Author: Ciara McEneany

COMPANY PROFILE: Caribbean Food Delights. Spice of Success.

Post: Nov. 7, 2025

COMPANY PROFILE | Caribbean Food Delights

SPICE OF SUCCESS

THE HOSANG FAMILY AND CARIBBEAN FOOD DELIGHTS

ROOTED IN FAMILY LEADERSHIP

The story of Caribbean Food Delights is inseparable from the journey of cofounder, Vincent HoSang. Born in St. James, Jamaica, to Chinese immigrant parents, Vincent grew up in a large family where hard work and resilience were a way of life. He migrated to the Bronx in 1968, and a decade later, he and his wife and business partner, Jeanette, purchased a struggling fried chicken restaurant, and transformed it into a vibrant West Indian bakery and restaurant – Kingsbridge Delights.

This small business introduced authentic Caribbean cuisine and baked goods to New York’s Caribbean community, laying the ground work for the foundation of Royal Caribbean Bakery. This solid foundation would eventually expand into Caribbean Food Delights, which today stands as the largest manufacturer of Jamaican-style patties.

Camilus, a diligent production employee monitors the dough for quality and consistency. Caribbean Food Delights has been Safe Quality Food (SQF) certified for 15 consecutive years, holding the highest level of certification available.

Today, the company’s legacy remains deeply rooted in family leadership. Vincent HoSang continues as chairman, while his daughters Sabrina HoSang Jordan and Simone HoSang serve as CEO and COO, respectively. Their brother, Damian, leads Royal Caribbean Bakery as CEO. Each sibling brings unique strengths that, together, keep the company moving forward. Simone’s background in research and development fuels innovation in food science and product development. Meanwhile, Damian manages both the bakery and franchise, JerkQ’zine Caribbean Grille, while also overseeing technical operations to ensure efficiency and reliability.

As CEO, Sabrina charts the company’s strategic direction, emphasizing both growth and expansion while strengthening partnerships and serving as the face of the business within the community. She notes that her leadership encompasses everything from marketing and public relations to partnership-building and team guidance – highlighting her business acumen and ability to guide growth while keeping the company connected to its roots.

QUALITY ISN'T OPTIONAL

Quality has been a defining standard at Caribbean Food Delights since Vincent and Jeanette HoSang first began selling patties in the Bronx. Today, that standard is safeguarded not only by tradition but also by rigorous compliance and oversight. Caribbean Food Delights’ Jamaican-style frozen patties are produced at its 103,000-square-foot facility in Tappan, New York, while Royal Caribbean Bakery operates separately in Mount Vernon. The intentional division reflects both scale and compliance: the USDA mainly oversees meat, poultry, and egg products, while the FDA regulates most food products that do not fall under the USDA’s jurisdiction including processed foods, dairy, eggs, and seafood. By housing them in different facilities with dedicated staff, the company ensures that one side of the business never jeopardizes the other, this structure also allows each to specialize and excel.

This level of strategic foresight and commitment sets a standard of discipline that carries through every ingredient and process. Caribbean Food Delights has been Safe Quality Food (SQF) certified for 15 consecutive years, holding the highest level of certification available. “SQF is not required and it’s costly,” Sabrina HoSang Jordan explained, “but it’s something we go through to show our customers that we go above and beyond with food safety and quality.” Audits are rigorous, unannounced, and continuous, and the process requires preparation year-round, not the night before. It is no wonder that visitors often remark on the exceptional cleanliness of their facility.

Every product begins with carefully sourced ingredients and a commitment to authenticity. The beef, imported from Australia, comes from grass-fed, hormone-free, and steroid-free cattle – a higher-quality choice that sets Caribbean Food Delights apart from many competitors. To achieve the perfect spice, the company relies on Scotch bonnet peppers grown in Florida by a Jamaican farmer. When they briefly tried substituting habaneros, loyal customers immediately noticed the difference. As Sabrina explains, “We wanted the taste that you get in Jamaica and bring it here to the U.S., and we’ve learned what not to sacrifice.”

Inside the plant, precision ensures that authenticity is matched by consistency. Beef is seasoned and simmered in kettles with the family’s secret recipe before being wrapped in dough through a highly automated process that is as impressive in scale as it is in accuracy. Depending on the product line, patties may be sold baked or unbaked to suit customer preferences. “When we say the product is unbaked, we are referring to the dough – not the filling, which is thoroughly cooked,” explained Sabrina HoSang Jordan. “A lot of people like it that way because baking it at home makes it come out fresh, and it’s a very different experience than pre-baked products.”

After filling, patties move through nitrogen flash-freezing, a technology that freezes them in seconds rather than minutes or hours. This prevents ice crystals and preserves the original texture, taste, and nutritional content. From there, the patties are packaged and stored in a freezer large enough to hold 30 trailer loads of products, ready to ship while still at their peak freshness.

This careful balance of selectively sourced ingredients, hands- on oversight, and scalable automation allows Caribbean Food Delights to produce more than 20 varieties while maintaining the scratch-made standards customers expect. “No matter where you buy it, whether it’s a spicy beef patty at Costco, a vegetable patty at ShopRite, a chicken patty at your local West Indian bakery or online for cocktail-sized patties for your next party, you’re going to experience the same authentic taste and quality ingredients,” said Sabrina HoSang Jordan.

In addition to its renowned patties, the company offers a diverse selection of seasonings and sauces in smaller batches, while Royal Caribbean Bakery produces an array of baked goods. Together, these offerings solidify the company’s reputation as a true provider of authentic Caribbean flavors.

INNOVATION TAKES PERSISTENCE

From its earliest days, Caribbean Food Delights has embraced innovation as the key to growth. While the spicy beef patty remains its signature product, the company has continuously expanded its offerings to reflect evolving tastes and markets. Today, patties come in a wide range of flavors and sizes – from curry chicken to vegetarian, plantain, or even jackfruit, showing both versatility and a willingness to take risks in product development.

Caribbean Food Delights was the first company to introduce microwavable Jamaican-style patties to grocery store shelves, opening the door for other brands to follow. Innovation remains central to its growth. The family continues to explore new directions–from potentially reviving the successful Sabrina’s Delights puff pastry line, to experimenting with fusion cuisine inspired by the HoSang family’s Chinese-Jamaican heritage, to researching lower-sugar bakery items that could meet growing demand for healthier options. There’s a lot of talk about fusion cuisine, and with both of my parents being Chinese and Jamaican, it feels natural to bring those flavors together,’ said Sabrina HoSang Jordan. ‘At the same time, customers are asking for healthier choices, so there’s a lot of room to keep innovating.’

Caribbean Food Delights COO Simone HoSang (left) and her sister CEO Sabrina HoSang Jordan (right) look on as patties move along the production line.

Equally important are the decisions made behind the scenes. The company has invested heavily in automation, adding precision machinery that can portion, wrap, and bake patties at scale, along with nitrogen flash-freezing systems that lock in freshness at its peak. These advances boost efficiency while preserving the scratch- made quality that defines every product.

Becoming a household name requires both innovation and persistence. Scaling from a single fried chicken restaurant in the Bronx to supplying national retailers has demanded that the HoSang family meet every challenge head-on. Breaking into new markets comes with steep requirements. As Sabrina HoSang Jordan explained, stores expect products to sell at volume, each with their own required minimum amounts, and delivered with exacting reliability. “If you do not sell more than the minimum amount or if you keep missing the required delivery dates, you risk being kicked out,” she noted.

