Manufacturing Impact

About Manufacturing Impact

We believe the best way to create impact that lasts is by helping people grow. Manufacturing Impact is about building better people, better leaders, better businesses, and ultimately, better lives through conversations with people who are doing the work in manufacturing. Join Brandon Bartneck, VP at Wallbank Industrial and PJ Wallbank Springs as he explores the ideas, challenges, and opportunities for manufacturing impact. PJ Wallbank Springs: https://pjws.com/ (https://pjws.com/) Wallbank Industrial: https://wallbankindustrial.com/ (https://wallbankindustrial.com/)

Publisher

PJ Wallbank Springs & Wallbank Industrial

Category

business

Language

en

Explicit

No

First episode

15 Jul 2026

Latest episode

7 Oct 2026

Latest episodes

12 episodes in the feed.

1. 

   7 Oct 2026

   #12: How People Grow Through Work

   Brandon Bartneck, Host and VP of Engineering at PJ Wallbank Springs, breaks down the middle step of his three-part framework for maximizing impact: 1. identify your unique gifts and talents, 2. develop those gifts and talents, and 3. deploy your gifts and talents to create impact. This solo episode focuses on the often overlooked work of development and why it matters just as much as raw talent or experience. Brandon shares what he believes are five conditions necessary for growth and then shows how it plays out in both football and a professional engineering leadership role. The episode is especially useful for anyone trying to improve themselves, lead a team, or build a culture where people actually get better. Key topics Why experience alone doesn’t guarantee growth Five conditions for individual growth and development The difference between a useful stretch and a task someone isn’t ready to handle What Brandon had to learn when he began leading the engineering function How candor makes feedback and development possible Why reflection has to lead to a change in how you work How leaders can spot the next opportunity for someone to grow Timestamps (00:00) - Introducing the three-part impact framework: identify, develop, deploy (00:58) - Why development is often misunderstood as automatic experience (01:54) - Quality practice matters more than simple repetition (02:23) - Capability compounds and weak development creates long-term drag (02:50) - The five conditions for individual development (03:19) - Ownership: your development is your responsibility (03:49) - Why real growth requires hard things (04:17) - Honesty and candor about success, failure, and current capability (05:14) - Reflection and learning as a repeating feedback loop (05:44) - Why environment and support shape development outcomes (07:09) - Football as a clear example of development in action (10:02) - Translating feedback into specific skill work (11:27) - Coaches and culture as force multipliers for growth (12:33) - Taking over an engineering function and facing a steep learning curve (13:32) - Identifying gaps in product knowledge, leadership, and systems thinking (15:51) - Learning through textbooks, formulas, observation, and expert input (17:17) - Applying lessons outside the office through ongoing reflection (19:41) - Why most people struggle with ownership, candor, and intentional growth (22:23) - How leaders can create a development environment for others (23:17) - Resources, nudges, and human check-ins as leadership tools (24:45) - Closing reminder to take personal development seriously Connect with Brandon Bartneck (https://www.linkedin.com/in/brandonbartneck/) Follow Manufacturing Impact (https://www.linkedin.com/showcase/manufacturing-impact/)

2. 

