business—and it is on its third owner. Growth is not everything, but a measure of growth is essential.
To support this transformation, our facilities have grown tenfold: from 50,000 to more than 500,000 square feet, culminating in this year’s grand opening of Ritedose Performance Park and our new distribution and logistics center. But growth isn’t just measured in square footage; it’s measured in lives touched and jobs created. Over that same period, our staff has grown from 11 employees to more than 600—a gain of over 500 jobs that support families across our region and strengthen the local economy.
He lists some surprising factors for growth.
As I look at the factors that have driven this exponential growth, one thing stands out. Ritedose has been built on the generosity, mentorship, and support of countless individuals and organizations across South Carolina. And with that good fortune comes a responsibility to give back to our patients, our people, and our community.
Inspired by my own journey and by Booker T. Washington’s words, “If you want to lift yourself up, lift up someone else,” as CEO, I have sought to infuse that same spirit of generosity into our organizational mission. It is a mindset that serves us well.
At Ritedose, giving back is central to our growth strategy and corporate culture. We believe that blessed organizations should bless others, which is why this year, we launched “1000 Hours of Purpose,” a bold new volunteer initiative that goes beyond traditional corporate philanthropy. Instead of simply encouraging staff to volunteer on their own time, Ritedose is donating 1,000 hours of employee paid volunteer time to support local organizations addressing urgent needs like hunger, housing, and youth support.
Can you list any organizations and people your company (or you personally) have supported?
In partnership with United Way of the Midlands, our teams have supported:
- Homeless No More, a transitional shelter for families
- Home Works of America, which provides critical home repairs for low-income residents
- Palmetto Place, a safe haven for homeless youth
- Transitions, which helps individuals move from homelessness to stable housing
- Sorting donations at Harvest Hope Food Bank
- Delivering meals through Senior Resources’ Meals on Wheels
- Organizing inventory for The Cooperative Ministry
A key characteristic of initiatives such as Lean includes emphasis on people.
But investments in programs like 1000 Hours of Purpose are more than charitable gestures; they’re strategic investments in our people. Helping others fosters connection, deepens engagement, and builds a shared sense of purpose. The result is a culture that retains talent and drives performance.
In my other writing on spiritual development, I try to emphasize ideas such as what Chastain notes, “This season reminds us that gratitude isn’t just a feeling, it’s a practice.”
I’d humbly suggest go and do likewise.
