51�Թ���

51�Թ���: Sen.���ٲ����Ա��,��H.R. 1��permanently extended the Section 199A pass-through deduction, preventing the substantial tax increase that would have hit small manufacturers at the start of 2026. You have been among the Senate’s most persistent champions of pass-through businesses since the��Tax Cuts and Jobs Act��was enacted. What does achieving permanency mean for small manufacturers in Montana and across the country?��

Sen. Daines: Our small businesses and manufacturers are the backbone of our country’s economy, driving growth and investment across states like Montana. Since I entered Congress, I prioritized the need to protect this industry and warned of what a less competitive America looks like.��

I championed the small business deduction in 2017, and last year,��I led the charge on making sure this��and other pro-growth provisions��became permanent. Clarity and certainty are two of the most important things these job creators need to be as successful as��possible,��and��making 199A permanent delivered both.

51�Թ���: You introduced the Main Street Tax Certainty Act specifically to make the 199A deduction permanent.��H.R. 1��accomplished that goal. How did your legislation and sustained advocacy help build the political and policy case for permanency in the reconciliation package, and were there particular provisions in the final bill—beyond the basic permanency—that reflect your priorities for pass-through manufacturers?��

Sen. Daines:��As important as it was to make sure this provision was included in 2017, it was imperative we avoided the steep tax increase small businesses and manufacturers faced if we let this expire. Since the day the��TCJA��was signed into law, we pushed to make this provision permanent. Businesses from every state came in and helped us tell the story of what this means for them. When the time came to draft the Working Families Tax Cuts, the Main Street Tax Certainty Act was one of the most co-sponsored bills in the Senate. We had��nearly all��Republican senators on that bill advocating for its inclusion in final passage, and we achieved exactly that.

51�Թ���: The Senate Finance Committee conducted detailed working group discussions ahead of��H.R. 1. What arguments proved most decisive in the Senate debate over 199A permanency, and are there remaining gaps or unresolved issues in the tax treatment of pass-through manufacturers that you believe should be addressed in future legislation?��

Sen. Daines: Good policies are easy to defend, and the economic data behind 199A spoke for itself. Pass-through businesses employ more than half of private–sector��workers,��[and]��more than 96% of businesses in our country are organized as pass-throughs. The deduction itself is��directly responsible��for 2.6 million jobs and��$325 billion��of the United States’ GDP. Many of these businesses are manufacturers who are the backbone of our competitiveness. A successful manufacturing industry supports the American economy and helps protect us against foreign adversaries.

51�Թ���: Manufacturers appreciate your passion and persistence in securing the 199A deduction for the long term. What can our members do to help ensure the benefits of this provision reach every small manufacturer across the country?��

Sen. Daines: We can see economic data and how policies will broadly��operate, but hearing firsthand from businesses��[that]��have��utilized��those policies to reinvest and grow makes all the difference. We���ɴdzܱ����’t��have been able to get��nearly our��entire conference onto the Main Street Tax Certainty Act if we���徱���’t��have stories from each state to point to.

America’s story is a manufacturing story, and Zoeller has played an important role over the years. Recently, the administration and Congress have made great strides in reducing the cost of doing business in the United States, and they can take several steps now to “fine tune” that success, the CEO of Zoeller Pump Company told the Senate this week.

What’s going on: “[T]his Congress preserved the 21% corporate tax rate and provided immediate expensing for R&D activities,” Bill Zoeller, head of the 87-year-old, Louisville, Kentucky–based water pump manufacturer,��told the Senate Small Business and Entrepreneurship Committee Wednesday.

• “These actions prevented tax increases and paved the way for our continued expansion.”
• Zoeller Pump Company has also benefited from the administration’s efforts to reduce federal regulations and their costs.
• Now it’s time to build on those victories for manufacturers, Zoeller said.

What should be done: There are five things Congress and the administration can do, Zoeller told the committee at “,” a hearing on America’s manufacturing history and future thinking about reducing cost pressures and promoting the competitiveness of smaller U.S. manufacturers.

• Continue to “rebalance and right-size the burden of federal regulations on our industry”;
• Reauthorize the infrastructure bill, which expires in September, so that manufacturers have “robust highways, bridges, ports and waterways to make and move products across the country”;
• Pass permitting reform and continue efforts to improve the federal permitting process;
• Promote “strategic trade policies that ensure manufacturers have easy and reliable access to the inputs and machinery we need to make things in America”; and
• Enact policies to upskill and train people for the modern manufacturing workforce to help fill the industry’s 400,000 open jobs.

