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of adding shiny, fast and fun value to grown-up toys. So when a group of investors came into possession of the company in 2003, they looked to sell the lost foam casting plant in Spruce Pine, N.C., that came along with it. Te facility was cranking out metal components it could buy inexpensively from a low cost country, they thought, so why hold onto the asset? At about the same time the new upper management arrived, BRP


B 24 | MODERN CASTING February 2012


ombardier Recre- ational Products (BRP) isn’t in the commodities business. It’s in the business


Spruce Pine employees were look- ing to sell some of the metalcaster’s capacity. Offering complex near-net- shape engineered products, the team found a number of willing customers. Te resulting contracts with several high-profile OEMs were enough to convince the new BRP executives the lost foam casting plant was more than just a commodity mill. “Tey quickly pulled [Spruce Pine] off the market in 2006,” said Chris Campbell, business development man- ager for BRP’s Powertrain division. “BRP has kept it ever since.” In the succeeding years, BRP Spruce Pine quietly went about growing its


business with its parent company and outside customers. Ten, in 2010, the company decided to open its mouth. It restructured and created a group spe- cifically focused on delivering its mes- sage to outside customers. It entered and won an award in the American Foundry Society’s annual casting com- petition. And it won new contracts. “We are part of a new group com-


missioned in 2011,” Campbell said. “Our mandate is to leverage assets internally as well as externally.”


Where It Fits


You’ve probably heard of BRP (whether you know it or not). And if


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