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Christina Keller’s path into manufacturing began away from the factory floor.

She studied abroad in Costa Rica and Chile, taught microbusiness classes for young women in Peru, graduated from high school in Switzerland, consulted for global firms after business school and worked for a nonprofit that provides solar energy to impoverished communities in Africa.

From early opportunities that sparked her passion for building teams to leadership roles where she has driven strategy and culture, Christina has navigated every stage of her career with an openness to growth and reinvention. Along the way, Christina drew inspiration from leaders like Oprah Winfrey, whom she had the opportunity to interview as chair of the Economic Club of Grand Rapids. Examples of resilience and authenticity left a lasting mark on how Christina approaches her own leadership style.

That journey has brought her to the helm of her company today, where as CEO of Cascade Engineering she is leading with a vision of innovation and community good.

In the latest installment of the NAM’s “Forge Your Path” series, Christina talks about how trust fuels innovation, why she believes in “taking those who are most ready” and how Cascade’s triple bottom line—people, planet and profit—continues to drive lasting change.

Q: What is one lesson or insight you’ve gained in leadership that you haven’t widely shared before but that has been a key part of your and/or your company’s success?

Christina: “One lesson I haven’t shared widely is that real innovation starts with trust—trust that every voice has value. At Cascade Engineering, I realized that when people feel safe to share ideas, even small operational suggestions, we uncover transformational solutions.

For example, some of our biggest advances—EcoCart; Pink Cart; the first all-plastic chair (Equa for Herman Miller); and the first all-plastic vehicle (Chrysler Concept Vehicle)—came from individuals within our organization and our partners who have felt comfortable enough to share ideas. This is one of my roles as a leader: I spend time cultivating systems where ideas can flow freely. It’s reinforced for me that the idea of collective thriving isn’t just a philosophy; it’s a leadership strategy that unlocks innovation at every level.”

Q: Can you share a quote or mantra that defines your approach to leadership?

Christina: “‘Take those who are most ready.’ If one person, one team or one community thrives and models collective thriving, it lifts up everyone around them and then creates pathways where other people can follow. This shapes how I make decisions, whether it is investing in physical artificial intelligence to lighten repetitive work, or enabling people through the Source, which helps overcome barriers to housing, child care and transportation. I see leadership as not a zero-sum game but as a multiplier. When we help one group thrive, it sparks growth and resilience across the whole system. And to get there, you start with those who are most ready and pour into them.”

Q: What accomplishments at your organization are you the proudest of and why?

Christina: “As a triple bottom-line organization, I often think along the lines of people, planet and profit. So from a people perspective, I am most proud of our work with helping to establish the Source, which has helped nearly 600 employees overcome more than 1,800 barriers to employment and demonstrating how businesses can directly improve lives. In our community, we have collectively shifted the recidivism rate, and the BBC spotlighted our work.

From a planet perspective, I am proud of our decades of being zero waste to landfill and our award from the Institute of Scrap Recycling Industries for our EcoCart, which uses post-consumer curbside bulky rigids in addition to taking back post-consumer trash containers from the field.

From a profit standpoint, I am most proud of our innovative products and our use of physical AI to build out our automation and layer on a rich history of product innovation that includes the first all-plastic chair, the first all-plastic vehicle, all of the bumpers, grills and chassis skirts for the heavy truck industry in North America and the premier waste-collection product—Evolution cart—which fits 40% more on a truck than others in the industry.”

Q: Where do you see your company in the next 5–10 years, and what are you hoping to achieve?

Christina: “I see Cascade Engineering as a leader in collective thriving, circular economy and physical AI. We will be a factory of the future, modeling what sustainable manufacturing can look like globally. We will be leaders in physical AI, utilizing automation and robotics not just to reduce costs, but to create safer, more human-centered jobs and to expand on our innovative creativity.

We will also expand our diversified portfolio of circular economy products, such as containers, flood barriers and medical solutions, and tackle real environmental and community challenges. Most importantly, we will continue to demonstrate collective thriving—business success, employee well-being and community growth are mutually reinforcing. My hope is that others in manufacturing will follow, accelerating an industrial movement toward sustainability and dignity at scale.”

Q: What are the past three books that you’ve read that you would recommend to your peers and why?

Christina: “One that I recommend is ‘The Circular Economy Handbook’ by Peter Lacy, Jessica Long and Wesley Spindler. It’s a practical and strategic guide to embedding circular economy principles in business. It’s enhanced in my mind the importance of life-cycle thinking as we consider the design of products. It also echoes what we did with EcoCart—making carts from recycled carts—and inspired me to think about how we can scale circularity across industries.

