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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.

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 didn’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.”

51�Թ���: Sen. Lankford, H.R. 1 permanently restored 100% bonus depreciation for qualifying property acquired after Jan. 19, 2025, reversing a phasedown that had reduced the deduction to 40% in 2025 and would have eliminated it by 2027. As a member of the Senate Finance Committee, what does permanent full expensing mean for manufacturers making long-lived capital investment decisions, and how does permanency change their planning horizon relative to a temporary extension?

Sen. Lankford: Permanency is the difference between short-term tax relief and long-term economic certainty. Manufacturers are not making one-year decisions. They are making 10-, 20-, even 30-year capital allocation decisions on facilities, heavy equipment and production lines. When full expensing is temporary or phasing down, it distorts those decisions and often forces companies to either accelerate investments inefficiently or delay them altogether.

By making 100% expensing permanent, we are giving manufacturers confidence that the tax treatment will be consistent across the full lifecycle of an investment. That stability lowers the cost of capital, improves after-tax returns and allows companies to plan rationally instead of reacting to arbitrary deadlines.

That is why I have pushed for permanency through efforts like the ALIGN Act, which was included in the Working Families Tax Cuts Act, because pro-growth policy only works if businesses can rely on it over the long term.

51�Թ���: During the phasedown years, when bonus depreciation fell from 100% to 80% to 60% to 40%, manufacturers reported delaying or canceling major capital purchases because the economics no longer worked as favorably. Now that 100% expensing is restored permanently, what evidence are you seeing—in Oklahoma or nationally—that manufacturers are moving forward on investments that were on hold?

Sen. Lankford: What we are hearing, both in Oklahoma and across the country, is that the return to full expensing is beginning to unlock projects that were sitting on the sidelines. During the phasedown, when expensing dropped from 100% to 40%, many of those investments simply didn’t pencil out.

That lines up with what we know about Oklahoma’s economy. The state is heavily concentrated in capital-intensive sectors like oil and gas, manufacturing and aerospace. Oil and gas alone accounts for a significant share of state GDP, and when you include the broader supply chain, it touches more than a quarter of the economy. These are exactly the types of industries where cost recovery drives investment decisions.

In practical terms, that showed up in delayed energy projects, deferred equipment purchases and slower expansion of processing and manufacturing facilities. In manufacturing and aerospace, companies stretched the life of existing equipment and postponed automation upgrades.

Now, with full expensing permanently restored, those same businesses are revisiting projects. That includes moving forward on pipeline investments, placing new equipment orders and advancing plant and infrastructure upgrades. The key shift is that companies are no longer trying to time the tax code. They are making decisions based on operational need and long-term growth.

51�Թ���: H.R. 1 also raised the Section 179 expensing cap from $1 million to $2.5 million, providing a complementary benefit particularly for smaller manufacturers. The legislation also expanded bonus depreciation to manufacturing facilities. How do bonus depreciation, the enhanced Section 179 and the new deduction for factories work together to drive capital investment across manufacturers of all sizes, and what are you hearing from businesses about how these provisions are impacting them?

Sen. Lankford: For smaller and mid-sized manufacturers, Section 179 is often the tool they use the most. These are businesses that are upgrading equipment, adding a new machine or expanding part of their shop floor. They are not doing massive projects all at once. They need something simple, predictable and easy to use. Increasing the cap means more of those everyday investments can be written off immediately, which helps with cash flow and makes it easier to keep reinvesting.

For larger manufacturers, the scale is different. They are looking at bigger equipment purchases, full production lines and major upgrades across facilities. Bonus depreciation matters here because it allows them to expense those larger investments upfront. When you are talking about large equipment investments, that timing difference can influence whether a project moves forward now or gets pushed out.

The addition of expensing for manufacturing facilities is a big step forward. For a lot of companies, the building is one of the most expensive parts of the project, not just the equipment inside it. Whether it is a new plant or expanding an existing one, being able to expense both the facility and the equipment reflects the full cost of what it takes to grow.

When you put all of that together, it creates a system that works for manufacturers at different sizes and at different stages. It supports the smaller, steady investments and the larger, long-term projects. It does not solve every challenge, but it removes a major barrier and lets companies make decisions based on what they actually need to grow.

51�Թ���: Thank you, senator. What can 51�Թ��� members do to help manufacturers understand and act on the restored bonus depreciation and enhanced Section 179 provisions?

