For the 160th feature of our "Together Talks" campaign, we collaborated with Paul Lavoie, Chief Manufacturing Officer, of The State of Connecticut. Leading the charge for Connecticut's manufacturing evolution, the role as Chief Manufacturing Officer has been geared towards amplifying the sector's growth and positioning the state as a hub for offshore wind industry development. Within this capacity, chairing the Manufacturing Innovation Fund and acting as the manufacturing advocate within the Governor's Office. Our team's efforts have focused on facilitating resources to propel manufacturing and strategically nurturing the offshore wind sector to new heights.
"Together Talks" feature # 160: The State of Connecticut presented by KLS - Your Trusted Shipping Solutions In The USA
Can you reflect on a goal you set, achieved, and how it made you feel? Goals for upcoming year + Next phase of the growth?
What were your concerns about making this transition? Share a decision that you made that was detrimental? What is your why?
Story of how you obtained this job and what it entails?
In 2012, Connecticut was the first state to have a bipartisan manufacturing caucus. Since then five other states have adopted it with two more looking into it. In 2015, a manufacturing fund was created for small to medium sized companies. Since that implementation over $135,000,000 has been invested. In the next two years we have budgeted $45,000,000 to invest, showing the incredible growth of this program so far.
2019, legislature created the job I now hold, Chief Manufacturing Officer. I am the second individual to hold this job. Colin Cooper previously held it, we joke he is the "Covid Manufacturing Officer", due to getting the state through that period of time. In 2022, I was appointed by the Governor to take this role. My hope and wish is to build on the legacy that Colin started to build.
Together we have developed a strategic plan for the state of Connecticut in the manufacturing sector. Our focus is to develop talent, build sustainable companies, improve collaboration, and drive innovation. It is critical that we continue to find ways to find and empower groups that are being under-represented. One approach we are taking is investing in upscaling/rescaling our existing workforce.
We have made large strides in being connectors. We are creating opportunities for buyers to have 1:1 meetings with companies within our state to further drive sustainability and relationships. We also have developed a supply chain program that is nationwide. Currently I oversee seven people in my team, and we also have three federal grants to increase our capacity. One of those grants is a state leadership grant to reduce energy consumption. We have one of the highest energy cost in the country, the only state worse than us is Hawaii. It is a huge focus of ours to continue to drive that down and improve on that ranking. Our office has 45 different programs currently running through our office.
To have this job, you must've run a manufacturing company in Connecticut. I ran Carey manufacturing. During my time there we transitioned our manufacturing from overseas to here in the U.S. It was incredibly difficult, but ended up being foresightful because Covid happened soon after. While companies were searching for products due to supply chain issues, we were able to supply them because we were producing our products here. Carey was always happily and fully staffed, in fact we had a waiting list for new hires. We found a great resource, working together with local schools who helped with job placement. These education programs saw the success we offered for new hires and often times I'd get a notification that there was an excellent candidate. Regardless of what their major was, I'd hire them, because I was always taught "don't pass up on the first round pick". At one point I had multiple individuals in their early 20's running our plant and crushing it. For us it was more about fit, then their experience.
I also oversaw the succession plan for Carey. The owner decided he wanted his son-in-law and daughter to take over and it was my job to train them to be ready and prepared to overtake that role. Luckily, I walked in after getting offered my current position and asked if he was ready to take over and he said he felt he was. It was perfect timing as I advised him, I was leaving to take this new role.
What have been the biggest challenges?
Harnessing our network. What I mean by that is, in any state there are hundreds of organizations supporting manufacturing. The most difficult thing is to get everybody to understand we now have a strategic plan that is designed to help the most companies possible and in the biggest way possible. Nobody is competing with each other, instead we want to drive collaboration. When all parties are working together and focused on the same common goal, that is where we can make the greatest strides. Everyone has a role, our desire if for everyone to do their role and do it well.