Our creativity must extend beyond the production line, “making great food and getting it on shelves isn’t enough,” said Sabrina HoSang Jordan. Caribbean Food Delights brings its brand to life through experiences that resonate with customers. From in-store sampling at Costco and BJ’s to television and radio campaigns, and from community celebrations like bun-and-cheese eating contests to the playful Mr. and Mrs. Patty mascots created by Vincent and Sabrina, the company has found memorable ways to stay connected. “We want people to smile when they see our products, to feel the joy and authenticity that is at the heart of our brand,” she added.

Patties entering the spiral cooler after exiting the oven, move along conveyors on their way to the freezer before being packaged. The company produces both fully cooked (reheatable) and ready-to-bake Jamaican patties, ensuring convenience without compromising authenticity of flavor.

THE TRUE TEST: STAYING ON THE SHELF

Even with decades of growth and a strong reputation, Caribbean Food Delights is not immune to the pressures of today’s economy. Rising costs show up at every level of the business. Inflation and tariffs have driven up the price of beef and other essential ingredients, placing a heavy strain on sourcing since much of the company’s meat is imported. In an effort to manage expenses, the team sources local beef, when possible, yet demand has pushed prices higher across the board. Energy costs, already a major factor in running large freezers and production equipment, have continued to climb. On top of that, higher interest rates make it more expensive to finance new machinery or expand operations. Each of these factors chips away at margins in an industry where volume is critical.

“We don’t want to have an inferior product or add any fillers because what we pride ourselves on is quality,” said Sabrina HoSang Jordan. “But we also recognize that our product is not a luxury item, affordability matters, and we have to sell a lot of patties to make money, and even then, the margins can be small. That is a problem we’re facing now, and we hope that changes soon, but it seems like it’s more challenging than ever.”

On top of today’s economic pressures, competition adds another layer. Caribbean Food Delights may have been the first to introduce microwavable Jamaican-style patties to grocery store shelves yet now rivals vie for the same customers. Shelf space itself is a constant battle. As Sabrina HoSang Jordan explained, “Introducing a new product is never easy, and when you do, it has to be a strong seller. Getting on the shelf is one thing, staying there is the true test.”

Despite these pressures, Caribbean Food Delights continues to adapt and persist, carrying forward the grit and determination that have defined the HoSang family’s story from the very beginning.

Patties are packaged and stored in a freezer large enough to hold 30 trailer loads of products, ready to ship while still at their peak freshness.

OUR SUCCESS STARTS WITH PEOPLE

Caribbean Food Delights’ success started and continues to focus on people. From the very beginning, when Vincent and Jeanette HoSang brought authentic Caribbean flavors to the community in the Bronx, the business was built on serving people. Today, that commitment continues, to the customers who look for familiar flavors in every patty, and to the employees whose skills and dedication keep the company thriving.

When you walk through the company’s Tappan facility this is clear. From machine operators and maintenance technicians to food technologists, sales, marketing, and human resources, the business relies on a wide range of skills, often carried out by employees who have been with the company for 10, 20, even 40 years. That longevity reflects a workplace culture where people feel valued and connected. As Sabrina HoSang Jordan explained, “We have employees who have been here long enough, we’ve seen their families grow up, and now some of their children work here. That kind of loyalty only happens when people feel like they are part of a family.”

They are also our best product testers, offering candid feedback when new items make their way into the break room. “When we put something new out for employees to try, we know right away whether it’s going to sell,” said CEO Sabrina HoSang Jordan. “Our team is on the front line, and they give us honest feedback that makes the product stronger before it ever reaches the shelf.”

Packer, Vilma putting the 2-pack Beef Mild patties in a box to be shipped to Walmart

But, like many manufacturers across the Hudson Valley and beyond, Caribbean Food Delights also faces the ongoing challenge of finding and keeping qualified workers. Some roles, like maintenance mechanics and food technologists, require specialized technical expertise and training even after hiring, while others depend on leadership ability and institutional knowledge. At every level, the strength of the workforce remains essential to sustaining the company’s growth. “I know we can do more, but right now, as everybody’s facing, it is difficult to find workers,” Sabrina explained. To support the engagement of the current team, the company is investing in improvements such as new office space, locker rooms and a larger cafeteria, ensuring growth happens with employees in mind, not at their expense.

Sabrina also knows that meeting future demand will take more than facilities and equipment, it requires scaling across all fronts, from supply chain resilience to workforce development. That is why she has become a passionate advocate for building partnerships in the community. Caribbean Food Delights collaborates with the Council of Industry and the Rockland Business Association, and Sabrina is eager to expand opportunities through Rockland Works and with the new leadership at Rockland Community College.

Beyond workforce partnerships, the family’s philanthropic work through the Vincent HoSang Family Foundation extends their impact even further. The foundation has funded scholarships for students in Rockland County and the Caribbean, supported hospitals with critical medical equipment, and backed local food pantries, reinforcing the HoSang family’s belief that business success and community well-being must grow together to ensure the next generation inherits not just a thriving company, but a stronger community. It’s a vision of growth rooted in family, flavor, and the promise of opportunity.

CEO Sabrina HoSang Jordan standing in the freezer that holds 30 trailer loads of product. Temperature is kept at minus 10 degrees.

About HVMFG

Published twice annually HV Mfg — the Council of Industry’s magazine — is the magazine by, for, and about Hudson Valley manufacturers. All HV Mfg Spring issues include our Members Directory, listing our members and associate members along with brief descriptions of their products and services. HV Mfg Fall issues contains a list of Manufacturing Resources here in the Hudson Valley.

Advertising in HV Mfg is a great way to connect with readers. Multiple ad sizes are available.

Contact Us

  • 845-565-1355
  • info@councilofindustry.org
  • 263 Route 17k Suite 106 Newburgh NY 12550

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LEADER PROFILE: Deborah Smook and Eli Uriel with TurboFil. Solving Complex Packaging Challenges.

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LEADER PROFILE | Turbofil Packaging Machines

SOLVING COMPLEX PACKAGING CHALLENGES

For more than 25 years, Turbofil Packaging Machines has earned a reputation for customization, precision, and creativity in automated liquid filling and assembly. Led by husband-and-wife team Deborah Smook and Eli Uriel, the Mount Vernon–based company engineers liquid filling, capping, and assembly equipment for pharmaceutical, cosmetic, chemical, and defense applications.

Known for solving complex packaging challenges, TurboFil specializes in filling liquids with difficult viscosities and delivers high-performance, Made-in-the-USA machines trusted by research labs, drug manufacturers, and contract packagers across the country and around the world.

Recently, HV MFG sat down with Deborah and Eli (pronounced “Ellie”) to learn how they built TurboFil, the opportunities that shaped its direction, and the values that continue to drive its success today.

THE ORIGIN STORY

HV MFG: Let’s start at the beginning. TurboFil launched in 1999. What did those first months look like?

Deborah: Eli was working for a packaging company that was going out of business when a client approached him directly. That gave us the confidence to start. We had a toddler, a baby on the way, and a house under construction. I was working full time in pharmaceutical consulting and helped at night after the kids were asleep. Technically Eli was the only employee at the beginning.

Eli: I always thought we could build a business if the opportunity appeared. We started in a small room inside a machine shop with a few tools and one machine. Our first project was a cosmetic powder filling system. It was humble, but it got us moving. We named the company TurboFil to signal speed and precision, two things we aim to deliver on every job. Very quickly the limitations of that shared space became clear, so we moved to our own facility.

