Meet the Experts Podcast: Greg Dronen, Director of Manufacturing

Full Transcript:

Introduction to Greg Dronen and Acculon

Betsy Barry

Hello and welcome to another episode of Meet the Experts, where we go behind the scenes at Acculon and chat with one of our brilliant team members. I’m Betsy, the Marketing Manager here at Acculon and the host of the series, and today I am very excited to introduce everybody to one of our newest and most important team members, our director of manufacturing, Greg Dronin. Greg, thank you so much for the opportunity to speak with you today. I think maybe before we launch into our interview, I’ve got a lot of questions for you, but I’m wondering if you could just briefly introduce yourself, give us a high-level past experience, roles you’ve had, industries, et cetera, and just kind of give us the journey that led you to Acculon.

Greg Dronen

Sure, and thanks, Betsy, for the invite. I started my career with General Motors and stayed with them through the split with Delphi. And during that time, I worked on suspensions primarily. And then in the year 2000, I started working on the brake side of the house, working as an ABS staff engineer in Mexico. I’ve had a lot of experience with product engineering and process engineering, as well as shop floor experience during the 90s. I also worked on prototyping. So I’ve done a lot of work going from prototype to production. So I think it fits well with what we’re trying to do at Acculon.

Joining Acculon to Lead Manufacturing Transition

Betsy Barry

So I think it fits well with what we’re trying to do at Acculon. That’s a great on-ramp to my next, my first question, I should say, which is, you’ve got a storied history and a lot of experience, and you’re joining Acculon at such a pivotal moment, and we are, you know, a new company, and we are making that transition into manufacturing. And so I’m curious what prompted you or excited you about coming on board to Acculon now as we make this transition.

Greg Dronen

That’s a good question.  I enjoy a challenge. I think my experience in prototyping going to production is really going to be a help.  I’ve moved a $2 million prototype shop from a GM location into a tool shop and then expanded the production from the mother plant to new sites. So I think I’m in the right position to do what’s needed to take the R&D type process you have at Acculon and move it into production. So I’ve never had a challenge I can’t meet. I’m really excited to get this going.

Betsy Barry

I’d love to hear that.  You know, no pressure, but we’re counting on you. So let me ask you this. What’s the hardest part in making this leap, this kind of like engineering services and low-volume manufacturing to scale? What are the hard parts about that?

Challenges in Standing up a Manufacturing Facility

Greg Dronen

The challenges are getting to know the system that you have. I need firm sales orders, drawings, bills of material, packaging material, everything, so that we can be successful in manufacturing.  Timing is the most critical part of all this. We’re trying to stand up a plant and ship product as early as May. So it’s a really big challenge to one, get the plant ready. And then two, move the equipment in and get everything running and in sync at the same time.

Betsy Barry

I cannot even imagine the Herculean task that you are just steeped in at the moment. And kind of drawing from that, you do have a lot of experience. And so what do you consider to be those transferable talents from your previous life in manufacturing to the sort of transition that we’re at right now? What are those things that you’re counting on with those traits?

Translating Previous Experience to a New Role

Greg Dronen

Well, I had an assignment as a resident engineer in a brand new plant in southern Spain. I have also moved tech centers and manufacturing in Shanghai, built up a plant in India, transferring it from one side of Delhi to the other, and going into production three days later.  I built plants in the Czech Republic and moved to the Paris Tech Center. So I’m more than capable of outfitting the factories, the tech centers, and really getting the plants set up to be successful.

Betsy Barry

So that is a success in manufacturing, and it encompasses a lot of things. I mean, there are so many moving parts. And I kind of want to zero in on something that’s one of our foundational, one of our pillars at Acculon, and that is safety. And we know that battery manufacturing in particular carries a lot of unique safety considerations. So, could you just speak to your background and how that influences how you’re approaching Acculon’s operations under this safety and then also quality umbrella?

Safety and Quality in Manufacturing

Greg Dronen

Well, I’ve worked extensively with insurance companies on risk assessment and risk mitigation for our factories. The point being, safety is really important in automotive as well as in batteries. We run millions of hours with no incidents. I’ve worked on plants as small as 150,000 square feet and up to 2 million square feet. But we design factories with safety in mind.

My experience basically says, design it correctly so that the employees are protected. I want to create a safe work environment. As part of that, I also believe that safety and quality are two sides of the same coin. A safe environment will yield a quality product. And that is right at the heart of what I believe. So I will work with the Acculon safety team on their expertise.

Betsy Barry

Mm-hmm.

Greg Dronen

And make sure that we update all the documents and get them ready for an ISO certification later this year.