Another book is ‘How Minds Change’ by David McRaney. This book offers insights into persuasion, psychology and how people shift their beliefs. As leaders navigating innovation, sustainability and culture change, it reinforced for me that transformation isn’t only about new technology; it’s also about helping people move through the chance curve with dignity and understanding.

I’d also recommend ‘The Coming Wave’ by Mustafa Suleyman. It’s a compelling exploration of how AI and emerging technologies will reshape society. It sharpened my conviction that physical AI, when applied with foresight and responsibility, can create safer, smarter and more sustainable manufacturing.

Together, these books cover the essential themes that I continue to explore and I see as key areas for manufacturing leadership: circular economy, collective thriving and physical AI.”

Is your company involved in a groundbreaking project using digital tech to elevate operations, boost performance or generally change the face of modern manufacturing? What about an inspirational coworker passionate about the manufacturing industry? If so, you’re in luck: Nominations for the 2026 Manufacturing Leadership Awards are now open through Jan. 16.

What’s going on: The honors—given by the Manufacturing Leadership Council, the NAM’s digital transformation arm—recognize the very best in digital manufacturing innovation at both the individual and company levels.

• This year, awards are given out in 11 categories. Nine are for projects and two are for individuals.
• In June, the MLC honored the 2025 award winners with its annual Marco Island, Florida, gala and ceremony.

But don’t take it from us … What are the characteristics of an MLC award winner? Merck Senior Vice President of Digital Manufacturing and Chief Digital and Technology Officer Besu Alemayehu —this year’s winner of the organization’s top individual honor, the Manufacturing Leader of the Year—sets an excellent example.

• Called a “visionary influence,” “master of collaboration” and “prominent role model to young professionals” by his colleagues in nominations for the awards, Alemayehu, who was recognized for his leadership in digital projects that have boosted business value and for his partnership with Merck leaders nationwide, is truly passionate about his work in biopharmaceutical manufacturing.
• He saw firsthand during his upbringing in Ethiopia “the challenges of a society lacking basic health care,” according to NAM President and CEO Jay Timmons, who introduced Alemayehu at the June gala.
• “When I joined Merck back in 2021, I was tasked with building a leadership team that combined the highest excellence and level of expertise in digital and manufacturing,” Alemayehu told the crowd during his award acceptance speech. “Together, we’re driving a digital transformation that enhances not only our operations, but also how we think about the operations, how we think about our daily work.”

Who can nominate: Anyone can submit a name or project for consideration.
 
Who (and what) they’re looking for: If you know of an outstanding manufacturing team member or initiative that utilizes digital technology, it’s likely there’s a fitting award category for nomination. See here for more information on each one and here for a complete list of rules.

Have questions? Email the MLC awards team.

Carbon dioxide emissions decreased in every state in the U.S. between 2005 and 2023, according to recently released data from the U.S. Energy Information Administration.

What’s going on: Per capita emissions from primary energy consumption declined in those 18 years, and total energy-related carbon dioxide emissions in the U.S. fell 20%.

• Meanwhile, the U.S. population grew 14% in that time, “leading to a 30% decrease in per capita [carbon dioxide] emissions.”

Why it happened: “[E]missions across the country primarily declined because less coal was burned in the electric power sector. Increased electricity generation from natural gas, which releases about half as many [carbon dioxide] emissions per unit of energy when combusted as coal, and from non-[carbon dioxide]-emitting wind and solar generation offset the decrease in coal generation.”

Zoom in: Maryland led the U.S. in the decline, with a 49% drop, followed by Washington, D.C. (-48%), Georgia (-45%), Delaware (-43%) and North Carolina (-42%).

Flashback: When Congress passed the 2016 Lautenberg Amendments to the Toxic Substances Control Act, one of the biggest shifts was requiring the Environmental Protection Agency to create a systematic process for reviewing existing chemicals.

How it works: The process unfolds in three steps—prioritization, risk evaluation and risk management. Risk evaluation is the cornerstone, where the EPA decides whether a chemical poses an “unreasonable risk.” Those findings set the stage for any new rules manufacturers will face.

Why it matters: The NAM has long urged that risk evaluations should have an appropriately focused scope, recognize and consider the workplace protections manufacturers implement and be grounded in sound, data-driven science.

