CONNSTEP is pleased to present this quarterly column profiling leaders in the Connecticut manufacturing community - sharing their thoughts, insights and predictions.

Laura Grondin, President & CEO
Hartford Technologies, Rocky Hill

 

The recession has in unexpected ways helped us. We used to be primarily a Tier 1 supplier, but as they outsourced more we became a Tier 2 supplier of the same products. In the process, we've discovered more customers and more end users, whom we would have never had access to before.

We've moved a large portion of our manufacturing overseas, and today primarily clean and assemble parts domestically, and manage product development, quality control, logistics, and inventory. Many of our customers are domestic, but the business we have in Europe and Asia has been growing and has helped to compensate for sales drops caused by the current recession.

I think the recession may have bottomed out. Many of our customers still have too much inventory to work through, but we are starting to see some of them come back. Our base business is stabilizing.

I am a third-generation manufacturer, and believe in manufacturing in the US, but I've learned that you have to have the guts to make the tough decisions, even if those include outsourcing parts, to survive and prosper.

The current economy has pushed us towards more aggressive marketing, including on the web. We're also innovating with products, by repositioning existing lines and exploring new industry segments for niche applications.

Most of the business that was going to leave for overseas production has already left. What will stay will likely have a low labor content, have a high machine or technology content, be a unique product, or be heavy enough that shipping from overseas would be prohibitive.

You have to know and understand the numbers in your business. Particularly right now, controlling cash is critical.

Laura Grondin

I studied architecture, but knew my primary interest was business. So when I graduated, rather than take a drafting job I decided to work in my father's business on the IT side. I thought that experience would open some doors for me and give me the work experience I would need before going for my MBA. I never imagined that I'd still be here 23 years later.

While business school would have given me more disciplined and structured approaches to problem solving-and possibly also a broader view of business operations-I think at this stage of my career I've benefited more from involvement in Vistage, CEO groups, business forums, and daily practical experience.

I worked my way up in the business-never really envisioning that I might end up as president. Starting in IT for a subsidiary business, I then became Controller of that business. After that I was made director of industrial relations, then general manager of Hartford Bearing Company, and later oversaw the consolidation of the businesses into Hartford Technologies. When my father retired in 1999, I became president.

The volunteer work I did for the Jaycees in my 20s has proven to be great leadership and management experience. If you can manage volunteers, you should be able to manage paid employees.

I've been an avid competitive sailor much of my life. I don't like leisure sailing or staying out on the water all day. I like the competitive element, being out there with a purpose and always trying to get better and faster.

From teaching sailing for years, I can see that part of being an effective leader is being a good teacher.

The most important thing I can do is be as clear and straight with people as possible. I've seen many people get into trouble when they start spinning to soften the blow or communicate a decision. But people appreciate being treated honestly and directly, and with their leaders being open and transparent.

I'm used to being the only woman in industry gatherings. Slowly more women are joining the ranks. Not many yet, but the numbers are growing, which is nice to see.

It's easy to get thrown by 'a great idea' that no one will really buy. I try to focus exclusively on what my customers value about my company and our products, and stick to those basics.

I learned an important lesson in quality back in the early 90s when I met with a customer to discuss a quality issue they had with our shipment. The plant manager told me that he planned to use every single part we shipped. I quickly learned that we could not afford to ship even one bad part.