THE INTERVIEW | MILTON COLEMAN
Milton Coleman, senior VP and general manager of Mitsubishi Electric Automation.
the belief that I was good at math and science,” Coleman says. “Then someone I respected in the industry told me they saw me as a potential CEO. That kind of thing has taught me the value of being open and honest when you give feedback. That way you can create a supportive environment. I have been lucky to work with managers who embraced my potential and were not threatened.”
Daring to be different The industry has been kind to Coleman in terms of opportunities, but that kindness has been earned. His desire to help companies become more effective and create efficiency and profitability, so they can grow and create more jobs, has been the key to unlock many doors. “The gifts from my mother keep coming,” he says. “She can speak to people and make them feel comfortable, and I have that talent, too, I think. My biggest frustration in the industry is the pace of adoption because when I look at Europe and Asia,
I see them embracing automation a lot faster than the US. I want to use my skills to help with that.” In the race to industry 4.0, Coleman feels the US is a little behind the curve, which makes him eager to spread the story of how his company can help. The current political and economic climate, in which it is tough to know what to expect in terms of growth, has both opportunities and challenges. “Data centres and AI are driving the economy worldwide, especially in the US, and there is a push for companies to do more locally, so we have to look at the impact of nearshoring. My brief is most of North and South America, and we see more US companies looking at local manufacturing, but they have a hard time finding labour, so there is an opportunity for us in automation.” “There is always an opportunity in adversity, so we need to find it,” he adds. “Looking ahead, I think the crane and hoist industry is entering a period where expectations will change. Labour shortages, safety concerns and productivity demands are real, day-to-day challenges and technology has to step
up in practical ways. Customers are looking for solutions that do more than move loads from point A to point B. That means automation technology must continue to evolve to reduce complexity for operators.” What is beyond doubt is that Coleman will pursue that opportunity in ways that are different to some in the cut-throat world of business. He will look to build trust by being accountable, honest and open. “That is foundational to everything that we do,” he says. “We are always trying to change things for the better. Be bold, co-create and act with integrity. Personally, I am happiest when I am visiting with customers and understanding what they need – that is the secret to success. That is my happy place, listening to their problems and how they are grappling with them. But I am happiest when I am with my family.” Keep learning, keep listening and keep putting family first. That is the code that has worked for Coleman, and it is one that more people would do well to follow.
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