A recipe for manufacturing greatness: “The 2025 tax bill is the foundation, and if backed by the right policies, manufacturers like Zoeller will be ready and proud to drive the next 250 years of American manufacturing greatness.”

51�Թ���: Rep. Miller, H.R. 1 has been signed into law, preserving the 21% corporate tax rate established by the 2017 Tax Cuts and Jobs Act. As the leader of the House Ways and Means Supply Chain Tax Team leading up to the bill’s passage, what does preserving this rate on a permanent basis mean for manufacturers’ ability to invest in American supply chains and compete globally?

Rep. Miller: Tax certainty is essential to maintaining the United States’ position as a global leader in manufacturing. The Working Families Tax Cuts will deliver meaningful relief to American manufacturers, driving the development of new facilities, the creation of jobs and increased investment across the country. The Ways and Means Supply Chain Tax Team focused on advancing pro-growth policies to fuel long-term economic prosperity. Key provisions in the legislation—including permanent research and development expensing, full immediate expensing, a strengthened interest deduction and a 100% factory construction deduction—provide businesses with the certainty and incentives needed to plan, invest and compete globally.

51�Թ���: With the 21% corporate rate now secured through H.R. 1, U.S. manufacturers have a more competitive tax foundation than they did even a year ago. But the global tax landscape continues to shift, with major trading partners and competitors making their own adjustments to attract investment and manufacturing activity. From your vantage point leading the Supply Chain Tax Team, how has that preservation of the 21% corporate rate bolstered the United States’ position in promoting and attracting investment?

Rep. Miller: The preservation of the 21% corporate rate is critical in promoting American manufacturing because companies can invest in expanding infrastructure, purchase new equipment and increase workforce without tax liability uncertainty. The Working Families Tax Cuts compounded with bonus depreciation and immediate research expensing have proved to be effective for the industry, and we will continue to advocate for pro-growth policy, which leads to new markets and more opportunities.

51�Թ���: Your Supply Chain Tax Team has traveled the country meeting with manufacturers since the TCJA was enacted. Now that H.R. 1 is law, what are businesses in your district or on your tax team’s radar telling you about specific investments or hiring decisions they are making or accelerating because the 21% corporate rate is no longer at risk?

Rep. Miller: The real-world impact of the Working Families Tax Cuts has been clear and meaningful, reinforcing the need for stable, pro-growth tax policy to help American manufacturers succeed. In my home district, we’ve seen these policies translate into new factories, new jobs and expanded opportunities. Companies like Conn-Weld Industries and Ferroglobe have used this tax relief to invest in their operations, grow their businesses and strengthen the local economy.

51�Թ���: Thank you for your leadership in protecting manufacturers through H.R. 1. What should 51�Թ��� members be doing now to help communicate the benefits of the 21% corporate rate and to support continued pro-manufacturing tax policy?

Rep. Miller: 51�Թ��� members should share their stories and voice their support for the Working Families Tax Cuts and communicate the real-world impact this legislation has on the country, their business and the employees and their families who benefit. Manufacturers are at the core of our economy and need a predictable and pro-growth tax code.

Nathan Silvernail is no stranger to launching a bold idea. After seven years at SpaceX helping build the Falcon 9 and Crew Dragon, he took that first-principles mindset and applied it to an entirely different challenge: reinventing how to make one of the world’s most fundamental materials.

As co-founder and CEO of , Nathan is a new kind of “wood”—one that doesn’t come from trees but instead from fast-growing, sustainable biomass. This new material is designed to be carbon negative and a durable alternative to traditional wood products used in construction.

Outside of work, he’s an avid pilot, even flying aerobatics—an extension of his longtime passion for aerospace and engineering.

In this latest installment of the 51�Թ���’s “Forge Your Path” series, Nathan shares lessons from scaling teams at SpaceX, his approach to leadership and why rethinking manufacturing from the ground up can unlock entirely new possibilities.

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 or your company’s success?

Nathan: “I’d say it’s really about the energy you bring as a leader. Early on—whether you’re an engineering lead or a supervisor—you don’t always realize how much your team depends on your energy and direction.

I learned that quickly at SpaceX. I went from being an individual contributor to managing a team of about 20 people. Each person needs time—one-on-ones, reviewing work, team meetings—and you have to figure out how to manage that effectively.

