INTERVIEW | RYAN MILLER
By producing everything in Indiana, PWI can rush lead times for clients if the need arises.
designs, builds and serves our customers. That is the model, and it is working. Our customers get a good experience knowing the equipment is built right here in Indiana, and there is that level of control that we have. That means we can do rush lead time jobs if necessary. Fully building out our product line is our vision for growth.”
Setting that corporate vision is one of the
responsibilities of the CEO, but delivering on that vision is something else entirely. It requires a different set of skills, and Miller freely admits that some did not come to him naturally. But perhaps that is the mark of a really great leader – he or she knows their limitations and is always willing to learn how to do a better job.
For Miller, that meant learning to delegate. “Not being a micromanager – that was my big lesson,” he says. “My dad was sitting with me one day in the office not long before he passed and we were looking at a project spreadsheet. He looked at all the lines and then said that I was missing one – the line of micromanagement. He understood that was an issue for me. He helped me to understand that I am the cap on the company's growth, so the more I grow the more the company can grow. “I have come to understand that I don’t need
to be in every meeting. I can trust sales to run sales, operations to run operations, engineering to run engineering. Sure, I get into the weeds when I’m needed, but letting that go was one of the biggest lessons I had to learn.”
Room to grow PWI can have fully engineered drawings for a new product in as little as three minutes. 36 Winter 2025 |
ochmagazine.com
An effective leader understands that having the top job does not mean being the best at everything. To make mistakes is human, but to learn from them is what sets a good leader apart from the crowd. It is also that understanding that enables Miller to look at people rather than just pieces of paper when deciding who to bring into the business. “We don’t get it all right, but here we make a bigger deal of culture fit than education and
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87