Sen. Lankford: The most important thing 51�Թ��� members can do is make sure permanent expensing actually reaches the shop floor. A lot of small manufacturers may not have heard about what changed, and even if they have, they may not immediately connect a tax provision to a real equipment decision. It’s a simple but important message: if you’ve been holding off on a new piece of equipment, talk to your accountant now, because you may be able to write off the full cost this year. Pro-growth policy only delivers if manufacturers know about it and use it, and that’s where 51�Թ��� can make a real difference. That’s what will drive long-term investment, create jobs and grow local economies.

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 .

The 51�Թ��� recently interviewed Rep. Sam Graves (R-MO), chairman of the Transportation and Infrastructure Committee, about the surface transportation reauthorization bill and the importance of infrastructure to manufacturers nationwide. Here is the full text.

What are your priorities in the upcoming infrastructure bill to help drive manufacturing growth in the United States?

“Manufacturing, like every other aspect of our economy, depends on a strong transportation system and infrastructure. President Trump has prioritized bringing manufacturing back to the United States, and he’s already seen significant success. As chairman of the Transportation and Infrastructure Committee, I’m working to make sure we have an efficient, safe and reliable infrastructure that supports and facilitates the growth of manufacturing in the United States. The best way to do that is by passing a bill that focuses on building the infrastructure needed to move goods and people safely and efficiently. The next surface transportation reauthorization bill will focus on hard infrastructure, such as roads and bridges.

“Another main priority of mine is fixing the Highway Trust Fund, which serves as the main funding source at the federal level for road and bridge projects. We must address the solvency challenges facing the Highway Trust Fund and preserve our user-pays system. Right now, that system is broken, and it has been for some time. The best way to provide long-term certainty is to finally begin shoring up the Highway Trust Fund and ensuring that all users are paying into the system.

“Additionally, this bill is about looking forward and building an infrastructure for the future. Anticipating the transportation and infrastructure needs of the next 20 years is the best way to support economic growth and help our manufacturers as their industry continues to evolve.”

Why is it important that Congress pass a surface transportation reauthorization bill this year?

“The surface transportation reauthorization bill impacts all Americans—we all use or rely on roads, bridges and rails. Traditionally, this legislation provides tens of billions of dollars in annual funding to improve American highways, bridges, transit and other surface transportation infrastructure. It also provides funding for rail, trucking safety and other transportation programs.

“Surface transportation bills typically expire after five years. That multiyear time frame gives states the long-term funding certainty they need to plan and carry out many of their most critical projects. The current highway bill, which was part of the Infrastructure Investment and Jobs Act, expires on Sept. 30, 2026. Unless Congress acts before then, federal programs will be impacted, including that long-term certainty. This is unacceptable, and I’m committed to getting the next surface bill done on time and preventing potential project delays and uncertainty that can result from a lapse in long-term funding.”

How does investing in infrastructure benefit the people and manufacturers in your state/district?

“I represent all of North Missouri. Investing in our roads has never been more important for the future of our communities, large and small. For manufacturers to succeed, as well as to attract new companies, we’ve got to have good infrastructure. It’s critical for shipping Missouri-made products across the country, for receiving inputs and for farmers getting goods to market. As we work to bring manufacturing back to the United States, my district and many others see an opportunity to grow their local economy. To make that happen, we have to maintain and improve our infrastructure across the country.”

Why is the 51�Թ���’s leadership on this issue so critical to getting an infrastructure bill done this year?

“The 51�Թ��� has over 14,000 members from every sector of manufacturing. The United States depends on a strong manufacturing industry, and the 51�Թ��� provides a voice for our manufacturers, large and small. They are truly at the center of manufacturing in this country. So, when it comes to getting an infrastructure bill of this size done, we need to hear from all industries, especially our manufacturers. Whether it’s in the early stages of crafting the bill when we’re looking for feedback on existing policy and asking for priorities from the manufacturing industry—and we appreciate the 51�Թ���’s efforts in that process—or after the bill has been introduced and is working its way through the legislative process, organizations like the 51�Թ��� have an important role in getting information out there about what the bill does and how it will benefit the country.”