When you’re already stretched thin, like when you’re running a company, it becomes even more important. I don’t think I’ve mastered it, but being intentional about where I spend my time, who needs more attention and how I communicate that has been critical.”

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

Nathan: “I tend to say, ‘No noise, all signal.’ That’s really my ethos—in leadership, engineering, business and even my personal life.

Time is limited, and when you have a lot to accomplish, you need to make sure the people in the room are adding value. A lot of conversations can get bogged down with unnecessary detail or noise. I try to push toward clarity—getting to the point and focusing on what actually matters.”

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

Nathan: “We’ve effectively redefined engineered lumber manufacturing. Instead of trying to optimize what already exists, we broke the system down to first principles—what are the right decisions and why?

Our focus has always been on carbon sequestration, efficiency and sustainability—not just financial outcomes. From there, we rebuilt the process.

Traditional systems can involve massive, centralized facilities with huge capital requirements. We’ve broken that down into smaller, more flexible systems that can scale over time with much lower upfront investment. That allows us to generate revenue faster and expand more efficiently.

That mindset—simplify, reduce parts and vertically integrate—comes directly from my time at SpaceX and the emphasis on first-principles thinking.”

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

Nathan: “Long term, the goal is to transform the entire lumber industry. We’ve developed a system that can produce multiple types of engineered lumber using different biomass sources, ideally close to where materials are sourced or used. That creates efficiencies across the board.

In the next five years, I want us to reach the production capacity of a mid-sized mill—around 15 million oriented strand board panels per year—with multiple machines deployed across the country. From there, we can expand to other products, other builders and potentially other markets.

Ultimately, we want to remove the need for trees in a large portion of homebuilding. About 43% of a single-family home is lumber, and there’s a real opportunity to rethink that—from cost to sustainability to supply chain.”

Q: Is there a book that you have read or a podcast that you have listened to that you would recommend to your peers and why?

Nathan: “I haven’t been reading as much lately, but I do watch the ‘Diary of a CEO’ podcast quite a bit, which features a wide range of leaders and experts and really digs into how they think—uncovering lessons and insights that can help people be more effective and successful. I find it valuable because it covers a wide range of perspectives.

More broadly, I tend to study leaders and companies that resonate with me. I’ve looked at how Nvidia operates and drawn some parallels. But honestly, I’ve probably learned the most from Elon Musk—both in how to think about problems and, in some cases, how not to.”

51�Թ���: Sen. Young, H.R. 1 restored immediate domestic R&D expensing, ending the amortization requirement that had been in effect since 2022. You have been one of the Senate’s most dedicated champions of R&D competitiveness through the American Innovation and Jobs Act. How did your years of sustained advocacy help deliver this outcome in the final reconciliation package?

Sen. Young: The American Innovation and Jobs Act laid the foundation for a multiyear, bipartisan effort to restore full and immediate expensing. From the outset, our goal was to make clear that strong R&D incentives are essential to maintaining America’s competitive edge. With the support of my Senate Finance Committee colleagues and active industry partners like the 51�Թ���, we built a broad coalition that understood the real-world consequences of the amortization treatment. This sustained advocacy was critical to ensuring this policy was included in the final version of the One Big Beautiful Bill Act.

51�Թ���: The amortization requirement that was in effect from 2022 to 2024 was particularly damaging for manufacturers, who conduct 52% of private-sector research. Now that immediate expensing is restored and prior-year costs can be accelerated, what are Indiana manufacturers or other stakeholders telling you about how this relief changes their investment and hiring plans?

Sen. Young: During the three-year span when businesses had to amortize, I heard from countless Hoosier employers, including many in the manufacturing and life sciences industries, about how the R&D tax treatment was forcing incredibly difficult decisions. These included delaying R&D projects, scaling back hiring for key personnel like engineers and scientists and, in some cases, even considering shifting research activity overseas. That kind of uncertainty is especially challenging for industries that rely on long-term investment cycles.

Now that immediate expensing has been restored, and restored on a permanent basis, there is a renewed sense of confidence. Businesses back home have shared with me that they are moving forward with previously delayed investments, expanding their research operations and accelerating plans to grow their workforce. Those are the types of business decisions we should be encouraging in our tax code.

51�Թ���: Restoring R&D expensing is a major step, but the United States still trails competitors like China in the overall generosity of R&D incentives. What is your honest assessment of where America now stands in the global innovation competition, and what further actions—whether through additional tax policy, increased federal R&D investment or streamlined regulatory pathways—should Congress prioritize to ensure the U.S. remains the world’s leading destination for manufacturing innovation?