• The Biden administration took a different track—dramatically expanding the scope of risk evaluations while blocking consideration of workplace safety controls. These framework changes produced sprawling, thousand-page analyses that are unnecessarily confusing, unrealistic and detached from how chemicals are actually used.
• The result: The result was de facto bans on chemistries essential to existing manufacturing processes and disregard for manufacturers’ commitment to safety and compliance with other safety standards.

What we’re saying: The NAM has been at the forefront of this effort over the past two years.

• In letters to the transition team last December and to the EPA in April , the NAM pressed the administration to “pause and reconsider” risk evaluations, pointing to flawed data quality and poor assumptions in reviews of formaldehyde and 1,3-butadiene.
• “The EPA [has] reli[ed] on assumptions and shortcuts, which is leading to confusion, duplication and overregulation,” the NAM wrote in December to the transition team.
• The NAM has stated a functional TSCA program is vital to manufacturers’ ability to compete in a global economy. “The NAM appreciates EPA Administrator [Lee] Zeldin for taking action to right-size and bring common sense to the risk evaluation procedure,” said NAM Director of Chemicals, Materials and Sustainability Policy Reagan Giesenschlag.

What’s next: The proposed framework rule is published in the Federal Register, with comments due by Friday, Nov. 7. Members are invited to share feedback with the NAM by Oct. 3 to inform comments.

The Warehouse Worker Protection Act would have adverse effects for the U.S. economy while failing to improve worker safety, the NAM and 44 allied business groups told Congress last week.

What’s going on: The legislation purports to safeguard America’s 2 million warehouse workers by ending speed quotas—but in practice, it would “impose long discarded and unworkable regulations on warehouse distribution centers, curtail employers’ due process rights when challenging citations from the Occupational Safety and Health Administration and hamstring a critical part of our national supply chain,” the groups told the Senate and the House of Representatives.

What it would do: The measure, reintroduced in August, “would resurrect OSHA’s long-discarded ergonomics standard.”

• The standard was thrown out by Congress in 2001 just months after its introduction by OSHA, following outcry from businesses that said it constituted a costly and complicated compliance burden.
• “Congress was right then and should not revisit this issue now,” the organizations continued. “In addition, the bill would force employers to implement costly remedial measures even before OSHA has proven any violation.”
• The bill would also put in place a “system to micromanage the warehousing and distribution industry, which would undermine the efficiency of this vital part of American supply chains.”

What should be done: Congress should reject the Warehouse Worker Protection Act, the groups said.

Howmet Aerospace Vice President of Procurement Gina Govojdean never doubted that she would have a career in manufacturing.

• “I was always interested in manufacturing, because I was drawn to the idea of making things that matter,” she said.

Govojdean’s breadth of experience within the industry has shaped the leader she is today—from her first internship at what was then Alcoa Inc. to more than a decade of leadership in procurement, internal audit, operations and plant management.

The beginning: Govojdean’s early career in procurement gave her a chance to hone her negotiation skills. But it wasn’t long before she asked herself: how do I compete with colleagues who have decades more experience? Her answer: diversify. After four years working in procurement, she moved into an internal audit role—a position traditionally held by accountants.

• “I saw it as an opportunity,” said Govojdean. “The internal audit team travels, and that was the first lens for me that showed I could get closer to the plants that make things. I’d see all these processes and all these operations. I decided to diversify my skill set—and that became a key theme for me.”

Learning on the job: Govojdean has held 13 roles in 13 years—each one helping her grow and get closer to the action on the factory floor.

• “Stepping away and diversifying what I was able to experience really made me a much better leader,” said Govojdean.

Lots of opportunity: Her experiences in different areas demonstrate the wide range of opportunities that are available in manufacturing, and she’s enthusiastic about encouraging others to join the industry.

• “There are so many different functions and so many important people when it comes to making something—there’s something for everyone,” said Govojdean. “It’s something that’s special about manufacturing, and something that should draw in the kind of people who chase opportunities and want different experiences. It’s there. Sometimes you just have to raise your hand and say ‘yes.’”

Leading the field: Govojdean is grateful to the mentors who have encouraged her throughout her career—and as a leader in manufacturing herself, she’s enthusiastic about mentoring others.

• “It’s a fast-paced environment, and things really need to go right when you’re serving such a critical customer base—but being tough and kind is not mutually exclusive,” said Govojdean. “You can lead with grit while also being kind.”
• “Really believing in people and empowering them—that’s one of the most rewarding things about being in manufacturing leadership.”