Draper, Inc. is an unusual manufacturer: a company with 700 employees located in a town—Spiceland, Indiana—with only 900 residents. Draper President Chris Broome said the town would “look a lot different” without Draper, and the company has “grown with the community”—hiring many residents of Spiceland, working closely with the school system, supporting the town library and community center, helping with cleanup efforts and much more.

Since 1902: Draper was founded near the start of the 20th century. A family-owned firm now helmed by the fifth generation—and looking ahead to the sixth—Draper began by manufacturing window shades. Since its founding, it has expanded into many other product lines, including projection screens and gym equipment.

• Broome is the great-great-grandson of founder Luther O. Draper, and he says with pride that his son now works as a regional salesperson—and is expected to step into the leadership role someday.

Staying in Spiceland: The company’s relationship to Spiceland, meanwhile, is one of deep commitment and respect. Many of the company’s employees live in the town itself, though some live in neighboring locations.

• The company’s longstanding residence in Spiceland has allowed it to create a singular workforce—where people stay for 20, 30, even 40 years, said Broome.
• Just like the company’s founding family, these employees often pass down their commitment to Draper. There are “families of two to three generations” who work at the company—which is “unique and really interesting,” said Broome.
• One factory department head has been at Draper for 53 years, having started right after high school. Both his parents worked at Draper, too, Broome added.

Recruitment: The company encourages its workers to “grow with the company” and recruits heavily from local high schools. Not only do local highschoolers take internships at the company, but whole classes come to Draper for tours.

• Draper works closely with the school system to place interns in exactly the right department, with the strong support of Indiana’s state educational department, said Broome.
• The students do “real work” for the company, he stressed, adding that one of the program’s key benefits is the way it teaches kids basic skills applicable to any working environment—like showing up on time and not getting distracted by their phones.
• “We’re really trying to teach them the basics for having a career in the future, to expose them to possibilities,” said Broome.

Policy talk: Broome credits tax reform with enabling the expansion of his remarkable company.

• First, the 2017 Tax Cuts and Jobs Act’s provisions—made permanent last year in the One Big Beautiful Bill Act—helped Draper build its new 100,000-square-foot facility, said Broome. Draper also “invested in equipment and automation, including a new automated paint line,” as well as solar panels for the new facility’s roof that now provide about 40% of its electricity, thanks to the bill’s provision for immediate expensing for equipment purchases.
• Second, tax reform’s estate tax measure—also made permanent last year—has helped the company plan for its future. Broome now has “much more certainty about preserving the company for the future and the ability to pass it down from generation to generation,” he said.

A new century: What is Draper working on in its second century? Automation and artificial intelligence are “important initiatives,” said Broome.

• Draper has created a cross-functional employee group to explore how AI can be built into many daily functions, an initiative that has begun to pay off already. Meanwhile, automating some manual parts of production, like pushcarts and spray guns, has helped Draper streamline and regularize operations, while freeing workers to do higher-level tasks.
• “We know that to be competitive in the worldwide economy, we will have to focus on doing more,” Broome concluded.

The Environmental Protection Agency’s ENERGY STAR program is one step closer to continuation, thanks to 51�Թ��� advocacy to secure funding in a bicameral appropriations measure released this week (, subscription).

What’s going on: The text of the funding bill, which provides annual appropriations for the EPA, was released Monday as part of a three-bill “minibus” and “would set aside about $33 million this fiscal year for ENERGY STAR, the energy-efficiency rating program for appliances.”

• The voluntary program, which the EPA reorganized in 2025, establishes efficiency thresholds for a variety of products and materials, such as washing machines and air conditioners, and allows manufacturers to place the program’s logo on items that meet the criteria.
• The 51�Թ��� has called ENERGY STAR “a critical and popular voluntary program that benefits manufacturers that make more energy-efficient products.”

There’s more: The funding bill, which still requires full congressional approval, also supports two water-conservation programs: WaterSense and Trash Free Waters.

• “WaterSense partners with manufacturers, local governments and others on voluntary water-saving initiatives, while the latter program seeks to keep trash and debris out of oceans, lakes, rivers and estuaries.”

Our view: Manufacturers and consumers benefit from the ENERGY STAR program’s continuation, the 51�Թ��� and allied groups legislators last June.

“Electricity saved by ENERGY STAR helps free up space on the grid needed so the U.S. can lead the world to power and grow artificial intelligence, support the burgeoning crypto asset industry and bring more manufacturing plants back to our shores,” they said.