Sen. Young: As our global competitors, like China, are expanding their R&D incentives, we simply cannot allow our nation and our economy to fall behind. To remain the world’s leading destination for innovation and advanced manufacturing, we need a more comprehensive approach. That includes increasing federal investment in critical research areas, ensuring our regulatory environment supports the commercialization of new technologies and strengthening workforce development and apprenticeship streams so that we can better connect students and workers to high-demand careers in manufacturing and innovation.

My focus going forward is on advancing policies that not only restore our competitiveness but position the United States to lead in rapidly growing industries like advanced manufacturing, artificial intelligence, quantum and biotechnology.

51�Թ���: Thank you, Sen. Young. What can 51�Թ��� members do to help manufacturers take advantage of the restored R&D deduction and to support continued investment in American manufacturing innovation?

Sen. Young: I would encourage 51�Թ��� members to continue engaging with policymakers and sharing examples of how R&D incentives are driving investment, hiring and innovation in their communities. Those real-world stories about the advancements companies are making are incredibly important as we consider future policy decisions.

I’d also urge manufacturers to fully utilize the restored deduction and continue investing in their workforce and research capabilities. By doing so, and by staying engaged in the policymaking process, you can help ensure we build on this progress and continue strengthening America’s leadership in manufacturing.

Marking the approach of H.R. 1’s first anniversary this July, the 51�Թ��� is highlighting the law’s pro-manufacturing tax wins. This week, we spoke to Sen. Todd Young (R-IN), a leading proponent of immediate R&D expensing, which the law successfully restored.

How they did it: When asked about his efforts to get this key provision reinstated, Sen. Young said, “From the outset, our goal was to make clear that strong R&D incentives are essential to maintaining America’s competitive edge.”

• “With the support of my Senate Finance Committee colleagues and active industry partners like the 51�Թ���, we built a broad coalition that understood the real-world consequences of the amortization treatment.”

Making a difference: “During the three-year span when businesses had to amortize, I heard from countless Hoosier employers, including many in the manufacturing and life sciences industries, about how the R&D tax treatment was forcing incredibly difficult decisions,” said Sen. Young. “These included delaying R&D projects, scaling back hiring for key personnel like engineers and scientists and, in some cases, even considering shifting research activity overseas.”

• “Now that immediate expensing has been restored, and restored on a permanent basis, there is a renewed sense of confidence,” he continued. “Businesses back home have shared with me that they are moving forward with previously delayed investments, expanding their research operations and accelerating plans to grow their workforce.”

Why it matters: “As our global competitors, like China, are expanding their R&D incentives, we simply cannot allow our nation and our economy to fall behind,” said Sen. Young.

• “My focus going forward is on advancing policies that not only restore our competitiveness but position the United States to lead in rapidly growing industries like advanced manufacturing, artificial intelligence, quantum and biotechnology.”

Advice for manufacturers: When asked what manufacturers should do now that immediate R&D expensing has been made permanent, Sen. Young said, “I would encourage 51�Թ��� members to continue engaging with policymakers and sharing examples of how R&D incentives are driving investment, hiring and innovation in their communities. Those real-world stories about the advancements companies are making are incredibly important as we consider future policy decisions.”

• “I’d also urge manufacturers to fully utilize the restored deduction and continue investing in their workforce and research capabilities. By doing so, and by staying engaged in the policymaking process, you can help ensure we build on this progress and continue strengthening America’s leadership in manufacturing.”

Read the whole thing: You can read the whole Q&A here.

As workforce shortages persist, some manufacturers have turned to hiring of individuals who have been involved in the justice system—called second chance hiring—as a practical solution to fill critical roles and improve retention.

In recognition of Second Chance Awareness Month, the Manufacturing Institute—the workforce development and education affiliate of the 51�Թ���—convened leaders from Toyotetsu Texas and JBM Packaging to discuss what it really takes for second chance hiring programs to succeed.

• This virtual discussion was part of the MI’s monthly , which offers manufacturers timely, high-impact, actionable insights to address workforce challenges.

The business case: For TTTX and JBM Packaging, second chance hiring does more than just help their communities—it’s a strategic response to a business need. Justice-impacted individuals are an often-overlooked talent population who tend to demonstrate strong loyalty and long-term commitment to employers who give them a chance. Their high engagement and motivation to succeed can impact their shop floor culture positively.