Gaining recognition: Thanks to her passion for manufacturing, her dedication to mentorship and her relentless pursuit of excellence, Govojdean was named a 2025 Women MAKE Awards (now STEP Ahead Awards) Honoree by the Manufacturing Institute. The awards honor 130 individuals who have achieved excellence in the manufacturing industry, everywhere from the shop floor to the C-suite, helping the next generation see themselves in modern manufacturing careers.

Filling a need: At a time when manufacturing faces a significant employment gap—with an estimated 3.8 million positions needing to be filled by 2033—Govojdean sees the breadth of opportunity as the industry’s strong suit.

• “I see every day as an opportunity to challenge outdated perceptions around the manufacturing workforce and open doors to others,” said Govojdean. “This field thrives when diverse voices are part of the conversation.”

Looking to the future: As manufacturing continues to evolve, leaders like Govojdean show what’s possible when talent meets opportunity. Her journey is a reminder that this industry doesn’t just build products; it builds careers, leaders and futures. And as the next generation looks to make an impact, manufacturing is ready for them.

Get involved: Do you know someone like Govojdean who is making an outsized impact on the manufacturing industry? If so, you can nominate your peer or colleague for the 2026 STEP Ahead Awards here.

Last week, President Trump issued a proclamation imposing a new filing fee for H-1B visa petitions.

What’s going on: The Department of Homeland Security will require a new $100,000 fee for H-1B visa applications. The proclamation went into effect at 12:01 a.m. on Sunday, Sept. 21.

• H-1B visas are issued typically for highly skilled foreign workers in high-demand fields and allow them to work in the United States for three years.
• By statute, there are 65,000 H-1B visas available each year, plus an additional 20,000 visas for foreign professionals with advanced degrees from U.S. universities. Each year, the number of applications received from employers far exceeds the number of visas available.

What it means: The White House clarified that current H-1B visa holders are not affected by the fee, which applies only to new H-1B visa applicants. Companies will be expected to remit the $100,000 fee as a one-time payment to accompany their petitions. It will go into effect in the upcoming 2026 lottery cycle.

• Those who already hold H-1B visas who happen to be outside the U.S. will not be charged a fee to reenter. H-1B visa holders can leave and reenter the country as they normally would have prior to the proclamation.
• The proclamation will be in effect for 12 months, though the proclamation states that it could be extended or renewed.
• Commerce Secretary Howard Lutnick emphasized that the new fee would ensure corporations “hire Americans and make sure the people that come into the country are top, top people.”

The NAM says: “Our industry relies on programs like H-1B to expand our workforce, fuel innovation and accelerate investment in AI and advanced manufacturing,” said NAM Vice President of Domestic Policy Jake Kuhns. “With more than 400,000 open jobs across the sector, manufacturers must have access to the talent needed to strengthen manufacturing in the U.S.—a priority of President Trump.”

The Manufacturing Institute’s recent Heroes MAKE America ‘Military to Manufacturing’ Career Fair at Fort Bragg in North Carolina highlighted Johnson & Johnson’s commitment to helping our nation’s heroes.

What’s going on: The day’s event, which also comprised an employer spotlight and was held last Thursday on the 107-year-old military base, delivered on HMA’s mission: connecting military members seeking jobs with national and regional manufacturers looking for talent. More than 20 employers attended, hoping to recruit top talent.

• Since launching in 2018, Heroes MAKE America—an initiative of the NAM’s 501(c)3 workforce development and education affiliate, the Manufacturing Institute—has exposed nearly 50,000 participants searching for their next manufacturing careers through training and events.
• Johnson & Johnson Chief Technical Operations and Risk Officer and NAM Board chair and MI board member Kathy Wengel was on hand to give remarks to the audience, which consisted of HMA alumni, future class participants, active duty and transitioning military members, veterans, military spouses and state and military leadership.
• Wengel was joined by MI President and Executive Director Carolyn Lee, NAM President and CEO Jay Timmons, who serves as Chair of the MI’s Board, Johnson & Johnson Wilson plant manager and U.S. Army veteran Pete Goodridge, and North Carolina Department of Military and Veterans Affairs General Counsel Jimmie Bellamy.

Manufacturing needs you: A common theme among the manufacturing leaders’ remarks was the still-high number of open (and rewarding) jobs in the industry—currently at about 400,000.

• “We want even more people from across the nation to join this industry,” Lee told the crowd. “The skills you bring as transitioning service members—leadership, discipline, problem-solving, teamwork, technical expertise and more—are exactly what manufacturers are looking for. That’s what today is all about: connecting you with companies eager to meet you and that value your experience.”

