Welcome to the Industrial Executive!

I’m super glad you’re here.

Let’s get to it!

First Solar is planning a new 3.7GW manufacturing plant in the United States, to open in 2026, expanding their presence and emphasizing the U.S. drive to boost domestic solar production.

I love to see it.

While I don’t think solar is going to replace any primary sources of energy, it is a mistake to discount it and pass up opportunities to invest in it.

Keep em’ coming.

Let's be honest about something most manufacturing professionals figure out too late.

I've watched brilliant engineers stuck at the same level for a decade while less technically gifted people with executive presence climbed the ladder.

Harsh? Yes.

Reality? Also yes.

Last month, I sat in on a hiring committee for a Director of Manufacturing Operations role.

Two final candidates.

The first had 20 years of experience optimizing production lines, deep knowledge of Industry 4.0 implementations, and a track record of driving millions in cost savings.

The second had decent experience but walked into the room like they already had the job. Spoke in outcomes, not tasks. Connected every technical point back to business impact.

Guess who got the offer?

Here's what nobody tells you when you're gunning for that VP or Director role:

Your boss isn't your friend.

They're managing a P&L and a board. When budget cuts come, loyalty means nothing. Results mean everything. I've seen 15-year veterans let go while the new hire who drove one successful quarter gets promoted. It's not personal. It's math.

That plant modernization project you poured your soul into?

If the timing's wrong or the CFO's having a bad quarter, it dies. Best ideas lose to better timing every single time. I learned this watching a $3M MES implementation get shelved because the timing collided with a bad earnings call. The work was perfect. The timing wasn't.

Most people at the executive table are faking half their competence.

The difference between you and them? They had the confidence to raise their hand anyway. They learned on the job. You're waiting until you're "ready." You'll be waiting forever.

Quiet effort rarely gets noticed.

I spent years thinking my work would speak for itself. It doesn't. If you're not communicating your wins, someone else is taking credit for them.

It's mechanics. Your VP doesn't have time to reverse-engineer who deserves credit. They remember who told them about the win.

Your value resets every quarter.

Last year's cost savings don't matter when this quarter's numbers are red. I've watched companies hand out awards in December and pink slips in February. The scoreboard resets constantly.

The company will move on the day you quit.

Sometimes faster than you'd like to admit. That "irreplaceable" role? They'll post it by end of week.

And here's the one that stings:

You'll outgrow some leaders. They'll resent it. Push forward anyway.

I've had bosses actively block my advancement because I made them look outdated. It cost me two years. Don't make my mistake, know when to move.

Accept these truths faster, grow faster. But don't just accept them… act on them.

Start treating your career like a product launch. Every quarter, document three things:

Send a brief update to your leadership chain quarterly. Not bragging. Just facts: "Q3 update: Reduced unplanned downtime by 23%, translating to $470K in avoided lost production. Next quarter: tackling supplier lead time variability."

It's all about communication.

You're making their job easier by helping them understand your value.

Most executives are juggling 47 priorities.

Don't make tracking your wins number 48.

Second move:

Stop saying "we" when you mean "I led." It feels uncomfortable. Do it anyway. "I led the team that redesigned the quality inspection process" is accurate. "We improved quality" makes you invisible.

Third move:

Practice talking about your work the way your CFO talks about it. They don't care that you "implemented a new SCADA system." They care that you "reduced quality defects by 15%, saving $280K annually in rework costs while improving on-time delivery to 97%."

The question isn't whether manufacturing leadership is fair. It's whether you're going to play the game as it actually exists.

Some of you reading this already know these rules. You've lived them. Others are realizing why that promotion went to someone else. Either way, the next move is yours.

What's the hardest career lesson you've learned on the plant floor?

Hit reply and let me know. I read every response.

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And that’s all folks!

Till next week,

The Industrial Executive