   23 Sept 2026

   #11: Why Your Team Keeps Missing the Root Cause

   In this continued conversation, Tom Foster and Brandon Bartneck apply Elliott Jaques’s time-span framework to a problem manufacturing leaders know well which is recurring issues that never seem to reach root cause. Tom distinguishes different levels of problem solving such as trial and error, documented best practices, and root-cause analysis. Each is useful for a different kind of problem. He also explains why teaching someone an A3, 8D, or another root-cause process doesn’t guarantee they’ll use cause-and-effect reasoning when the pressure is on. Brandon tests the framework against the work of an engineering leader. A role with a relatively small team can still carry significant complexity when the leader must rebuild technical knowledge, resolve systemic equipment problems, and translate unclear customer needs into new capabilities. Tom and Brandon also address the practical implication for hiring and organizational design and encourage leaders to define the decisions, problems, outcomes, and time horizon a role will own before evaluating the candidate. Key Topics: How problem-solving methods change as the complexity of the work increases Where trial and error and documented best practices are effective Why root-cause training may break down under pressure The role of cause-and-effect reasoning in solving unfamiliar problems How ambiguity increases the complexity of engineering leadership Why team size can be a poor measure of a role’s difficulty What happens when someone’s capability doesn’t match the work Defining the decisions and problems in a role before hiring Timestamps: (00:00) - Applying time-span thinking to recurring production and quality problems (02:47) - The five levels of work and their time horizons (05:49) - Trial and error, best practices, and root-cause analysis (08:07) - The limits of teaching root-cause tools (09:40) - Why people default to familiar methods under pressure (15:42) - Scoping the real complexity of an engineering leader role (18:54) - Turning unclear customer needs into a testable solution (22:01) - What a capability mismatch looks like during a project (25:26) - Detecting a mismatch before the project fails (27:27) - How organizational design affects culture and performance (28:26) - Defining the work before hiring Connect with Tom Foster (https://www.linkedin.com/in/fosterlearning/) https://managementblog.org/ (https://managementblog.org/) https://timespan101.com/ (https://timespan101.com/) Connect with Brandon Bartneck (https://www.linkedin.com/in/brandonbartneck/) Follow Manufacturing Impact (https://www.linkedin.com/showcase/manufacturing-impact/)

3. 

   16 Sept 2026

   #10: When Strong Performers Struggle in Bigger Roles

   In this episode, Tom Foster, Owner of Foster Learning Corporation, joins Brandon Bartneck to explain why someone can perform well in one role and struggle when the work becomes larger, longer-term, or more ambiguous. Drawing on Elliott Jaques’ research, Tom introduces four factors that influence performance: required behaviors, interest and passion for the work, skill, and capability. He explains why training can address a skill gap while leaving other causes of underperformance unresolved. Tom also introduces time span as a way to understand capability. As work extends further into the future, leaders have to make decisions with less complete information, anticipate what could go wrong, and create alternate paths without waiting for someone else to direct each step. This is the first of a two-part conversation with Tom. It establishes the framework for a continued discussion about matching people to work and applying the concepts across different levels of a manufacturing organization. Key topics: Why strong performance in one role may not predict success in another The Peter Principle and the multiple causes of underperformance Four factors behind performance: required behaviors, interest and passion, skill, and capability The difference between technical knowledge and practiced execution Why additional training cannot resolve every performance gap How time span connects capability to the complexity of a role Making long-term decisions under uncertainty and ambiguity The difference between working independently and working with close direction Why executives and production teams naturally operate across different time horizons Timestamps: (00:00) - Introduction to Tom Foster and the practical value of his work (01:34) - The research behind the conversation (02:49) - Why successful employees can struggle after moving into a new role (03:29) - The Peter Principle and the causes of underperformance (11:40) - Distinguishing motivation, skill, and capability (13:02) - Understanding capability through time span (17:53) - Managing long-term work under uncertainty (19:15) - The difference between autonomy and close oversight (19:40) - Working into the future without direction (23:26) - How managerial levels expand the context of the work (24:15) - Applying time span to the future of a manufacturing system (27:02) - Why executives and production teams see different parts of the same problem (29:01) - How the application and consequences change the work required Connect with Tom Foster (https://www.linkedin.com/in/fosterlearning/) Connect with Brandon Bartneck (https://www.linkedin.com/in/brandonbartneck/) Follow Manufacturing Impact (https://www.linkedin.com/showcase/manufacturing-impact/)

4. 

