________________________________________________________________________________________________ Libra Industries
accountability to a growing organization – turning strategy into weekly practice rather than an annual exercise. That discipline extends to Libra’ s ownership culture, where employees hold a stake in the business.“ When people understand that waste, quality, customer service, and productivity all affect a business they have a stake in, they’ re far more likely to speak up when they discover a better way of doing something – whether it’ s catching a quality issue early or taking ownership of a customer problem,” Tim recognizes.
Libra’ s ambitions for the next five years center on strengthening what already makes the company distinctive, and Tim wants it to be nationally renowned as a leader in glove and PPE recycling, as well as a wider partner for safety and MRO management.“ There are still huge numbers of manufacturers throwing away PPE unnecessarily – products which could quite safely have further useful life,” he says.“ I see a significant opportunity
to take what we have learned over five decades and bring it to new industries and new markets.
“ However, I want to avoid growth at the expense of what made us successful. My goal is to use technology, data, and a broader product offering to deepen relationships, not make them more transactional,” Tim concludes. It’ s a fitting summary of a company that, more than half a century after it began cleaning gloves in Michigan, still measures success the same way.“ We do not want to be just another company that sells a box of gloves or a piece of safety equipment,” he finishes.“ We want to look at the whole program – that combination of products, recycling, technology, and personal service is where I think Libra is different, and that’ s the direction we want to keep following.” ■
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