Investing in the state—and the military: Timmons talked about the groundbreaking earlier this year of J&J’s new biologics facility in Wilson, North Carolina, as well as the health company’s announcement of its intention to invest $55 billion in U.S. manufacturing over the next four years.

• “That investment sends a powerful signal about the opportunities in store for those considering this career path,” Timmons added.
• Added Wengel, “In addition to our partnership with Heroes MAKE America, we have several initiatives at J&J to support military hires and the military community as a whole.”
• Through the Veteran’s Leadership Council, the group gives its workforce access to mentors and volunteers, leadership and development opportunities. It also has a strong military leave policy, which provides full pay and benefits to activated employees for up to three years. J&J partners with leading veterans service organizations to offer a wide range of services to veterans and their families.

Why Heroes? Heroes MAKE America—which has a Skillbridge Certified Logistics Technician course in partnership with Fayetteville Technical Community College, near Fort Bragg  also offers in-person and virtual training programs nationwide to assist veterans and transitioning military members in earning industry recognized certifications and skills needed in modern manufacturing.

• These include courses in manufacturing operations, industrial system maintenance, automation and robotics, and aviation maintenance.
• “These programs don’t just train you,” Lee told the audience. “They open doors.”
• More than 500 companies in 49 states have hired HMA graduates at salaries exceeding $72,000. The program has a 96% graduation rate and a 92% placement rate.

Dive deeper: Learn more about how your company can get involved with Heroes MAKE America here.

The NAM urged the Supreme Court to allow a lawsuit against energy manufacturers to proceed in federal court instead of state court, arguing that they were operating as federal contractors at the time of the actions at issue.

Why it matters: Preserving federal officer removal jurisdiction—i.e., the requirement that suits against contractors operating on the government’s behalf take place in federal court—is a crucial protection for businesses that work with the government, the NAM argued in its amicus brief in Chevron U.S.A., Inc. et al. v. Plaquemines Parish, et al.

• Without the guarantee of federal court jurisdiction, federal contractors may be hesitant to take on work that is nationally important but unpopular in certain states.

The background: During World War II, several oil companies obtained federal contracts to refine oil along the Louisiana coast.

• Decades later, these companies were sued in state court by several Louisiana municipalities that sought damages for the drilling’s impact on the coastal environment.

Whose turf? The case was removed to a federal court, as the companies were acting as government contractors when they undertook the drilling.

• The municipalities appealed the change of venue, however, and the Fifth Circuit upheld their appeal—wrongly, as the NAM has charged in a series of amicus briefs.

Bad reasoning: The Fifth Circuit held that for the federal officer removal statute to apply, federal contracts must contain an explicit “directive” from a federal officer, such that parties to the contract are “acting under” the officer.

SCOTUS involved: The case has been on a merry-go-round of appeals and remands, finally resulting in the defendant oil companies seeking U.S. Supreme Court review.

• The Supreme Court granted certiorari in June—giving the NAM the opportunity to file its sixth brief in defense of manufacturers performing work on the government’s behalf.

The NAM’s argument: In its latest brief, the NAM argued that federal contractors have long relied on the protection of the federal officer removal statute when contracting with the government.

• The Fifth Circuit’s “contractual directive” reasoning takes an unjustifiably narrow view of the statute, which is intended to apply to all work “related to” a federal contract, the NAM charged.

Administration agrees: The Department of Justice also filed an amicus brief in the case, supporting the NAM’s position and asserting that the oil production at issue was connected closely to aviation fuel refining efforts for the U.S. military.

Continued advocacy: Through the Manufacturers’ Accountability Project, the NAM is making sure courts uphold long-standing legal protections that enable manufacturers to serve the national interest without fear of politically motivated lawsuits.

Building permits declined 3.7% in August and 11.1% over the year. Permits for single-family homes in August decreased 2.2% from July and 11.5% over the year. Meanwhile, permits for buildings with five or more units dropped 6.7% from July and 10.8% over the year.

In August, housing starts declined 8.5% from July and 6% from August 2024. Starts for single-family homes fell 7% from July and 11.7% over the year. Meanwhile, buildings with five or more units dropped 11% over the month but jumped 15.8% over the year.

Meanwhile, housing completions increased 8.4% over the month but decreased by the same percentage over the year. Single-family home completions gained 6.7% from July and 5.6% from August 2024. Completions for buildings with five or more units grew 10.8% over the month but plunged 28.7% from one year ago.