   9 Sept 2026

   #9: Why Telling People What to Do Isn't Coaching

   In this episode, Tracey Fletcher, Chief People Officer at PJ Wallbank Springs and Wallbank Industrial, joins to explore why telling people what to do isn't coaching. Tracey shares a 4-step framework that leaders can using between setting expectations and checking results to move from intention to actual behavior change. This includes communicating what needs to happen, modeling what good looks like, staying close to support while the person practices, and reinforcing progress. This conversation is especially useful for leaders who want better performance from their team without falling into the trap of either micromanaging or simply delegating and hoping for the best. Key topics: Why clear instructions alone rarely create lasting behavior change Coaching for business performance while helping the person grow Building the foundation for candid coaching through care, curiosity, trust, and relationship Tracey’s four-part coaching sequence: Tell me. Show me. Help me. Recognize me. How experienced leaders can model their thinking without taking ownership of the work back Using in-the-moment feedback and practice to help a new behavior take hold Letting the employee reflect first so they strengthen their own judgment and self-awareness Why leaders should examine the coaching process when the expected behavior does not change Timestamps: (00:00) Welcome (00:19) Why leadership requires coaching (01:14) Coaching for performance and the person behind the performance (03:57) Building the foundation through care, curiosity, and relationship (05:15) Why trust, vulnerability, and candor matter (07:13) Tell me. Show me. Help me. Recognize me. (11:17) The sports analogy: instruction cannot replace supported practice (12:52) Moving from task-level direction to active coaching (16:39) Modeling what good looks like without taking the work back (19:12) Why expertise makes it easy to forget what learning feels like (20:44) Applying the coaching sequence to performance conversations (25:17) Letting the employee reflect before the leader gives feedback (27:50) Building skills that serve the person beyond one result (29:42) Why coaching is foundational, demanding, and worth the effort (30:26) Looking in the mirror when behavior does not change Brandon Bartneck (https://www.linkedin.com/in/brandonbartneck/) Tracey Fletcher (https://www.linkedin.com/in/tracey-fletcher/) Manufacturing Impact (https://www.linkedin.com/showcase/manufacturing-impact/)

5. 

   26 Aug 2026

   #8: Leading a Team That Performs Without You

   In this episode, Aaron Hensler, Senior Director and Chief Engineer for Commercial Vans at Rivian, shares how leaders create clarity in complex environments and build teams that continue performing after they step away. Aaron draws from his experience in organizations ranging from a 150-person prototype manufacturer to General Motors and Rivian. Key topics The difference between status-driven leadership and impact-driven leadership. Why clarity matters most when complexity is highest, and why leaders must reduce anxiety by creating understanding and direction. The value of being able to zoom in and out between strategic leadership and hands-on problem solving on the floor. How humility and servant leadership show up in practice, including helping with service parts and being willing to do the urgent work when needed. Practical framework for thinking in swim lanes, mapping how work moves across people and functions so leaders can understand where to deploy resources. Exploring company size and whether impact comes more from fit or from adaptability, using examples from small prototype companies, Rivian, and General Motors. Measuring impact by what remains after stepping away as a leader. Timestamps 00:00 - Introducing Aaron Hensler 01:22 - Why this kind of work is worth a career 03:31 - Leaving GM for Rivian and choosing growth over status 04:31 - Why clarity is essential in complex leadership 06:37 - The value of being useful in high-performing teams 07:36 - Different skills matter on the same team 09:44 - Balancing tactical problem solving with strategic leadership 10:21 - Humility and servant leadership on the floor 11:11 - Efficiency versus effectiveness in leadership 12:07 - Scaling through people versus scaling through systems 13:26 - The swim lanes framework for cross-functional leadership 15:36 - The danger of acting before understanding the problem 16:02 - Mapping silos and decision flow at GM before making changes 17:22 - What impact looks like across different company sizes 18:49 - Why small, mid-size, and large companies each have different leadership challenges 20:09 - The aircraft carrier versus speedboat analogy for organizational change 23:25 - Measuring success by what you can control 24:21 - Coaching as a way to build growth mindset and team confidence 25:27 - Matching leadership style to each person’s needs 26:28 - There is no single right answer in leadership 28:00 - Setting specific goals and adjusting them as you learn 30:25 - Aaron’s definition of lasting impact 31:25 - The most rewarding impact is when the team excels without you Connect with Aaron Hensler (https://www.linkedin.com/in/aaron-hensler/) Connect with Brandon Bartneck (https://www.linkedin.com/in/brandonbartneck/) Follow Manufacturing Impact (https://www.linkedin.com/showcase/manufacturing-impact/)

6. 

