by Gary Mintchell | Feb 16, 2026 | Leadership
“What you’re supposed to do when you don’t like a thing is change it. If you can’t change it, change the way you think about it. Don’t complain.” I’ve seen this quote attributed many ways. But it’s a good, Stoic thought.
One of my early bosses taught me—don’t come to me with a complaint or problem statement; come with an observation and proposed solution.
In my turn in leadership, people would occasionally come to me with a “cool idea.” The expectation was that I’d go to work on it. I would respond, “That’s a great idea. Why don’t you grab the reins and lead that project.” Usually they would drop the idea and go away. Suddenly, it was not so “cool.” But a good, forward thinking idea with potential—those would get done. And a new leader born.
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by Gary Mintchell | Dec 1, 2025 | Leadership
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.
by Gary Mintchell | Nov 17, 2025 | Leadership, Manufacturing IT, Marketing, Software
Aras, a PLM developer, appointed a new CEO a couple months ago (see Aras Appoints Leon Lauritsen as Chief Executive Officer). Our schedules finally coalesced for a conversation.
I’ve been invited to two Aras community events over the past two years. Prior to that, my PLM market knowledge was dominated by three companies. To be honest, I’d never even heard about the company. With one visit and a few interviews, I knew there was something different and better here. (See this report from this year’s event Agentic AI, SaaS, Community—The Aras Community Gathering.)
Aras holds a smaller market position (based on conversations, not market research—something I shun), but it offers something that larger companies don’t. Enterprise and manufacturing software developers usually require users to change their operations systems to fit within the constraints of the software system. Aras provides a more flexible system—something that both Aras product people and customers have told me.
Lauritsen worked for a partner called Minerva for many years prior to its acquisition by Aras. He has held a couple positions within Aras mostly in sales leadership. His background also includes programming and product management—providing him with a background to lead the company in its next iteration.
Aras was a founder-led company until growth required someone to provide professional organization and systems. That leader was Roque Martin. After four years, the board felt it was time for the next step. Lauritsen told me this next step is to incorporate AI into the offerings. In fact, he looks to have the company “supercharge with AI.” He obviously didn’t get into the AI weeds, but I gathered the impression that his product people are working with a variety of approaches for the best fit for each application.
He starts with the customer as he defines his vision of the company. PLM defines the best ways of working for the customer. He has the company working in its labs to find innovative ways to implement AI for both within the organization’s development team and for best practices for customers.
Interesting given my recent work with organizations seeking data interoperability, Aras is seeking ways to coexist with current enterprise solutions.
Many times conversations with company spokespeople center on the product. I asked Lauritsen to define business values provided to customers. He told me about two customers at about the same stage of market development. One used the Aras PLM solution to improve systems to increase quality. The other had a different problem—product development time to launch. Aras provided solutions to fit the business need of the client.
While researching for the interview, I saw that Lauritsen had been on the Danish national Judo team and remains on the national Judo board. Judo requires as much mind training as physical training. So, I had to ask how Judo helps his thought process as a leader and marketer. He laughed, saying the other Aras folks on the call had probably heard enough about Judo. He gave an example from strategic marketing. The principle of Judo is to use the opponent’s force against them. When you face a larger opponent, you know you cannot directly engage, but you must look for the weak point where you can leverage their size agains them.
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by Gary Mintchell | Oct 29, 2025 | Education, Leadership, Personal Development
Observing the growing diversity of genders and races at engineering conferences over the past 20 years has been gratifying. I’ve been a “perp” at times over the years. When I had leadership responsibilities, I promoted unlikely people into strategic roles looking at their skill sets and social maturity. I had a female project manager and a sales engineer in the 1980s when many men were uncomfortable with that. They were good.
Melinda French Gates (Bill’s ex) recently appeared on a podcast. While celebrating the advances women have made, she noted the importance of bringing men along. I applaud the setting aside of an “us vs. them” mentality. I’m with Martin Luther King, Jr. when he asked that we judge people by the strength of their character, not by external factors.
I have watched for years how some boys and men have not been brought along with the progress of women, people of color, and privileged white men. I would see the woman of the family driving the car, going into the bank to do business, running other errands, while the guy sits slumped in the car playing a video game.
