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We don ’ t need to think about becoming a four- or five-billion-dollar company
contributes to the greater good to the community in which we operate .” This culture , according to Grant , resonates with employees , and fosters a sense of purpose and belief in the company ’ s mission .
Mike emphasizes the intrinsic satisfaction derived from this approach . For him , supporting employees translates into higher quality products and better service for the company ’ s customers . “ There ’ s a lot of innate satisfaction that comes from doing that well ; it has much more of an impact and connection to who you are than more dollars in your bank account ,” he says , adding that aligning people through servant leadership creates a cohesive work environment that really goes beyond financial compensation .
Mike further stipulates the company ’ s unique position and strategy . As a 90-year-old startup business , he is immensely proud of the strengths of the company . Over the past several years , Mike has brought in multiple seasoned leaders from large cap companies who “ know what good looks like and want to leave a legacy . The leadership team strives to implement the best practices while discarding aspects that may hinder progress . This blend of experience and innovation positions us as a dynamic player in the industry .”
Looking to the future , Myers is eager to stay ahead of the market curve and maintain its leadership in the manufacturing industry . As Mike mentions , “ We are transforming the company with the One Myers Business System that provides us with a framework to improve how we do work by simplifying and standardizing our company , as we move from a de-centralized to a centralized company . Prior to 2019 , Myers was largely decentralized , with different processes and business units . Now , four years into this transformation , Myers is a company that has grown over 60 percent or $ 300 million in revenue at nearly a 13 percent CAGR , while generating strong freecashflow , and an improvement in earnings per share of over 80 percent .”
Grant also shares the need for the right infrastructure , leveraging the Myers Business System to operate at a larger scale , and helping to drive both organic growth and strategic acquisitions . He outlines a measured approach to growth , acknowledging the importance of maintaining a reasonable level of debt on the balance sheet , especially in the current higher interest rate environment .
From what the two leaders have shared , Myers emerges as a trailblazer in the engineered material handling solutions sector by combining technological expertise with a commitment to servant leadership and corporate culture . With a robust growth strategy , active pursuit of acquisitions , and a focus on scalability , Myers positions itself as a dynamic force in the evolving landscape of the manufacturing industry . “ We don ’ t need to think about becoming a four- or five-billion-dollar company ; let ’ s just take the steps we need right now to get to the next milestone . After each step , we ’ ll look back , reassess our strategy , and leverage the opportunities that acquisitions may bring to explore new markets and technology innovations across the sector ,” Mike states , while concluding that the business is just getting started . His considered and strategic approach demonstrates the company ’ s adaptability and commitment to sustained growth . ■
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