THE INTERVIEW True grit
More than 20 years ago, Karen Norheim, now president and CEO of American Crane & Equipment Corporation, took the bold decision to work for her father. Since then, she has found a passion for manufacturing, as well as becoming an active supporter of STEM and other programmes that support women in the manufacturing field. She tells OCH about how her vision is shaping her company’s culture.
A
merican Crane & Equipment Corporation is one of the leading manufacturers of overhead crane systems, hoists and
material-handling equipment in North America, and it has a legacy that stretches back more than 50 years.
Based in Douglassville, Pennsylvania, Karen Norheim is the second-generation leader of her family’s company, which is particularly well known for the design and manufacture of electric overhead travelling cranes, wire rope hoists and custom-engineered lifting equipment. Having started out as VP of marketing and IT back in 2002, she is now shaping the company’s strategic vision, and helping it to navigate the changing tides in a demanding industry that demands the best.
OCH: What drives you as an industry leader? KN: As an industry leader, I am driven by a deep sense of responsibility to honour my father's legacy, while evolving American Crane for the future. My motivation stems from a combination of perseverance, curiosity and a relentless drive to build something lasting. Leading this company is more than just a role, it is a mission to ensure that our employees, customers and industry continue to grow and thrive. My goal is to build a resilient, innovative and people-centred organisation that provides long-term value and sustainable success. I want to create an environment where employees feel empowered to develop their skills, where customers trust our solutions, and where our industry as a whole moves forward through continuous improvement and innovation.
OCH: What is your biggest business inspiration? KN: My biggest business inspiration is my father, Oddvar Norheim. He came to this country with nothing and built American Crane from the ground up, driven by his vision, determination and hard work. Watching him overcome challenges and build something truly meaningful has shaped my approach to leadership. I am also inspired by the concept of continuous learning – whether
through organisations like VISTAGE, insights from industry peers, or the lessons learned from taking on complex projects. Seeing how others innovate, adapt and thrive fuels my passion for growth and improvement.
OCH: What is your business philosophy? KN: My business philosophy is rooted in perseverance, heart and integrity – the foundation of our company mantra: GRIT Matters. This philosophy has guided American Crane’s mission, values and culture. As the second-generation leader, my role has been to solidify my father’s legacy while integrating my own approach to leadership. This includes fostering a culture that is both structured and flexible, ensuring we are prepared for challenges while staying agile enough to seize new opportunities. A significant part of this philosophy is embracing the dual mindset of a gardener and a Viking. As a gardener, I focus on planting the seeds for long-term success – developing our people, refining our processes, and cultivating an environment of continuous learning and improvement. As a Viking, I recognise the importance of resilience, strength and bold action. In business, we must be both strategic and fearless – ready to face challenges head-on while nurturing the long-term growth of our company and our people.
OCH: Why and how did you enter this business? KN: I didn’t necessarily choose this business, it chose me. My father, Oddvar Norheim, founded American Crane in 1972 when he migrated from Norway. He came here with nothing and built our Douglassville, Pennsylvania-based company from the ground up. His vision, direction and planning grew the company, with the decision-making driven entirely by him. My father asked me to join the company, and I reluctantly agreed, unsure of how interesting manufacturing could be. However, once I got involved, I quickly saw the potential for impact. I started in IT and marketing, modernising our systems and processes. As I immersed myself
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