Sometimes parents have not been a help. Sometimes no coach or teacher or neighbor has come forward to offer guidance. They’ve heard that if you don’t go to college, you’re nothing. And their talents are not in that direction.
My last podcast discussed building a workplace that respects people. We need to help bring everyone along for the ride. We cannot sit back and expect other to do this.
If not privileged or exceptionally bright, what next
Tim Ferriss writing about Scott Galloway on his blog discusses disturbing statistics about young (and a little older now) men. They need guidance. OK, maybe sometimes a metaphorical kick in the pants. Check out Tim’s post and the discussion about Galloway’s new book.
What can we do either individually or through business to help bring these disaffected people along—all the while not forgetting to enable everyone?
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by Gary Mintchell | Oct 9, 2025 | Business, Leadership, News
Aras has invited me to their last two conferences. The company has been growing and developing interesting technologies. I’ve found customers appreciative of products and solutions. I have met with the CTO, but I’ve no direct dealing with the CEO level. I’m mildly surprised at the change in leadership. This appears to be a strategic step moving the company forward into meeting new challenges. It’ll be interesting to see how the new leader positions the company as he comes from the sales side. At least he’s not a finance person.
Aras, a leader in product lifecycle management (PLM) and digital thread solutions, announced the appointment of Leon Lauritsen as its new CEO. He succeeds Roque Martin, who is stepping down after guiding Aras to new levels of success and profitability.
Lauritsen’s appointment marks a significant new phase in Aras’ vision to redefine how product teams leverage PLM software, product data, and the application of AI to create value for their organizations. With nearly 30 years of experience in the PLM industry, Lauritsen most recently served as head of global sales and general manager for EMEA.
“Aras has a unique technology foundation and an incredible opportunity to transform the way companies experience PLM software. We have the software solution, the experience, and the strategy to help leading product-driven organizations successfully leverage data and AI,” Lauritsen said. “I am truly energized to lead this team during the technology shift caused by the adoption of AI, which will create opportunities for disruptors like Aras to change the industry.”
Roque Martin, who will transition to an advisory role with Aras, said, “Aras is an incredible company, and it has been my honor to lead this extraordinary team for the past four years. We have consistently hit our growth and profitability targets – and led the market with our transition to SaaS. Aras is now recognized as a PLM leader, able to compete and win against much larger competitors.”
Lauritsen has been with Aras for more than three years, having joined through the acquisition of Minerva in 2022. He started his career as an ERP programmer and consultant before holding a series of roles with Minerva over his 20 years at the company, ultimately becoming its vice president and partner responsible for business in EMEA and North America. Since joining Aras, he has held a series of go-to-market leadership roles with increasing responsibility. Lauritsen is an avid judo practitioner, having competed on the Danish national team. He is currently serving as a member of the elite sports committee for the Danish judo federation.
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by Gary Mintchell | Sep 26, 2025 | Business, Leadership, News
The headline comes from the giant consulting company, PwC. They do what these types of companies plus analyst firms do so well—send out a questionnaire called a survey, compile some statistics and occasionally comments, and publish a report. I think I know what my grad school professor would have thought about that..but, I digress.
Being a huge firm, PwC’s surveys are of C-suite executives. These people are supposed to have their fingers on the pulse of the market and what’s coming. In reality, they spend their days in meetings and react to the latest price of their company’s stock.
Be that as it may, here are relevant talking points from the latest survey:
- Unlike prior eras of industrial change, this one isn’t about technology alone. It’s about strategic reinvention — evolving the broader US economic system with innovation, resilience, sovereignty and national ambition at the center.
- 93% of industrials and energy leaders say we are on the brink of the next industrial revolution
- Stronger, smarter, sovereign American industrials and energy players are aligning innovation, policy and ambition
I’d be careful about what to wish for. I’ve been researching for an essay on the results of Germany’s vaunted Industrie 4.0. Their industrial sector is languishing at this time due in large part to global economic upheavals.
The press release included this spin:
The business of America is business (supposedly a President Calvin Coolidge quote) — entrepreneurial, risk-ready and opportunity-driven. When industry seizes not just one innovation but dozens and fuses them together, the result isn’t transformation. It’s creation.