In my office I have a whiteboard, four things are written on it that determine every decision we make: Must be strategically aligned, drive impact at scale with a measurable ROI. These are the pillars we stand behind to produce the greatest impact. The reality is these are tax payer dollars at stake. I have an obligation to provide proof of concept supported by tangible results. We need to make sure we are showing the value we are bringing to our community and economy.
There is legislative mandated reporting required to validate the programs we are running. I also do a voluntarily monthly report that is around 19 pages that gives an even more in-depth breakdown of our processes. I even share it publicly including LinkedIn to show the transparency of our work. Over the last two years we have added two billion dollars to our GDP, increasing it from 10%-13%. Our goal is to get that number to 20% by 2030. We hope to reach that goal by reeducating the public that manufacturing is exciting work and provides long-term careers.
Can you reflect on a goal you set, achieved, and how it made you feel?
One of our key initiatives is to inspire the next generation of manufacturing workers. I feel like we spent an entire generation not promotion these jobs to the youth as a viable and successful career path. An example of our focus is we promoted a robotics program that was for K-12 students. When we were examining it, we discovered that there was an incredible disparity in the funding based on economic status. We immediately leveled the playing field for every program that was participating in this initiative. This allowed us to add 50 new programs for this in our first year. We were able to fund 35 of the programs, we partnered with non-profits to fund the remaining 15.
What is most remarkable to me about this specific area is the feedback we have received. The amount of letters, cards, videos I've received from these kids participating in the programs is overwhelming. Knowing we are empowering a child to find something they are passionate about and enjoy doing is remarkable. We are working to transform manufacturing in Connecticut and redefine the legacy of it. By setting out to build the systems that will solve problems long atter I have moved on from this position.
Goals for upcoming year + Next phase of the growth?
All of our goals are centered around milestones we want to reach by 2030. We are planning systemic changes to build a new foundation in which will be the next chapter of Connecticut manufacturing. With plans for 2030, we still have areas of focus every year.
One is driving engagement across our manufacturing sector. We want every business to know that we have an office specifically to assist them when we can. Here is an example that happened, I got a call from a reporter inquiring about a business that had to close it's doors with 103 employees. I did some digging and found out this business only had one client, that client chose to take their business elsewhere, and thus the business was forced to close down. The moral of the story we want businesses to know is that our office exists. Had this company reached out before they lost the customer we would've tried to make connections and see if there was opportunities for them to add clientele and diversify their business. This business didn't know we existed and there is no way for us to know all 4,800 businesses that are operating in our state. Awareness is imperative for us to help as many of our businesses as possible.
Our first year we spent listening to the customer, we asked questions and inquired about the challenges our businesses were facing. The second year we started putting a plan together that would solve these challenges. In our third year, we built capacity for businesses to accept technology to improve their businesses. The 4th year of this trajectory, we want to accelerate our technology. It is on us to evaluate the barriers that are preventing companies from adopting these technologies put in place to help them grow.
What were your concerns about making this transition?
It wasn't a little daunting, it was a lot daunting. There is no playbook for this role. Besides what Colin created and kept together during Covid, that is the only example to follow. Plus things were so different in 2022, as compared to when he held the position. No one oversees me, the Governor appointed me, but when I took the job I was just given the keys to run it how I saw fit.
The first thing I did was I went and visited businesses. Actually, once people found out I got the job, they called me and asked me to stop in to visit and talk. I was fairly well known in the industry due to my career, so I took the opportunity to learn what businesses were facing. I called it (and still call it) the L4 tour, Lean in, listen, learn, and link. My goal was to understand the resources businesses needed, find their problems, and most importantly how can we create processes to solve these problems.
To be honest, it was a crash course figuring everything out. There were no immediate answers or someone to ask. We had to build everything and implement these processes. This L4 tour was all part of building our foundation to streamline things in the years to come. I would meet with a business and then sit in their parking lot not knowing what they did or how they did it. Often times I'd go home and my head would be spinning for taking in so much information. But I knew the best thing I could do was ask really good questions. It turned out that this process enabled me to initially get through imposter syndrome. It was a lot at once, but all these challenges provided me with a path to find a solution. After a while I became known as the problem solver because it would be an issue we already dealt with or I'd advise the business let me find a solution. We truly offer concierge level service to the businesses in our state. We possess incredible capabilities when our companies reach out and ask us for assistance.