HV MFG: That is a lot to juggle with young children at home. Before we get into the business, tell me a little about your partnership. How did the two of you meet?

Deborah: We met at folk dancing. Someone talked him into coming, and we became dance partners. At that time, I was living in Manhattan and Eli was in Queens, having recently moved from Israel. We were dance partners and friends for years before we started dating. We married in 1996, and by the time we launched the company we already had a strong foundation, both personally and professionally.

Eli: I did not dance much before, and not much after the wedding. Debbie kept dancing, and she still does today. It is something she enjoys, even if my time on the dance floor was short lived.

Two TurboFil engineers, Eli Uriel and Jairo Gomez, assembling one of the company’s equipment solutions, which help its pharmaceutical customers manufacturer, contain and deliver liquid drug products

HV Mfg: Eli, you mentioned moving here from Israel and your time in the Army. What was your background before starting TurboFil and how did you end up in New York?

Eli: I studied mechanical engineering with a background in electronics. I learned a trade in high school and always liked working with my hands. I served in the Israeli army for four years in military communications, where I gained technical skills that stayed with me. Afterward, I moved to the United States because my brother was here. Though we did not connect for several years and we still live on opposite coasts, I settled in New York and worked for packaging and machine building companies in the Bronx and in New Jersey.

HV MFG: That is fascinating. Deborah, I understand you are also an engineer. Tell us more about your background.

Deborah: I have a degree in electrical engineering from Tufts and an MBA from Wharton.

HV MFG: That is an impressive resume. What made you decide to go into engineering, and what was your experience pursuing a career in a technical field?

Deborah: I have always been good at math and science. When it came time to consider colleges, I asked my dad what I should study, and he casually said, “You should be an engineer.” I asked what that meant, and he gave a brief answer. I figured I would find out along the way, and I loved it. The coursework always came easily to me, and it was a great choice. The MBA from Wharton broadened my interests and shifted my thinking about the business side of engineering.

After business school, I consulted for pharmaceutical and medical device companies. That work shaped how I think about our clients, the quality of our products, and our adherence to compliance standards. It also gave me perspective on the opportunities that existed for small companies that could deliver custom solutions. Eventually, I was able to bring all that together here.

DIVISION OF ROLES AND PARTNERSHIP

HV MFG: Deborah, you mentioned helping behind the scenes while still consulting. When did you decide to join full time, and how did the two of you divide responsibilities?

Deborah: I helped behind the scenes for a while as the team was growing. I would bring the kids to the shop, and since I was also an engineer, I would take home projects here and there to help. One day, a friend told me I had three full time jobs – my day job, the kids, and TurboFil – and that was one too many. I wasn’t going to give up the kids, so we decided I would jump in full time and see how it goes. So far, it’s going pretty well.

Assembly specialist, Edisaur De La Rosa Sosa works on final testing of a fully automated system for filling, assembly and inspection of single dose nasal spray devices

Eli: Our roles haven’t changed since the beginning. I handle thetechnical work, and Debbie handles everything else. That split has never changed, and we are still married.

STRATEGIC PIVOTS AND GROWTH

HV MFG: Once you were on your feet, what helped TurboFil stand out in the market?

Deborah: We started in cosmetics but quickly recognized larger opportunities. We build custom machinery that solves specific manufacturing problems, especially for difficult-to-fill liquids. Whether it’s thick, stringy, foamy, or contains particulates, we develop automation systems that meet the exact needs of our customers. That positioned us perfectly for highly regulated markets like pharmaceuticals and diagnostics. Unlike cosmetics, these products are harder to offshore, and my background in pharma made the move feel natural.

Pharmaceutical customers have more specialized and more complicated needs. The standards are higher, and so is the value you can create if you meet them.

Eli: The pivot raised the bar for our engineering, documentation, and quality systems. We learned the market by going to shows, talking with users, and setting ambitious goals for what our machines had to do. We built a reputation for machines that meet exact needs without shortcuts.             

NAVIGATING CHALLENGES

HV MFG: It seems like you have been able to adapt quickly. How did that agility help when the business faced bigger economic challenges?

Deborah: It has not always been easy. Business was difficult during the 2008 financial crisis. Our longtime bank refused to issue a letter of credit for an international project, and it felt like no one would take our calls. We were worried but we also saw the opportunities ahead.

Right now, the tariffs are a double-edged sword. We benefit from stronger interest in buying American product, which has helped open doors, but material costs rose. Our size and our skilled workforce are how we remain agile. We pivot quickly and develop new solutions while some larger companies take longer to sort things out.

Eli: Global issues like tariffs, supply chains, and downturns always test us, but being small helps us adapt.

HV MFG: In addition to tariffs and general disruption, what challenges are most pressing?

Deborah: Workforce remains the hardest. We care deeply for our staff, and it really is like a family, complete with the family dog, Teddy. But technical talent is scarce, and we have lost good people to larger companies. In some ways it is a source of pride because we have helped launch careers, but hiring, training, and retaining high-quality talent requires a lot of attention, time, and energy. We are always thinking ahead, working to build partnerships with the county and within the community, and consistently reevaluating what we can do to evolve as the workforce changes.

TurboFil engineer, Yurii Synkovskyi, utilizes sophisticated software to create a 3D model for a custom-built pharma production line machine.

INNOVATION AND FUTURE OPPORTUNITIES

HV MFG: Talk a little about technology and how the products and industry demands have changed over the years.

Deborah: We are not bound by our last machine or industry. As the market evolves, so do we. A few years ago, we leaned into unit dose nasal products and developed a fully automated system that fills and stoppers the vials and assembles the actuator system. It requires exacting inspections to ensure that every device delivers the expected dose. This represents one of the fastest-growing delivery methods and is becoming increasingly important in areas like respiratory care, mental health, and even vaccines, in addition to drug overdose reversal.

Eli: And now we are a leading manufacturer in that space. It is one of the technologies we are most proud of.

HV MFG: What is ahead for TurboFil as you continue to grow?

Deborah: One exciting development is our partnership with Ravona, a global leader in containment and aseptic barrier systems. Through this partnership, we offer both standalone containment solutions and fully integrated systems. Customers can now purchase isolators and glove integrity testers directly through TurboFil or customize packages that combine these technologies with our aseptic filling and assembly machines. It is a natural extension of our goal to deliver end-to-end customization.

Eli: It is powerful for our customers too because regulatory compliance is built-in and lead times are shorter. The machines and isolation components work together from the start, which helps streamline installation and validation.

Deborah: We are seeing the efficiencies of these machines around the world, and we’re excited to exhibit together at INTERPHEX 2026, the leading global pharmaceutical and biotechnology event, so more people can see how full-system aseptic solutions work in practice.

CULTURE

HV MFG: Let’s shift gears a little. Talk a little about the culture here at TurboFil and how would you describe your approach to leadership?

Deborah: I am a big-picture thinker and very experimental. If we want to try a tool or a new approach, we try it. I would like to think that is my approach to the team as well. When we hire, we look for curiosity and for employees who are excited about solving new, complex problems. We are a small company and work closely with each other every day. It is important to be there for our team and create an environment where we like to come to work. Hiring the right people creates momentum.