• “We started [second] chance hiring because we had more work than we had workers,” said JBM Packaging Leader of Learning and Development Jacqueline Cooley. “We were looking for a way to get people in the door, to keep people [and] to produce the packaging we need.”
• Today, 46% of JBM Packaging’s workforce is second chance hires, and their turnover rate sits at approximately 13–14%—well below the manufacturing industry average.
• TTTX also attributes low turnover rates to strategic investment in second chance hiring.

More than just filling jobs: Many justice-impacted individuals face barriers like financial, housing and transportation insecurity, which can prevent even the most motivated hires from succeeding at work. Both TTTX and JBM Packaging built their second chance programs to address those challenges.

• TTTX created a carpool program for employees without transportation and provides basic job essentials like steel-toed boots. They also implemented a mentorship system to help new justice-impacted employees acclimate.
• JBM Packaging enrolls new second chance hires in its Better Lives program, a year-long holistic program that includes financial and life coaching, in-house loans, access to a vehicle and wellness resources.
• “We’re not focused on just hiring individuals. We’re focused on building a system—having a comprehensive, holistic approach—making sure that we are setting up these individuals for success, because in the long run, when they’re successful, our organization is going to be successful,” said TTTX Vice President of Administration Leslie Cantu.

A second chance in action: Don Christian is one of the most powerful examples of what second chance hiring can accomplish. After more than 20 years of incarceration, Christian learned of TTTX from his parole officer in 2018 and became one of the first individuals hired through the program. His enthusiasm, dedication and positive impact on the plant floor helped TTTX successfully pilot and continue its second chance program.

• Today, Christian serves as a peer mentor at TTTX, helping new hires navigating similar challenges. He is also enrolled at San Antonio College, pursuing a degree in life coaching and social work with the goal of paying his opportunity forward.
• “I [had] never had a job in my life. I had no experience, but I gave it a shot. When I got [to TTTX], it changed my life. It gave me a chance to reshape my life,” said Christian.
• To other second chance hires, Christian has the following advice: “Now you’re given a second chance. Show them what you got. Show them what you can do.”

Next steps: The MI offers additional second chance hiring resources on its , including an employer toolkit. The toolkit outlines the��five major steps of building and launching a second chance hiring initiative:��Plan, Partner, Equip, Implement and��Sustain.

• As mentioned above, the MI explores solutions like second chance hiring every month in its Solution Series, which you can sign up for via the .
• May’s Solution Series event will feature the ins and outs of planning and delivering a successful event that will help inspire the next generation of the manufacturing workforce. Learn more and register .

Michelle Barnhart knows firsthand that disabled workers can thrive in and contribute to manufacturing firms—she is living proof of it.

Not only did manufacturing give her a first shot at a rewarding career as a high school grad, but it gave her another opportunity for success after an injury off the job left her paralyzed.

• “I often say that manufacturing saved me multiple times throughout my life,” Barnhart reflected.

Finding her path: After graduating from high school, Barnhart �徱���’t see a clear path forward. Through a local unemployment office, she was placed as a second shift contingent worker at a local ink manufacturer.

• What could have been a temporary role quickly became a permanent pathway as she found herself thriving on the shop floor. Over time, she moved up the ranks to become a first shift team lead.

An unforeseen change: Years into her career, Barnhart’s life changed in an instant. An injury in her personal life left her paralyzed and confined to a wheelchair, facing an uncertain future.

• But her company supported her, helping her transition into an order entry and customer service role so she could stay in the industry she loved.

A career shift: But the manufacturing floor kept calling. While searching for a job where her wheelchair was not a barrier to shop floor operations, she found The Timken Company, a global technology leader in engineered bearings and industrial motion.

• Though she started as a floor supervisor at Timken’s Keene, New Hampshire, facility, Barnhart soon switched to a role in human resources, a decision shaped by the support she received from her employer’s HR team after her injury.
• Now in her 10th year at Timken, she serves as HR manager at the company’s Lincolnton, North Carolina, bearing plant.

A recognized leader: Barnhart’s outstanding leadership at Timken earned her recognition as a by the Manufacturing Institute, the 51�Թ���’s workforce development and education affiliate.

• The awards honor 145 outstanding leaders in manufacturing, from the shop floor to the C-suite, who are helping the next generation see themselves in modern manufacturing careers.