Share a decision that you made that was detrimental?
I am a very public facing person. I've learned I need to be careful with what I say now. At Carey, everyone was happy, we were fully staffed, we had incredible culture. I'd just say what was on my mind, because Carey was my only focus. I was in my new position here and I was speaking with someone and we were talking about getting hired and I stated posting your resume on Indeed doesn't work anymore. Turns out they are headquartered in Connecticut and employ thousands of people. It was a great learning experience for me that I need to think first and speak second. It is imperative that I process first and take into account how my words can impact so many now. I'm aware that I can't say anything to hurt the state or the Governor who I serve under.
There was another example where I was talking with a reporter and joked that I was going to ask the Governor for $100,000,000 over the next six years. Soon after in my office I get sent an article headline that says I'm asking the Governor for $100,000,000. I told everyone in the meeting this might be my last day. Fortunately, the Governor's office said don't worry about it, it was taken out of context. They love everything our office is doing. But just another example of me being aware of who I am speaking to and what I am conveying.
What is your why?
I am very passionate about giving people an opportunity to succeed. Now that vehicle is through careers in manufacturing. I had an unconventional childhood, I grew up poor. My father was physically disabled, my mother worked part time, I helped raising my brother and sister. Despite all of that, I always had a vision of having a career. Truthfully, I was very fortunate of having people who supported me along the way. I graduated high school, then did a two-year college, then started working, and ended up going back to school at nights. It wasn't traditional, but I was able to build a career for myself. A huge reason is the support system I had around me.
Now I have a passion looking for ways we can help people who don't have clear paths. Can we show them an option to get them on the right track to a long and fulfilling career. I'm hoping that individuals can find the same success I have. Myself and my team are setting out to change lives through manufacturing jobs. On top of helping individuals, it is changing our economy in Connecticut. We are making the state better as a whole. By providing people with opportunities to reach their potential, it improves their lives in multiple ways, which improves our state as a result. All of this is being accomplished through our manufacturing jobs.
Do you have a moment that brings you the most joy?
I've had two that come to mind. First, Manufacturing Digital Magazine released their Top 10 Chief Manufacturing Officers in the world and I was listed as number five. It was a complete shock. I was recognized with these other major leaders and had no idea. Then there was a Top 10 trends for 2026 and I was featured as number 6, stating that government would be more involved with building the manufacturing sector. My team framed both of these releases for me. My mom has been gone for 10 years now, but those close to me said how proud of me she would have been. It was such a surreal moments and I tell everyone I have the coolest job in the company. I'm very grateful for these acknowledgements and it inspires me to keep pushing forward and make a larger impact.
Piece of Advice
This is the same advice I give my kids, show up and work hard every single day. When you're asked to do something say yes. Even if you can't do it or don't know how, say yes and figure it out. That is the career advice I give to everyone, show up and do your best every single day. Not only is is it career advice, it is life advice. My son played rugby in high school. He was on the JV team as a freshman and sophomore. Junior year he tried out for varsity and he was placed on the JV team. He came home and asked what he should do, I told him the same thing as always, "you show up tomorrow to practice and you work as hard as you can, and prove them wrong." I reiterated to him that he had to bring it every single day, can't take any days off. I wasn't going to call the coach or give my son a way out. If he wanted to play, this was the hand he was dealt. Shortly after tryouts a kid got hurt and my son was called up, a Wally Pip story. He filled in for that kid all year long and at the end of the year he was named captain for senior year. That is the potential we possess if we stick with something and give our best. My advice is if you can show up every day and give your best, your career will be fulfilling and you'll reach any level you set your mind out to.
In Closing
KLS wants to thank Paul Lavoie, Chief Manufacturing Officer, of The State of Connecticut, for today's "Together Talks" feature. Follow along for their journey with their social handles below!
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