Eli: I am more hands-on, Debbie oversees all aspects of the business, and I like mentoring engineers and working together on projects that expand our limits. When an engineer has full machine responsibility, it gives them a broader view and direct customer contact. We value our family-style culture. Deborah bakes birthday cakes, one of our guys cooks breakfast on Fridays and we celebrate outside of the shop. It’s a supportive environment encouraging each of us to excel and that leadership shows in our final product.

CLOSING REFLECTIONS

HV MFG: You’ve shared quite a journey, from a borrowed shop space to high-level pharmaceutical partnerships. Looking back, what stands out most?

Deborah: Building a business while building a family wasn’t the plan, but I wouldn’t trade it. We are proud of what we have built and the team we have assembled. We deliver innovation at a world-class level, and it still feels like home.

HV MFG: Thank you both for sharing your story.

TurboFil principles Eli Uriel (seated, left) and Deborah Smook (seated, right) meet with team members at the company’s Mount Vernon headquarters, accompanied by the official TurboFIl Team Mascot, Teddy.

About HVMFG

Published twice annually HV Mfg — the Council of Industry’s magazine — is the magazine by, for, and about Hudson Valley manufacturers. All HV Mfg Spring issues include our Members Directory, listing our members and associate members along with brief descriptions of their products and services. HV Mfg Fall issues contains a list of Manufacturing Resources here in the Hudson Valley.

Advertising in HV Mfg is a great way to connect with readers. Multiple ad sizes are available.

Contact Us

  • 845-565-1355
  • info@councilofindustry.org
  • 263 Route 17k Suite 106 Newburgh NY 12550

Follow Us

TECHNOLOGY AND INNOVATION: AGENTIC AI IN MANUFACTURING

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TECHNOLOGY AND INNOVATION

FROM AUTOMATION TO AUTONOMY: AGENTIC AI IN MANUFACTURING

I don’t know if you’ve heard, but there’s this new technology called AI (short for Artificial Intelligence) that’s been seemingly the only thing anyone in any field can talk about, whether it’s the arts, business, government, you name it.

Oh, you’ve heard?

Artificial Intelligence has attracted such attention and inspired so many articles that the topic risks becoming spoken about only in cliches: there are the doomsayers who predict the death of human ingenuity, or worse, there are the tech cheerleaders who tend to overpromise in their quest to hype the technology (the fact that many of its biggest boosters are also the ones poised to profit the most from it is surely not a coincidence.) The subgenres of

AI discourse now include everything from ground breaking work using the technology in medical diagnostics to stories of teens driven to suicide by their chatbots. You have also probably heard about media replacing human writers with AI generated articles, but I assure you this one is entirely human written (except for one quote below.)

So, let’s cut through the noise a bit by focusing on one specific type of Artificial Intelligence and its potential uses in one specific industry. This article is about Agentic AI and its uses in manufacturing.

As defined by ChatGPT, Agentic AI “refers to AI systems that are not just passive responders (like answering questions or completing prompts) but instead can pursue goals, make decisions, and take actions over time.” Agentic AI is a more advanced type of AI than ChatGPT and similar chatbots, which depend on prompts; you ask it something, and it gives you an answer. Agentic AI is more sophisticated, instead of just reacting to prompts, it takes steps on its own initiative to meet a set objective, which can either be given to it or set by itself. Agentic AI is meant to be used for more complicated tasks than writing an email, generating an image, answering a search query (the things most people use ChatGPT to do). ChatGPT offered a simple way to understand it: think of it as Google Maps and Agentic AI as a self-driving car.

Agentic AI then has the potential to drastically reshape the manufacturing industry in ways ChatGPT’s ability to generate text or images never could. As technology finally reaches the necessary maturity for workplace adoption, here are just a few ways the technology could be applied to your manufacturing business:

TIME SHEET TRACKING

Traditional time sheets can only record and process data, leaving it to HR to interpret the information and adjust schedules manually, but Agentic AI could automatically manage time sheets for maximum efficiency. It could proactively anticipate attendance patterns and adjust the schedule automatically to reassign workers and account for staffing needs. With enough data it could automatically align attendance with production schedules while accounting for seasonal variations or workforce trends.

PRODUCTION INSIGHTS

The typical static production report can only provide you with insights from the past, depending on the interpretations of management to apply it to future business decisions. With Agentic AI though, it would be possible to not only automate reporting but also analyze data in real time to predict inefficiencies that it could then recommend corrections for or even initiate the corrections on its own. Bottlenecks in production could be detected in real time and fixed with automatic speed or output adjustments further up the assembly line. Furthermore, Agentic AI would continuously adjust its recommendations based on its growing bank of production data to better identify evolving needs and link production with outside factors like shifting customer demand, labor availability, and supply chain readiness.

SUPPLY CHAIN CONTROL

Speaking of supply chains, possibly the single most talked about issue facing American businesses of the last few years. They have popped up in the national conversation over COVID, inflation, and tariffs, and now here they are in our AI talk. Agentic AI will not be able to make all supply chain problems go away, but they can help manage them. The current manual system of managing inventory depends on reorder points established in advance and set based on manual oversight. Agentic AI would be able to predict demand fluctuations based on data patterns and reorder automatically. Shortages and overstocking could be prevented by automatically analyzing sales and performance trends, as well as by correlating inventory with production schedules and data on customer demand. As the AI learns as it goes what works and what doesn’t, and is better able to adapt its analysis to a company’s specific trends and needs, it would be able to reduce holding costs and avoid supply chain disruptions.

MATERIALS RESEARCH

In addition to managing supply chains, Agentic AI can also be used to decide what to use those supply chains to order. With its advanced processing abilities, Agentic AI can use data to come up with new concepts for goods and services that ordinary managers might miss. Agentic AI could determine which materials are feasible options to produce a product with, along with hidden costs and benefits they offer that might not be obvious up front.

SALES

Agentic AI doesn’t have to just be applied to the production end, it can also be used to help sell the final product. Again, Agentic AI offers the option to replace static data, this time on sales dashboards, with more dynamic software that will analyze vast amounts of data to detect trends and predict opportunities at a speed the human mind can’t match. AI could identify a declining sales trend and automatically adjust the price or develop a multi-step targeted marketing campaign to reverse the trend. It could automatically compare your prices with your competitors and adjust accordingly. And as it learns and adapts to company’s specific needs it could refine its adjustments to better tailor them to customer behavior and demand forecasts.

The possibilities Agentic AI offers are virtually limitless, with the potential to reshape any and every corner of the industry. If deployed properly, with the right data, it could transform manufacturing into something nimbler, more readily adaptable to changing market conditions and requiring a lighter workforce to operate. Still, the technology will not arrive overnight, and as with other AI systems, its early versions will be almost certainly rough and require multiple upgrades before they start to show the potential their boosters promised. But while it won’t happen tomorrow, the technology is coming, and manufacturers eager to stay competitive should start considering where it could be applied at their companies.

About HVMFG

Published twice annually HV Mfg — the Council of Industry’s magazine — is the magazine by, for, and about Hudson Valley manufacturers. All HV Mfg Spring issues include our Members Directory, listing our members and associate members along with brief descriptions of their products and services. HV Mfg Fall issues contains a list of Manufacturing Resources here in the Hudson Valley.

Advertising in HV Mfg is a great way to connect with readers. Multiple ad sizes are available.