Leading with inclusion: Barnhart’s leadership at Timken has included establishing the Celebrating Abilities Network, a grassroots employee resource group at Timken that supports individuals with physical and mental disabilities, as well as caregivers, through informational and intersectional programming.

• In 2025, CAN reached more than 475 Timken employees across the U.S.
• “Inclusion drives performance. It really is a pretty simple formula,” said Barnhart. “When people feel valued, when people feel supported, they’re more engaged. When they’re more engaged, they’re more innovative. When they’re more innovative, they’re more committed. And this directly ties back to safety, quality [and] delivery.”

The next generation: A devoted mentor of many younger employees over the years, and one grateful to her own set of guides, Barnhart is going further in supporting the next generation of manufacturing workers by pursuing a Ph.D. at Capella University.

• Her research focuses on the barriers to manufacturing employment for people with physical disabilities from the perspective of frontline supervisors.
• “We’re trying to come up with unique or creative ways to fill [open manufacturing] roles. Certainly we need to be looking into the disability population, as that is one of the higher unemployment rates across the U.S.,” said Barnhart.

The last word: “If you do not see yourself reflected in this industry, that is the exact reason why you need to join. You belong here. We want you here,” said Barnhart. “Give it a chance and see if it can save your life as it did for me two times over now.”

According to Winton Machine Company CEO Lisa Winton, the inaugural Supplier Matchmaking Expo— by the Small Business Association and the 51�Թ���—is “exactly the kind of initiative small manufacturers need right now.”

A successful event: Winton, who attended the expo earlier this month in Charlotte, North Carolina, , “What stood out most to me is the intentional focus on strengthening U.S. supply chains by connecting large OEMs directly with small domestic manufacturers.”

• “Small manufacturers like Winton Machine Company are not just participants in the supply chain—we are critical to its strength, resilience and speed.”

The big picture: “The ability to sit down in one-on-one matchmaking sessions with major buyers from aerospace to energy to defense creates real opportunity to build partnerships that expand U.S. production capacity and bring more manufacturing back home,” she continued.

• “If we want a more resilient, competitive and innovative manufacturing base in the U.S., we need to continue investing in small, nimble manufacturers who can execute.”
• “Events like this are how we make that happen,” she emphasized.

Further praise: The SBA also that the response to the event was overwhelmingly positive, with one participant saying, “I think we should do the event at least once a quarter.”

• Like Winton, another participant praised the event’s format, saying, “The matchmaking structure made it easy to connect with procurement teams and better understand supplier expectations.”

The last word: “Thank you again to SBA and 51�Թ��� for leading the way on this,” Winton said. “This was a great way to conclude the �ٴdzܰ�.”

The Manufacturing Institute, the 51�Թ���’s workforce development and education affiliation, announced the 145 recipients of the 2026 STEP Ahead Awards on Monday.��They will be honored at the STEP Ahead Awards Gala in April.

• The awards honor outstanding leaders in the industry at all career levels and all positions—from the shop floor to the C-suite—as they build the industry of the future and inspire the next generation of the workers.

Why it matters: With more than 400,000 openings in the sector today—and an expected 3.8 million new employees by 2033—the industry requires leaders and role models to show prospective workers all that it can offer.

STEP leaders say: “As chair of the STEP Ahead Awards, I’m honored to recognize distinguished leaders who are strengthening manufacturing excellence by investing in the future talent pipeline. With our industry facing a critical workforce challenge,��real innovation will only come from empowering our workforces and nurturing the next generation of leaders through mentorship, sponsorship and serving as strong role models,” Biogen Executive Vice President and Head of Pharmaceutical Operations and Technology Nicole Murphy said.

• “It’s a privilege to serve as vice chair of the STEP Ahead Awards and to highlight those who are reimagining what’s possible in our industry. I’m proud to see the next generation of female and ally leaders shaping the future of manufacturing and technology and inspiring others to see STEM careers as both meaningful and attainable,” AstraZeneca Senior Vice President and Global Head of Pharmaceutical Technology and Development Dafni Bika��said.

The MI says: “The STEP Ahead Awards are truly a celebration of the outstanding character and contributions of so many members of the manufacturing workforce. Our industry is so fortunate to have so many inspiring leaders and mentors who are cultivating fulfilling workplace cultures that encourage people to join, stay and grow our workforce,” said MI President Carolyn Lee.

What’s next: The 2026 STEP Ahead Awards Gala will take place April 23, 2026, at The Anthem in Washington, D.C. View the full list of awardees and learn more about the awards gala��.