   19 Aug 2026

   #7: People & Performance Are Not Competing Priorities

   In this episode, Brandon Bartneck and Chris Wallbank, CEO of Wallbank Industrial (https://wallbankindustrial.com/)and PJ Wallbank Springs (https://pjws.com/), discuss why strong financial performance and a people-centered culture are not in conflict, but instead reinforce each other. Key topics People and performance are not tradeoffs. The best organizations do both and get a flywheel effect from it. High performers want to work with other high performers, and that raises the standard across the business. Cohesive teams create energy, fulfillment, and better execution, while poor teams drain morale fast. Financial performance gives an organization the right to invest in their people. Leaders have a responsibility to build cost structures that can survive downturns, not just optimize for the next quarter. Competitive advantage only counts if it shows up in the P&L. Vertical integration is not automatically a strength if it worsens capital structure or cost structure. Engineering leaders need to think like business owners, not just function owners, and connect product and process decisions to customer value. People are the source of competitive advantage, and competitive advantage is what enables reinvestment in people. Timestamps (00:00) Chris Wallbank returns to discuss people and performance (00:46) Why caring about people and caring about performance are not opposites (02:01) How team performance affects energy, mastery, and business outcomes (02:59) High performers expect to work with other high performers (04:05) Moving from silos to teams on the production floor (05:33) Why people want to be part of something good or great (06:42) Why financial stability matters for meaningful impact (07:31) Caring for people means helping them grow professionally (08:18) Why organizations must earn the right to invest in employees (10:16) Profitability as the decision point for reinvestment versus extraction (11:30) Why some business models cannot credibly promise no layoffs (12:44) Leadership responsibility to build resilience before a downturn (13:45) Quarter-to-quarter thinking versus long-term stewardship (17:17) Competitive advantage as sustainable differentiation (19:35) Understanding Michael Porter and practical competitive analysis (20:23) Why advantage must show up in the P&L (22:16) The limits of vertical integration as a strategy (24:43) What competitive advantage means for functional leaders (25:27) Engineering as the heartbeat of the organization (26:54) Engineering leaders as enterprise-centric, not function-centric (27:53) Differentiation must create customer value or it fails (28:25) Thinking like a business owner in product development (29:23) Growth is easier when you are not trying to differentiate (30:09) Why undifferentiated product lines are dangerous for jobs (31:23) The flywheel between people, performance, and competitive advantage (32:25) Why this topic matters for any purpose-driven organization Connect with Chris Wallbank (https://www.linkedin.com/in/wallbankchris/) Connect with Brandon Bartneck (https://www.linkedin.com/in/brandonbartneck/) Manufacturing Impact (https://www.linkedin.com/showcase/manufacturing-impact/)

7. 