Contact Us

  • 845-565-1355
  • info@councilofindustry.org
  • 263 Route 17k Suite 106 Newburgh NY 12550

Follow Us

MANUFACTURING INSIGHTS: Executive Roundtable

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MANUFACTURING INSIGHTS | Executive Roundtable

COUNCIL MEMBER LEADERS DISCUSS CHALLENGES, CHANGE, AND THE PATH FORWARD

American Manufacturing has been thrust into the spotlight over the last few years. President Donald Trump campaigned on a promise to bring the industry back home and make the country globally competitive once again, staying persistent in those goals as he took office.

Hudson Valley manufacturers are now facing an economy that has changed substantially due to new policies, tariffs and not knowing what is going to come next. In an August survey – where 20 Hudson Valley manufacturers shared how recent tariffs are impacting their business – 80% responded that they were facing negative effects.

The Council arranged a roundtable discussion among five local manufacturing leaders to share their thoughts about, and experiences with, the current climate. The facilitated discussion was held at the Mechatronics Lab at Dutchess Community College’s Center for Excellence in Industry and Innovation in Fishkill, which is itself a product of the renewed interest in manufacturing.

There, some shared that they believe we are living in unprecedented times, while others are envisioning the opportunities from it.

'THERE'S A LOT PREVENTING BUSINESS-AS-USUAL'

Elna Magnetics – a custom machine shop, providing specialized ferrite cores to the electronics industry has gone through many iterations since its 1955 founding in a retired one-room schoolhouse in Woodstock.

Over the decades, the company has grown into a trusted supplier to the defense, military, and aerospace sectors, holding both ISO certification and ITAR-DDTC registration. Despite steady demand from military and aerospace customers, the Saugerties-based manufacturer faces significant uncertainty following the reciprocal tariffs imposed on Europe in April, said Jim Ferraro, vice president of Elna.

On April 2, President Trump signed the International Emergency Economic Powers Act – an executive order that put a 10% tariff on almost all imports, along with country-specific reciprocal tariffs, as a solution towards closing the trade gap and rebuilding U.S. manufacturing.

This action was immediately met with legal pushback, trade talks and constant changes from the administration, causing chaos for manufacturing leaders.

“We manufacture here, but I have to get the raw material from overseas,” Ferraro said. “We’re required to import it ourselves.”

Meaning, when the prices increase for the raw material, it increases for the customer. Nearly 70% of respondents to the Council of Industry’s Tariff Survey said that they had to raise prices to pass along tariff-related costs, passing along the majority, or all, of the costs to customers.

This has been the reality for Elna, as well as Kingston-based Fala Technologies and PTI Packing Technologies & Inspection, in Hawthorne, who have all seen a drop in demand for capital expenditures from their customers as a result.

Frank Falatyn, owner and president of FALA Technologies, Inc., believes that customers are now gearing up for more future unknowns by asking for cost reductions on product. Founded in 1946, FALA provides contract manufacturing and engineering services for advanced electro-mechanical products, serving industries from semiconductors and aerospace to green energy and defense.

“Our customers are really putting pressure on us, and we don’t have that margin to give,” Falatyn said. “That’s been a downside to the tariffs, and it’s been a downturn to our sales also.”

In Hawthorne, Packing Technologies & Inspection (PTI) experienced a downturn almost immediately, said Oliver Stauffer, the company’s CEO. Working in the life sciences industry, things came to a halt around March and since then, there’s been “a complete drop off in demand,” Stauffer said.

Uncertainty around government funding in the industry along with low demand, forced the company to make some major changes to stay afloat.

“There’s only so many things in this world that we control, and when it comes to business-as-usual right now, we control very little,” Stauffer continued. “We are fighting tooth and nail – we’ve had to control costs, and we cut as deep as we can without doing damage to the organization.”

While these companies manufacture in the Hudson Valley, a lot of their materials come from outside of the U.S., Elna Magnetics, PTI and Mechanical Rubber all have felt the impacts of the reciprocal tariffs.

These pressures have them considering, and in some cases going through with, shifting portions of their manufacturing overseas. In PTI’s case, they have started assembling machines intended for European customers at their facility in Switzerland, a move designed to reduce the impact of tariffs. With so much uncertainty, they are left questioning how best to move forward in a way that will meet customer needs and safeguard their business.

“Business is certainly down” said Elna’s Jim Ferraro. “It’s not where we wanted it to be, nor is it where we anticipated it to be at this point when we were planning nine or ten months ago. “There’s a lot preventing business-as-usual.”

'I SEE COUNTLESS OPPORTUNITIES'

Mechanical Rubber – a custom contractor of rubber, plastics and metals, has been focused on acquisitions and diversification for the last decade and does not see any reason to stop now.

Cedric Glasper, the company’s president and CEO, has been on “go” for the past few years, he said, expanding his business across the country. The Warwick-based manufacturer now has its “eggs in different baskets,” riding the waves of change, and looking for more.

“You go where the opportunity is, and I see countless opportunities” Glasper said. “You can’t go by what you hear on the news, you have to go by what you experience with your customer, because your customer is the true tea leaves.”

Examples of these opportunities are emerging nationally and locally. GE Appliances, recently announced a $3 billion investment over the next five years in its U.S. operations, development, product innovation and advanced manufacturing, as well as workforce. Mechanical Rubber is a supplier to GE Appliances, which anticipates 1,000 new jobs to be created from the deal.

Diana Tomassetti, Hudson Valley Plastics’ President and CEO, has seen similar signs at the regional level, from inquiries by new customers to increased interest from companies seeking manufacturing space and tooling capacity on the East Coast.

Nationally, Apple announced plans to invest $600 billion over the next four years, hiring 20,000 workers across the country, while locally, New York Governor Kathy Hocul announced that Garonit Pharmaceutical, Inc. – a global manufacturer of antiseptic products and health care solutions – plans to erect a 200,000 square foot manufacturing facility in New Windsor, Orange County, and create 100 high-skilled jobs.

“But who is going to work? That’s the bigger issue,” says Frank Falatyn.

THE WORKFORCE CHALLENGE ISN'T GOING AWAY

While efforts to build Hudson Valley’s manufacturing workforce – such as the Council of Industry’s Manufacturing Intermediary Apprenticeship Program and SUNY Reconnect are having a positive impact, these efforts are not enough to meet what is needed, especially as more jobs are created. Community colleges are stepping up, with SUNY Reconnect identifying advanced manufacturing as a priority sector, and facilities like the Mechatronics Lab at DCC’s in Fishkill developed in partnership with employers to meet regional demand. “The community colleges are playing ball with us like they never had before,” Falatyn said. “they are really stepping up.”

Even with this progress, the concerns go deeper. “Even before the latest trade disruptions and reshoring efforts, we were already worried about the skills gap, looming retirements, and the transfer of knowledge to the next generation,” said Elna’s Jim Ferraro, who also serves as Chair of the Ulster County Workforce Investment Board.

According to the 2025 USA Reshoring Survey, done by the Reshoring Initiative and Regions Recruiting, original equipment manufacturers said that having a skilled workforce is more important than any other policy and that reindustrialization is “impossible” without a national workforce commitment. Nearly one-quarter of the U.S. manufacturing workforce is age 55 or older, underscoring the urgency of attracting new workers from all demographics and backgrounds into the field.

One solution is legal immigration, which PTI’s Oliver Stauffer, also a member of the Advanced Manufacturers Task Force in Westchester, has already been doing for some time. Being a first generation American himself, Stauffer is open to having a heavy international workforce, recognizing the skills and impact these employees bring. “My workforce is quite international. We have a lot of people on H-1B visas, engineers, and high-skilled controls and mechanical talent,” he explained. That commitment to cultivating talent and innovation has made PTI a recognized employer in the region, earning a 2023 Best Place to Work award.