That’s what’s happening now. US industrials and energy leaders, including manufacturers, power providers and utilities, are building something new: a self-healing, intelligent enterprise powered by AI, automation and data. This isn’t a patchwork of upgrades. It’s a paradigm shift that could reposition America at the center of global industrial leadership.
I’m sorry, but there is no other news coming my way that would suggest this optimism. It takes a few things for a shift. Someone must design a product that people want and will pay for, then someone must manufacture it.
America’s industrial strength is already backed by hard metrics. Take manufacturing. In 2024, US manufacturers contributed $2.91 trillion to the economy — more than the GDP of entire countries like France or the UK. If it stood alone, the US manufacturing sector would rank as the eighth-largest economy in the world. That’s just one pillar. Add in energy and utilities powering this transformation, and the scale of reinvention is even greater. This isn’t recovery, it’s reinvention at scale, positioning the US firmly at the center of global industry — and the next wave of innovation.
Sounds like marketing from the Manufacturer’s Association or something—well, actually, it is.
PwC’s new Future of Industrials Survey of 500+ industrials and energy C-suite leaders reveals that 93% say we’re on the brink of the next industrial revolution. Political winds may change, but this movement won’t. The convergence of pandemic-era supply chain failures, geopolitical conflicts and automation breakthroughs has locked in a long-term industrial reset. Tariffs are simply one tool. The deeper commitment is to prosperity and security through making critical goods at home.
So far, reports on the effects of tariffs show mixed results. Although it is true that tensions between the Chinese and American governments make it difficult for American manufacturers to do business there. And other costs show the futility of long, complex supply chains.
It is a call for transformation across core systems, from supply chains and intelligent manufacturing to data integration and regulatory agility. Roughly three out of four (73%) executives believe that companies failing to embrace industrial realignment will be irrelevant within a decade. That is not hyperbole. It is the new reality for leaders facing seismic shifts in technology, policy and global competitiveness.
Most industrials and energy executives (95%) say organizations need to focus on redefining their market approach rather than simply adapting to current conditions. And they are betting big on transformation. Ninety-two percent believe the industrial sector will progress faster than the technology sector in the next five years. That level of confidence is fueling the momentum behind this new wave of reinvention. This is not about incremental improvement. It is about seizing the opportunity to rethink everything: business models, supply networks, production ecosystems and customer engagement strategies.
Realize that this is all belief of industrial C-suite populations. I’m happy they are optimistic. Somehow, I’m not so sanguine. Reports reveal that many of these initiatives are not performing. I think these executives are going to have to sharpen their management and leadership skills.
Partner and analyst Ryan Hawk on his blog discusses what he calls five unstoppable forces.
1.) Supply chains and production are coming closer to home. Leaders have learned a hard truth: distance creates risk. While tariffs are an important consideration, supply chain proximity is a strategic necessity in this new era, not just a reaction to policy or government incentives. It’s about being faster to market, having more control and eliminating uncertainty, and those will be a business priority no matter the geopolitical climate.
2.) AI is reshaping the workforce. Forget the idea that AI will slowly creep into operations or existing processes. It’s already here and it’s changing the definition of work across the Industrials & Energy sectors. 90% of leaders say AI is causing them to fundamentally rethink job roles across their organization. Not to replace human workers, but to augment and evolve their roles.
3.) Factories and supply chains are becoming modular and self-aware. Systems that once took years to build, and couldn’t adapt once they were in place, are being replaced by modular plug-and-play operations designed to flex in real time.
4.) Energy is a strategic asset and a competitive edge. Energy has evolved to be a differentiator, not just a utility. Yet only 38% of executives say current infrastructure is capable of meeting evolving needs over the next five years. In response, companies are rewriting the energy equation. 80% plan to increase their investment in energy resilience over the next three years, and 34% expect a majority of their production to be energy independent by 2030.
5.) Intelligent and automated systems will be table stakes. Leadership is increasingly measured not by headcount or capacity, but by intelligence and automation. Across the board, executives are investing in smart systems to future-proof operations and unlock autonomy. 81% of executives are planning to scale up investment in robotics in the next three years, and 44% expect to convert more than 60% of their operations to intelligent systems by 2030.