   12 Aug 2026

   #6: The Best Plant Managers Lead Like Coaches

   In this episode, Aron Kolosik, Founder of AK Coaching, shares insights from his 30-year career in manufacturing on how plant managers can create meaningful impact, foster team growth, and navigate the unique challenges of operational leadership. Key Topics: The critical role of a plant manager as a mini-CEO and their impact on team and community Challenges and misconceptions about the plant manager role and how to reframe its perception Parallels between sports coaching and manufacturing leadership: building culture, systems, and results Strategies for managing recurring issues through prioritization and systemic problem solving The importance of reflection, vulnerability, and relationship-building for effective leadership Balancing impact and burnout: setting boundaries while operating in a purposeful space Leveraging AI and technology to streamline preventative maintenance and problem-solving Developing skills incrementally: trusting team members to handle tasks at 80% competence to free up leadership bandwidth Timestamps: 00:00 - Introduction to manufacturing impact and guest Aron Kolosik 00:30 - Aron’s background and career in manufacturing leadership 01:15 - Defining a successful plant manager and their responsibilities 02:22 - How perceptions of plant managers are shaped and misconceptions 03:22 - Parallels between coaching sports and manufacturing leadership 05:26 - The opportunity and lack of awareness about the plant manager role 07:03 - Living a purpose-driven life through leadership and impact 08:00 - The importance of developing others and coaching at work 09:37 - Caring deeply about team development and work impact 10:37 - Balancing meaningful impact with stress and time commitments 11:45 - Managing workload, impact, and personal boundaries 13:10 - Structuring time for reflection and relationship building 14:39 - Prioritization in firefighting and systemic problem solving 16:00 - Approaching recurring equipment issues with targeted solutions 18:05 - Using AI to accelerate troubleshooting and preventative maintenance 20:42 - Prioritizing systemic issues over solving every individual problem 24:20 - The importance of understanding failure modes and building robust systems 28:16 - The enduring value of human judgment and leadership relationships 30:21 - The role of reflection and self-awareness in leadership development 33:07 - Building trust through vulnerability and authentic relationships 35:33 - The loneliness of leadership and the value of coaching and community Connect with Aron Kolosik (https://www.linkedin.com/in/aronkolosik/) AK Coaching (https://aronkolosik.com/) Connect with Brandon Bartneck (https://www.linkedin.com/in/brandonbartneck/) Manufacturing Impact (https://www.linkedin.com/showcase/manufacturing-impact/)

8. 

   5 Aug 2026

   #5: Why I Left Boeing to Create Greater Impact

   In this episode, Brandon Bartneck explores how understanding, developing, and deploying your unique strengths can lead to a career that genuinely creates positive impact. He dives into his personal journey in manufacturing from a big aerospace company (Boeing) to a small, family-owned automotive company (PJ Wallbank Springs) and shares his lessons learned on finding fulfillment through impactful work. He encourages listeners to focus on finding the right environment that allows you to use your talents to serve others instead of chasing a cool product, well-known brand, or collecting a paycheck. Key topics: The importance of identifying and cultivating personal gifts to serve others Brandon’s early career: working at Boeing and his realization that product impact alone wasn’t enough for fulfillment Transitioning into business development to understand how products and services create value The significance of aligning your career with your unique strengths and the impact you want to make How working in a family-owned manufacturing environment can offer scale and meaningful influence The challenge and opportunity of leading in complex, dynamic manufacturing environments The role of empathy, systems thinking, and long-term commitment in fostering a thriving workplace The societal and economic importance of manufacturing, especially in community impact and culture Why manufacturing is an underrated sector with high impact potential for those willing to roll up their sleeves Encouragement for professionals wired for problem-solving and service to pursue careers in impactful manufacturing roles Timestamps: (00:00) - Introduction (00:30) - The worldview of creating meaningful impact through gifts and strengths (00:58) - Early career at Boeing: impact through product and recognition of fulfillment gaps (02:24) - Moving into business development: understanding value creation (03:42) - Connecting personal purpose with business impact (04:11) - Lessons from working in engineering services and developing core skills (05:32) - Developing empathy, systems thinking, and strategic influence (06:30) - Recognizing the limitations of consulting roles for meaningful impact (07:56) - The importance of aligning career with personal gifts and societal contribution (08:54) - Why impact in manufacturing is profound and often underestimated (10:48) - The role of leadership and care in complex manufacturing environments (12:45) - The societal importance and future opportunities in manufacturing (15:10) - The unique opportunity for impact in small, family-run manufacturing businesses (16:37) - Encouragement for problem-solvers to pursue manufacturing careers Manufacturing Impact (https://www.linkedin.com/showcase/manufacturing-impact/) Connect with Brandon Bartneck (https://www.linkedin.com/in/brandonbartneck/)

9. 