“We have five employees that we’re currently sponsoring,” Stauffer added. “We are international, and legal immigration is such an important aspect of the conversation. My father came to this country and started a business in 1984 – we just celebrated 40 years.”

Legal immigration has been on the Trump administration’s mind, but not in terms of workforce. The Office of Information and Regulatory Affairs approved a proposal in August that experts believe will change the current random lottery with a system that favors those with higher wages, according to Seyfarth’s Immigration Group.

Frank Falatyn also thinks that legal immigration must be the way to supplement the manufacturing workforce moving forward. But he stressed that system changes are necessary, as the current system does not align with current workforce needs. According to the National Association of Manufacturers, in June there were more than 400,000 open manufacturing jobs nationwide, and projections estimate 3.8 million new positions will be created by 2033.

“Nobody is talking about legal immigration, but we’re going to have to have it,” Falatyn said. “We need to address the demographic challenges and engage more workers across the board, including through changes to legal immigration. Then our community college partners can work with us and train people for current and future roles. That is the solution. But I am worried we’re never going to have enough people, I’ll tell you the truth.”

'MANUFACTURING HAS BEEN IN WAY TOUGHER TIMES'

Johnnieanne Hansen, CEO of the Council of Industry, the region’s manufacturers association, noted the long history of manufacturers adapting through disruption. “Some of the Council’s member companies are now led by fifth-generation owners,” Hansen said. “Manufacturers have always had to adapt, but resilience in the moment doesn’t feel like strength – it feels like strain. That’s why sharing stories like this, and communication with policymakers and with other manufacturers, is critical.”

FALA Technologies faced its biggest hurdle when IBM closed its Kingston campus in the 1990s, which at the time were one of its main clients, but that hard lesson eventually opened doors in the semiconductor industry. Falatyn recalled that period as a fight to keep the doors open, including drawing a circle on a map and using the Thomas Register of Manufacturers to visit every company within a 150-mile radius in search of work. “We’ve been in business for 79 years now, and we have been through three downturns where we almost lost the business,” he said. “It’s cyclical. This is tough times right now, but two years ago we were on top of the world – so, we’re trying to take advantages of opportunities and prepare for the next downturn.”

Similar stories of adaptation can be found across the region. Hudson Valley Plastics has paired optimism with realism. Since purchasing and rebranding the company in 2018, Tomassetti has reorganized leadership, invested in new equipment, and added warehouse space to prepare for future demand. She described the early years as “a great challenge” but said she is proud of turning the business around and building a stable, loyal workforce.

Looking ahead, she noted that employers across the industry are facing big decisions in a shifting landscape, whether to double down on investments and innovation, or navigate increasing private equity interest or consolidation. “We’re not struggling to keep the lights on like we were in the beginning, but there are still so many challenges,” Tomassetti said.

At Elna, it kickstarted a change that might have been needed. The company has had to adapt regularly over the last few years – everything from pivoting during COVID and managing unfilled positions, to exceptionally high demand that did not seem sustainable, and now tariffs. These last few months, Elna is thinking about the future.

“It’s provided us an opportunity to get creative and rethink our sales strategy, instead of rushing and reacting just to keep up,” said Jim Ferraro, vice president of Elna Magnetics. “We are pounding the pavement with customers and looking at different opportunities on the market. This downturn has given us an opportunity to refocus on the business.”

When asked about their current strategies, 35% of respondents to the Council’s Tariff Survey said that they are making temporary adjustments, with 25% developing their strategies. But as some adapt or expand, others still struggle to stay afloat.

PTI’s Oliver Stauffer has been in a “dog fight” to keep his company competitive amongst the global players. While he continues to battle through disruption, he believes that damage has already been done.

“I think that these last three to four months has done permanent damage to the life sciences industry domestically, and debilitated some small businesses,” Stauffer said. “It feels like we are no longer in a global environment of business, but rather one in which the borders are going up and the lines are being drawn.”

Resilience, however, is built into PTI’s story. Stauffer’s Swiss immigrant father founded the company in 1984 and grew it from a small operation into a trusted innovator serving the pharmaceutical and medical device sectors. “That’s the American story,” Stauffer reflected. “My father answered an ad in a newspaper and came here with very little, then built this company from the ground up.” Now in its second generation of leadership, PTI will rely on its proven strengths – patented technologies, a highly skilled and innovative workforce, and a global perspective – to adapt and compete through the uncertainty.

Still, the manufacturing leaders are hopeful that the sector will regain its footing and evolve despite the daily uncertainty.

Manufacturers in the Hudson Valley have been adapting for more than a century, and in recent decades have weathered disruptions from the early 2000s economic crisis to the global pandemic, making change become the norm.

And when manufacturing can make it through these tough times, it will once again be America’s Backbone, said Mechanical Rubber’s Glasper. He emphasized that survival also means recognizing and seizing opportunities.

“One thing that manufacturers know is evolution,” Glasper said. “FALA has evolved; Mechanical Rubber has evolved. That’s what we do. We evolve, We survive.”

About HVMFG

Published twice annually HV Mfg — the Council of Industry’s magazine — is the magazine by, for, and about Hudson Valley manufacturers. All HV Mfg Spring issues include our Members Directory, listing our members and associate members along with brief descriptions of their products and services. HV Mfg Fall issues contains a list of Manufacturing Resources here in the Hudson Valley.

Advertising in HV Mfg is a great way to connect with readers. Multiple ad sizes are available.

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RISK MANAGEMENT: Emergency Preparedness

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RISK MANAGEMENT | Emergency Preparedness

EMERGENCY PREPAREDNESS

FIVE PRACTICAL STRATEGIES TO MOVE FROM COMPLIANCE TO CULTURE

From power outages and cyber threats to chemical spills and extreme weather, emergency situations are no longer a matter of if but when.

Even brief downtime can lead to hundreds of thousands of dollars in scrapped products and halted production lines.

According to a recent report from Occupational Health & Safety, 75 percent of manufacturing facilities evaluate their emergency plans only once a year. This reality highlights a critical flaw: static, under-reviewed plans often do not keep pace with evolving operations and emerging threats.

Effective emergency preparedness is about more than protecting assets. It is about safeguarding employees, sustaining operations, and meeting rising regulatory and community expectations. What once met industry standards may no longer be enough as new risks emerge, and past experiences reshape best practices.

“The definition of high preparedness is constantly changing,” said Tim Hayes, senior director of Emergency Management at Central Hudson. “What was considered best practice five years ago might not be enough today. New threats emerge, expectations shift, and your plans have to evolve with them. That is why we treat every incident, whether it is a drill or a real event, as a learning opportunity. It is also why leadership buy-in is so important. When executives are engaged and have clearly defined roles, it sets the tone for the whole organization.”

THE MINIMUM STANDARD

The Occupational Safety and Health Administration’s Standard 1910.38 sets a baseline for preparedness. It requires employers to have an emergency action plan that includes in part:

  • Procedures for reporting a fire or other
  • Procedures for emergency evacuation, including type of evacuation and exit route assignments.
  • Procedures to be followed by employees who remain to operate critical plant operations before they evacuate.
  • Procedures to account for all employees after
  • Procedures are to be followed by employees performing rescue or medical duties.
  • An employer must have and maintain an employee alarm
  • Training of employees to assist in a safe and orderly evacuation of other employees.
  • An employer must review the emergency action plan with each employee covered by the plan.

