Thought Leadership

ACG Breakfast: Top Three Takeaways from Bill Berrien, Pindel Global Precision, Inc.

By Jennifer Clement, ACG Wisconsin Member
 

On March 14, 2025, the Association for Corporate Growth (ACG) Wisconsin hosted its monthly meeting. Bill Berrien, Owner and CEO of Pindel Global Precision, Inc., delivered a keynote address packed with valuable leadership lessons.

Berrien joined the Navy in 1991, completing the Navy SEAL Teams’ legendary basic training, BUD/S, to become a SEAL officer. For his leadership and tenacity during BUD/S, his fellow SEAL trainees voted to give him the “Fire in the Gut” award at graduation.

In 1999, after commanding multiple SEAL platoons, Berrien left active duty and earned master’s degrees from Johns Hopkins University and Harvard Business School. He then entered the private sector, thriving in key corporate roles at GE Healthcare, Liberty Dialysis, and Artisan Partners before acquiring Pindel Global Precision in 2012.

Thinking about applying for a job at Pindel? You won’t be alone — there’s a waiting list. Over the course of his talk, Berrien offered a glimpse into the tech-driven, people-focused culture that has made Pindel a magnet for talent.

Hire for attitude, train for skill

The SEALs have a common saying, “Once you leave the SEAL teams, you spend the rest of your life trying to recreate the SEAL teams.” That mindset shapes Berrien’s approach at Pindel, where building a strong, cohesive team begins with their hiring philosophy: “Hire for attitude, and train for skill.”

As experienced machinists become harder to find, prioritizing individuals who are eager to learn new technologies and grow within a team environment is more important than ever. Whether someone is entering manufacturing for the first time or looking to level up their career, Pindel offers a clear path forward.

This philosophy enables Pindel to open doors for talented individuals from a wide range of backgrounds and previous occupations. Berrien firmly believes that “your zip code is not your destiny,” and the diverse experiences of his employees serve as proof of that conviction.

Forwardskilling

Berrien believes there is a major opportunity in Wisconsin to upskill the already-employed workforce. Embracing Wisconsin’s motto, “Forward,” Berrien has developed a new model for workforce development called “Forwardskilling.”

Forwardskilling takes a page out of the shared economy playbook (think: Uber or Airbnb), coordinating underutilized assets from various sources to provide convenient and affordable training opportunities.

Berrien commented that “there is a common misconception that the first 25 years of education will last the next 50 years of someone’s career.” In reality, he explained, technology is changing more rapidly than ever, and people need to learn how to leverage it in order to compete for jobs.

Forwardskilling addresses that challenge head-on by making lifelong learning more accessible, flexible, and relevant. It connects motivated workers with underutilized instructors, open classroom space, available training tools and modular curriculum — often borrowed from local colleges or training centers — to deliver just-in-time education tailored to industry needs.

The goal isn’t just to teach technical skills, but to build a workforce that can evolve alongside technology. In Berrien’s view, Forwardskilling is not only a workforce development strategy — it’s a long-term economic growth plan for Wisconsin.

Smart, safe, sustainable, sexy

This vision for lifelong learning is only part of the equation. Just as the workforce must evolve, so too must the workplace. At Pindel, Forwardskilling goes hand-in-hand with a broader transformation of the manufacturing floor — one that challenges outdated perceptions and redefines what a modern manufacturing career can look like.

Manufacturing has long been perceived as “dark, dirty, dangerous, and dull,” as Berrien put it. But thanks to significant technological advancements, today’s manufacturing floor is smart, safe, sustainable — and yes, sexy (those are Berrien’s words, too).

Since everyone is looking for a profession, creating logical career paths is a key strategy. Pindel’s professional development program borrows the training and career path model from the military’s playbook for developing non-commissioned officers. Pindel focuses on building an environment where team members know the work they do (and the professional reputation they develop) is valuable, enduring, and transferable.

At least 4.5% of Pindel’s annual revenues are reinvested into capital expenditures, and employees are the direct beneficiaries. Automation plus training equals value creation — and that translates into higher wages. Those closest to automation, because of the higher value they create, have in some cases seen their wages double if not triple over 10 years working at Pindel.

Growing manufacturing in Wisconsin

As he concluded his remarks, Berrien highlighted two key opportunities for Wisconsin manufacturers.

Offered by the Wisconsin Manufacturing Extension Partnership, the Wisconsin Automation Implementation Grant reduces the risks of adopting automation technologies by providing guidance and financial support.

For those planning to serve — or already serving — the defense industry, a new conference is coming to Pewaukee in May 2025. Hosted by the Wisconsin Manufacturers & Commerce and the Metropolitan Milwaukee Association of Commerce, the inaugural Wisconsin Defense Industry Council Annual Conference will offer networking, education, and “matchmaking” meetings between suppliers and buyers looking to support the defense sector, either directly or through OEMs.

For more information on manufacturing in Wisconsin, contact Jennifer Clement at jennifer.clement@CLAconnect.com or 414-238-6785.

The information contained herein is general in nature and is not intended, and should not be construed, as legal, accounting, investment, or tax advice or opinion provided by CliftonLarsonAllen LLP (CLA) to the reader. For more information, visit CLAconnect.com.

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