   29 Jul 2026

   #4: Building Lean Teams That Think Like Owners

   In this episode, Nathan Saliga, Chief Technology Officer at Our Next Energy (ONE) explores what it takes to build a lean team that consistently delivers outsized results. It requires creating environments where people think like owners. That means empowering people early in their careers with responsibility, prioritizing curiosity and ownership over experience, and trusting people to make decisions and learn from their mistakes. Key Takeaways: Why ownership instead of hierarchy is the foundation of high-performing, lean teams How trusting early-career engineers with meaningful responsibility accelerates growth The leadership balance between providing direction and avoiding micromanagement What to look for when hiring people who will thrive in autonomous environments Why demonstrated curiosity, teamwork, and initiative predict future leadership better than credentials alone How great employees proactively identify and solve problems before they're asked Practical approaches to communication and decision-making inside lean organizations Why smaller organizations often provide greater opportunities for individual impact and career growth Timestamps: (00:00) – Introduction to Nathan Saliga and Our Next Energy (03:55) – Creating impact through manufacturing (05:25) – Why ownership creates extraordinary teams (07:15) – Hiring for curiosity, ownership, and initiative (09:50) – Finding evidence of leadership potential (12:35) – Recognizing high performers early (14:30) – Coaching vs. micromanaging: Finding the right balance (17:15) – Communication systems in lean organizations (20:45) – When should you hire more people? (22:45) – Balancing growth with long-term business health (27:20) – Why smaller companies create bigger opportunities for impact Connect with Nathan Saliga (https://www.linkedin.com/in/nathan-saliga-0577b251/) Connect with Brandon Bartneck (https://www.linkedin.com/in/brandonbartneck/) Follow Manufacturing Impact (https://www.linkedin.com/showcase/manufacturing-impact/)

10. 

    22 Jul 2026

    #3: Leadership Starts with Motivation

    Tracey Fletcher, Chief People Officer at PJ Wallbank Springs and Wallbank Industrial, shares her perspective on what makes a great leader, emphasizing the importance of motivation, continuous learning, and structured support systems. Tracey shares that motivation is the key, inherent qualifier for leaders who are excellent, rather than just effective. Main Topics Covered: Are leaders born or made? The evolving perspective on leadership development The critical role of motivation in leadership: intrinsic versus extrinsic drivers Identifying genuine motivation: breadcrumbs in conversation and behavior The importance of systemic support and organizational structures to sustain leadership growth The significance of self-reflection and reflective practices for leaders How to assess and support leaders at different stages of their development The value of coaching versus mentoring in leadership effectiveness Practical approaches to leading consistently amid distractions and challenges Timestamps: (00:00) - Introduction to Tracey Fletcher (01:20) - Are leaders born or made? (02:56) - Motivation as a key qualifier for excellent leaders (03:36) - Differentiating effective motivation: serving others versus self-interest (04:22) - How to determine if a leader's motivation aligns with organizational purpose (05:17) - How work environments shape leadership opportunities (06:38) - The engagement crisis: disconnect between managing and leading (07:25) - The fallacy of promoting top performers to leadership roles without considering motivation (10:59) - Leadership as a calling rather than a title (12:03) - Translating leadership knowledge into action (13:49) - Consistency as a key to leadership development (15:03) - Practical strategies for leaders to reflect and improve amidst busy schedules (18:04) - The power of self-reflection and its underrated role in leadership (21:28) - The importance of a supportive culture and systems for sustainable leadership (22:42) - Practical tips: breaking reflection into manageable daily or weekly exercises (28:45) - Key takeaways: motivation matters, foundational skills are essential, and systems sustain growth (29:26) - The role of coaching versus mentorship in leadership Connect with Tracey Fletcher (https://www.linkedin.com/in/tracey-fletcher/) Connect with Brandon Bartneck (https://www.linkedin.com/in/brandonbartneck/) Follow Manufacturing Impact (https://www.linkedin.com/showcase/manufacturing-impact/)

11. 