Standard 1910.38, however, is the minimum and the best manufacturers have shifted from compliance to true preparedness, from static plans to living systems that evolve with the risks.

Here are five practical strategies to ensure that your business is ready for whatever emergency may come its way.

1. TREAT PREPAREDNESS AS A LIVING SYSTEM

Emergency preparedness must be an active, evolving process – not a binder gathering dust.

Regardless of the size of your operation, embedding readiness into daily routines is essential to building true resilience.

At Howmet Aerospace, a global manufacturer of engineered metal products, in Kingston, new employees complete two hours of site-specific Environmental, Health, and Safety (EHS) training and carry emergency procedure cards alongside their ID badges.

“We believe in combining institutional knowledge with modern tools to keep our workplace safe,” said Komal Kumar, Environment, Health, Safety, & Security Manager at Howmet Aerospace in Kingston. “You can’t rely on muscle memory alone. Systems change, people change, and new threats emerge. Our goal is to build a culture where safety is part of every conversation, not just something we rehearse during drills. That means integrating preparedness into onboarding, reinforcing it through training, and encouraging people to think critically in the moment.”

Sun Chemical’s Peekskill facility, which produces high-performance pigments for cosmetics, coatings, and industrial applications, incorporates emergency preparedness into every level of operation. The company’s plans are reviewed annually using digital systems with built-in reminders, and safety is treated as a shared responsibility rather than a compliance checkbox. These practices do not require a large safety team or complex tools. Clear procedures, regular training, and consistent reviews go a long way toward building resilience.

“We don’t just talk about safety during emergencies, we make it part of the rhythm of our work,” said Gary Hutchison, Site Director at Sun Chemical. “If people are comfortable speaking up and sharing what they see, then they’re better prepared when things go wrong.”

2. ASSIGN ROLES AND PRACTICE THE PLAN

Emergency plans must be realistic, actionable, and site-specific. Attempting to plan for every possible scenario can create confusion and reduce the likelihood of a successful response. “Less is more,” recommends Sun Chemicals’ Gary Hutchison. Focusing on the most likely threats and building team confidence through repeated practice is far more effective than exhaustive but unused planning.

Central Hudson, which serves more than 400,000 electric and gas customers in the Hudson Valley, demonstrates how role clarity transforms response. Every employee, including executives, has an assigned storm role. From field response to supply delivery, staff keep packed go-bags and are ready to deploy on short notice. These clearly defined responsibilities ensure smooth mobilization when emergencies strike. “We train year-round and update our protocols regularly because we cannot afford to have uncertainty during a crisis,” said Tim Hayes, Senior Director of Emergency Management at Central Hudson. “Everyone knows where they need to be, what their role is, and how to communicate if something changes.”

This approach can be adapted easily in manufacturing environments. Start by appointing a cross-functional emergency

team with representation from key departments. Identify essential staff, assign roles that align with their day to day responsibilities, and provide regular, scenario based training. Sun Chemical reinforces preparedness with monthly safety meetings, quarterly town halls, and an annual Safety Month. The Emergency Response Team receives 40-hour refreshers, while all staff maintain CPR and first aid certifications. “Emergency readiness is not something we check off a list,” said Gary Hutchison. “We revisit the fundamentals often, so everyone feels confident in their ability to act, whether it is a routine drill or the real thing.

Ask yourself: Does your company have an emergency response team? Have you identified the essential staff, equipment, and procedures needed to keep your operations running during a crisis?

3. BUILD IN COMMUNICATION REDUNDANCY

Communication systems must be fast, clear, and fail-safe when an emergency strikes.

Howmet Aerospace uses a multilayered communication strategy that includes intercom systems, text alerts, and radios, ensuring that no matter where someone is in the facility, they can receive critical information.

“We don’t rely on a single method to get the message out,” said Komal Kumar. “Redundancy is built into our systems so that if one channel fails, another is ready. That consistency builds trust across the workforce.”

Even simpler tools, such as printed emergency cards or physical contact trees, can strengthen a communication plan. The key is having backup methods and rehearsing their use regularly.

Drills should specifically assess communications. Can you reach all employees if cell service is down? Do workers know where to find safety signage in the dark? Can the night shift access instructions if a supervisor is unavailable? Testing redundancies under pressure reveals where improvements are needed.

4. STRENGTHEN PARTNERSHIPS BEFORE YOU NEED THEM

Coordination with local agencies and emergency responders should begin long before an incident. Sun Chemical, for example, shares detailed chemical inventory information with the local hospital to improve coordination during emergencies. Tim Hayes of Central Hudson recommends that every manufacturer establish direct contact with their utility provider to streamline response efforts when infrastructure disruptions occur.

“Preparedness doesn’t stop at the fence line,” said Komal Kumar, Environment, Health, Safety, & Security Manager at Howmet Aerospace in Kingston. “We’ve built relationships with local responders and community partners because in a real emergency, coordination saves precious time.”

These relationships go beyond utility providers. Local fire departments, emergency management agencies, and even elected officials can play a valuable role in preparedness planning.

In addition to local resources, manufacturers can engage with state-level resources such as the New York State Division of Homeland Security and Emergency Services (DHSES). These agencies provide tools, tabletop exercises, and training opportunities to enhance internal plans and connect organizations to the broader emergency response system.

DHSES also offers planning checklists to help businesses assess vulnerabilities, plan for continuity of operations, and build response capacity.

Early partnerships speed up coordination and ensure plans are not made in isolation.

5. KEEP IT SIMPLE AND LEARN FROM EXPERIENCE

For smaller manufacturers without large-scale infrastructure or dedicated emergency staff, emergency preparedness can feel daunting. But simple steps like keeping a running list of lessons learned after each drill or conducting a 10-minute debrief can lead to meaningful improvements over time. Updating roles and checklists based on these reviews help embed readiness into the organization’s routine.

Emergency plans should focus on the most likely risk scenarios and be easy to understand under pressure but simplicity doesn’t mean stagnant. After major storms or drills, Central Hudson conducts formal after-action reviews to meet New York’s 72-hour reporting rule and improve response protocols. Similarly, Howmet Aerospace shares incident reports across its global network to accelerate learning and avoid repeat mistakes.

“Preparedness isn’t a one-time project. It’s a mindset, Kumar added, “Every incident, every drill, every conversation is a chance to get better. When people feel empowered to learn and speak up, that’s when you know the culture is working.”

6. FROM COMPLIANCE TO CULTURE

Emergency preparedness in manufacturing cannot be reduced to a checklist, or a one size fits all OSHA Standard. It requires leadership support, engaged employees, and systems that adapt to change.

While compliance is a necessary foundation, resilience comes from practice, partnerships, and learning.

The Council of Industry encourages manufacturers to treat preparedness as an ongoing priority. Through its Safety and Health Sub Council and network of Associate Members, the Council offers a platform for sharing lessons, resources, and best practices tailored to the manufacturing environment.

When preparedness is embedded into culture, manufacturers are better positioned to protect their people, their operations, and their communities.

About HVMFG

Published twice annually HV Mfg — the Council of Industry’s magazine — is the magazine by, for, and about Hudson Valley manufacturers. All HV Mfg Spring issues include our Members Directory, listing our members and associate members along with brief descriptions of their products and services. HV Mfg Fall issues contains a list of Manufacturing Resources here in the Hudson Valley.