    15 Jul 2026

    #2: Manufacturing Impact with Our CEO, Chris Wallbank

    Chris Wallbank, CEO and President of PJ Wallbank Springs and Wallbank Industrial, joins to share his perspective on how impact in manufacturing extends beyond products to influence people, culture, and legacy. Chris shares his mindset shift on turning his family business into a force for positive change. Key topics: Chris Wallbank's journey from rejecting inheritance of the family business to embracing impact-driven leadership The importance of starting from where you are and leveraging existing advantages Evolving perspectives on impact from product to people The ripple effect of manufacturing on employees, families, and communities How to approach impact intentionally, beyond just profitability The role of work as a source of meaning and contribution Challenging manufacturing stereotypes Manufacturing can and should become a place where people become better than when they arrived The importance of action in creating real change Timestamps: (00:00) - Chris Wallbank's background and family's manufacturing legacy (00:49) - Why Chris initially rejected succession but later embraced impact (03:00) - Impact of starting in a family business with intent (03:56) - Making impact a personal and professional mission (07:19) - Challenging assumptions about impact (08:26) - The importance of leveraging advantages to accelerate impact (09:20) - The influence of John F. Kennedy's quote on leadership and responsibility (10:18) - Building a legacy through impact on employees and community (11:15) - The analogy of athletic gifts and hard work (12:20) - The importance of raising personal impact standards (13:17) - Moving from end-product focus to impact on people (15:11) - Inspiration from Bob Chapman on impact and caring for team members (16:38) - Creating a positive work environment as a form of impact (18:33) - The ripple effects of manufacturing (19:28) - Addressing industry stereotypes and cultural change (22:33) - The purpose of this podcast: sharing, learning, and action Resources & Links: Bob Chapman’s book "Everybody Matters" (https://www.barrywehmiller.com/bobchapman/book) Chris Wallbank's LinkedIn (https://www.linkedin.com/in/wallbankchris/) Brandon Bartneck's LinkedIn (https://www.linkedin.com/in/brandonbartneck/) Follow Manufacturing Impact (https://www.linkedin.com/showcase/manufacturing-impact/) for more episodes to deepen this ongoing discussion.

12. 

    15 Jul 2026

    #1: Welcome to Manufacturing Impact

    Welcome to Manufacturing Impact. In this first episode, our host, Brandon Bartneck, VP of PJ Wallbank Springs & Wallbank Industrial, shares the purpose of the podcast and introduces our core belief that work, especially within manufacturing, can and should be a force for good. Main Topics: The mission to turn work into a force for good and positive impact The role of manufacturing in building communities, economies, and leaders The current challenges in manufacturing affecting quality of life and career Vision of a future where work energizes and develops individuals The importance of intentional impact and leadership at the workplace The journey of continuous learning and collaboration to scale impact Timestamps: (00:00) - Introduction to "Manufacturing Impact" and its purpose (00:49) - The belief that work should be a force for good (01:18) - About Brandon Bartneck, PJ Wallbank Springs, & Wallbank Industrial (01:47) - The goal of developing people (02:17) - Manufacturing as a field for creating positive impact (03:18) - The reality of work today (03:47) - The vision of a future where work inspires and energizes (04:46) - How manufacturing can be a positive influence on individuals (05:14) - Creating a better future through intentional impact (05:43) - The importance of consistency and scaling impact (06:02) - The role of shared learning and collaboration (06:30) - Manufacturing impact as an active, intentional effort (07:00) - Exploring successes, challenges, and partnerships Connect with Brandon Bartneck (linkedin.com/in/brandonbartneck) Learn about PJ Wallbank Springs (https://pjws.com/)or Wallbank Industrial (https://wallbankindustrial.com/) Follow Manufacturing Impact (https://www.linkedin.com/showcase/manufacturing-impact/)

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Books guests

Based on episode analysis; this does not confirm that the show is currently accepting guests.