Advertising in HV Mfg is a great way to connect with readers. Multiple ad sizes are available.

Contact Us

  • 845-565-1355
  • info@councilofindustry.org
  • 263 Route 17k Suite 106 Newburgh NY 12550

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DEFENSE CONTRACTS: MissionReady

Post: Nov. 6, 2025

DEFENSE CONTRACTS | MissionReady

A SEAT AT THE TABLE

SMALL BUSINESS AND THE FUTURE OF DEFENSE MANUFACTURING

The Evolving Defense Landscape

The United States defense sector is accelerating, being driven by an urgent need to modernize and secure its supply chain.

According to the U.S. Department of Defense, the Navy is planning to produce one Columbia-class and two Virginia-class submarines annually. The proposed FY’25 defense budget included a 13.4% increase over the previous year.

Each of these programs depends on thousands of components, subassemblies, and specialty material that are far beyond the capacity of the major primes.

Federal law mandates that a minimum of 23% of all contracting dollars go to small businesses, representing more than $100 billion annually. These Small Business Set-Asides create a protected channel for smaller firms to compete, and win, in the defense industrial base.

Demand is moving downstream, and small to mid-size manufacturers are squarely in scope. That said, access isn’t automatic – it requires initiative and preparation.

ADMIN WORK: AN ECOSYSTEM OF CODES & ONLINE PORTALS

The System for Award Management, SAM.gov, is the central entry point for federal contracting. Any company looking to work with the Department of Defense will need to register early to access detailed opportunity information.

Navigating federal procurement platforms often involves jumping between multiple interconnected systems. A search on SAM.gov may quickly redirect to additional portals for documentation, proposal requirements, or final submission.

Several other platforms are also essential for manufacturers serious about defense work.

Familiarity with SAM.gov, CAGE Code Registrations, Procurement Integrated Enterprise Environment, DIBBS, Navy’s Seaport – NxG, Army’s Jagger, and Primes Registration, among others, can streamline access and improve positioning.

When you register with SAM.gov, you will be assigned a (CAGE) code by the DLA, a 5-digit identifier assigned to businesses that the government uses to track and pay suppliers. This should be done as soon as possible as other registrations, including Primes, will ask for this number.

Procurement Integrated Enterprise Environments (PIEE) are often required for submitting proposals.

Every company has their own application process, but you must be registered with them to be considered for supplier contracts. Most will have you create a supplier account that you can continually update and add capabilities as your business grows.

Navigating these portals can be tedious, enough for a small business owner wearing too many hats already to throw in the towel on defense work all together. If you’re new to defense work, understanding the maze of defense jargon and acronyms alone can require a translator.

Fortunately, there are established support systems designed to help manufacturers navigate this environment.

ASK FOR HELP!

You will save yourself countless hours of frustration online, trying to find the information you need, just by using resources available.

Apex Accelerators is federally funded and managed by the DoD Office of Small Business Programs (OSBP). They offer no-cost guidance and support services to help your business succeed in the government marketplace, with locations all over the country.

The Manufacturing Extension Partnerships (MEP) can assist with finding grant opportunities to cover compliance costs, assistance with assigning your business NAICS codes, which are also important codes when searching databases for opportunities relevant to your business.

MEPs also have extensive networks of support and will help you find the assistance you need.

The Griffiss Institute, a non-profit located in Rome, New York, works with their neighbor, the Air Force Research Laboratory (AFRL) to develop, enable, and elevate potential defense technologies.

Mission Ready is a one-stop program built specifically for small and mid-sized manufacturers pursuing defense work. Based in Ulster County, Mission Ready is led by a team of cybersecurity specialists and military veterans who understand both the technical and operational requirements of entering the defense industrial base.

The program brings together administrative onboarding, Cybersecurity Maturity Model Certification (CMMC), and targeted bid intelligence to help manufacturers get compliant, get noticed, and win contracts.

TIERS OF THE DEFENSE SUPPLY CHAIN

Most times small and mid-sized manufacturers are not competing with major defense prime, they’re supplying them. The defense industrial base is structured in tiers, and each tier depends on

a network of trusted partners to deliver on cost, quality, and compliance.

Large defense contractors like Lockheed Martin, Raytheon, and BAE Systems are considered Tier 1. Most of these Primes have online forms to fill out your company information to be added to their pool of potential suppliers.

Tier 2 companies supply components or systems to Tier 1 contractors. Many of these companies are in a flux period of compliance, waiting for official word from their Prime that they must meet CMMC compliance to maintain their contracts. The mandate is coming and trickling down. Fortunately, there is still time to get ahead of it

Smaller suppliers making parts, materials, or assemblies are Tier 3. This is where a small manufacturer can thrive, pending compliance, if they are diligently searching for opportunities.

HOW TO STAND OUT

Success in the defense supply chain depends on more than price and lead time. Buyers, whether primes or government agencies, are evaluating suppliers based on compliance, credentials, and unique capabilities.

Small manufacturers that invest early in these areas significantly improve their eligibility and competitiveness.

CMMC is no longer optional. Level 1 certification will be required to bid on most defense contracts, while Level 2 will be mandatory for any contract involving Controlled Unclassified Information (CUI). These requirements are actively rolling out and will be enforced across the supply chain.

Early compliance not only reduces risk but signal’s reliability to primes and government buyers alike.

Quality certifications like ISO 9001 and AS9100 aren’t universally required, but they are increasingly requested by primes and government buyers. Holding these certifications signals a disciplined quality management system and can open doors to higher-value contracts.

Unique capabilities like precision machining, exotic materials, rapid prototyping, or specialized coatings are major differentiators. When properly communicated, these strengths help manufacturers avoid commodity pricing and align with niche needs across programs and platforms.

Keeping your capabilities statement up to date will help resources find you the best opportunities and assistance available.

In FY24, the federal government awarded 23.3% of its budget to small businesses. This 80/20 rule for small business set-asides is projected to continue. There are additional ones within these set-asides for Women Owned Small Businesses (WOSBs), Veteran and Service-Disabled Veteran Owned Small Businesses (VOSB/ SDVOSB), Small Disadvantaged Businesses (SDB) and others.

If your business falls into these categories, targeting these opportunities greatly increases your chance of winning.

A WINDOW OF OPPORTUNITY

The Department of Defense has made its priorities clear: Strengthening the industrial base depends on engaging manufacturers of all sizes.

There’s growing momentum to bring new suppliers into the fold. For small and mid-sized manufacturers, this is a rare window to step into a high-value, long-term market.

Those who act now by securing registrations, achieving compliance, and showcasing their capabilities will be well-positioned to build lasting relationships across the defense supply chain. Yes, the requirements are real, but so are the stable demand, multi-year contracts, and a direct role in national readiness.

With the right guidance and support, small manufacturers can move ahead confidently.

https://missionready.io/

About HVMFG

Published twice annually HV Mfg — the Council of Industry’s magazine — is the magazine by, for, and about Hudson Valley manufacturers. All HV Mfg Spring issues include our Members Directory, listing our members and associate members along with brief descriptions of their products and services. HV Mfg Fall issues contains a list of Manufacturing Resources here in the Hudson Valley.

Advertising in HV Mfg is a great way to connect with readers. Multiple ad sizes are available.

Contact Us

  • 845-565-1355
  • info@councilofindustry.org
  • 263 Route 17k Suite 106 Newburgh NY 12550

Follow Us