Betsy Barry

I love this because even though I consider safety a foundation and sort of a pillar, it’s also in a bottom-up kind of concept. It’s also a top-down concept. You have to set the tone as a leader for safety teams as our volumes grow. And I’m extremely excited about that crossover experience that you have that’s going to lead us to success in a multitude of areas, and safety being just one of them, and quality obviously being another one.

Safety as a Top-Down Initiative

Greg Dronen

I really think it’s a top-down initiative. And the reason I say that is if we set the tone to be a safe plant, we do not cut corners on safety. We’re not gonna cut corners on quality.

Betsy Barry

Mm-hmm. Right. Yes, that’s right. That’s a good point.  And I think that when you start to cut corners on safety, it’s such a slippery slope.  And I have a legal background, so my mind immediately goes to product liability. But I’ve always appreciated our unwavering approach, which is that we’re going to build a safe product. We’re going to build a quality product, and I do think that you’re exactly right that it’s a top-down, it’s a leadership, it’s an ethos, almost.  Yeah, I think that that’s really, really important. So next question.  You have built and led global multidisciplinary teams.

Greg Dronen

Mm-hmm.

Leadership Philosophy

Betsy Barry

So what is your particular leadership philosophy when you’re building a manufacturing organization from the ground up, like you’re doing at AcuLine? Because it’s very different than kind of stepping into a role. I always think about this when people come to work for us because, in a startup environment, there’s no… I mean, you have your playbook, but you know, there’s no lane for you to sort of step into. You know, you’re kind of creating the lane as you go. And so, what’s your leadership philosophy as you kind of define this role for yourself in this new role? 

Greg Dronen

Sure. The first thing is that I want to respect the Acculon culture. But as important as that is, I want to work for the success of the company and the team. So the atmosphere and the culture need to be pleasant and cooperative. We need to use the talents that the team has. I do not intend to micromanage people; I give them all the slack they need to get their assignments done. My expectation is that assignments given, results, and solutions are expected, meaning I trust you to use your best judgment to get things done. But I like to be consistent, succinct, and timely with communications. We can do the impossible, but it may not be overnight. I know surface issues will come up, but we will handle them. But mostly a cooperative culture where we respect the team and work towards a common goal.

Betsy Barry

And do you find that when you are literally staffing and building a facility from the ground up, that setting that tone, that communication, that openness, that kind of cultural openness, is easy to do? Do you lead by example? How do you create that culture within a brand new facility where it’s empty today, but tomorrow there’s going to be, you know, we’re going to have lots of new team members showing up.

Greg Dronen

We need to support the team. We need to cooperate. And I have an open-door policy. I will respect people’s time. I am very results-driven. And one thing I really back is 5S in the organization. Everything has a place, everything has a place. So at the very onset of a clean sheet, we’re able to get the plant well organized.

Betsy Barry

Mm-hmm.

And is that something, I guess, you know, it almost feels like that might be something that’s easier to do when you’re, you know, from the very beginning. Maybe easier than walking into a sort of disorganized, you know. 

Starting from a Blank Slate

Greg Dronen

It is. Yeah, I mean, so, you have a clean sheet approach, you can do the shipping and receiving in the best way for easy flow through the factory. Everything can be assigned a place because if I don’t assign it, people will find a place to put it. And the point is, let’s set them up for success rather than just pile something in a corner.

Betsy Barry

Mm-hmm.

Yeah, I’m really kind of in awe of what you’re embarking on right now, if I’m being totally honest with you. I can’t imagine just there’s, again, like I said this before, but there’s so many moving parts and a lot of those are human, you know, and there’s just a, there’s a lot to do, and I’m delighted that you’re at the helm, to be honest with you. So if we are sitting here, and let’s say three years from now,

Greg Dronen 

Thank you.

Betsy Barry

What would success look like for Acculon manufacturing?

Defining Success for Acculon Manufacturing

Greg Dronen

The first goal would be to establish a factory and to pass our ISO certifications.  Success would mean meeting our corporate metrics for volume of products built and sold, customer satisfaction, and bringing on new products. And then last but not least, developing the workforce and facilitating cross-functional abilities. I’m never one to hold somebody back.

Betsy Barry

Mm-hmm.

Greg Dronen

If they have potential, I will help them get there.

Betsy Barry

That’s amazing. I think that that’s one thing that I actually really appreciate about Acculon is that, you know, I think that just that openness to learn and that growth mentality, there’s just such a collection of people that I work with, that we work with, that have that, that make me feel really optimistic that we’re going to do something big here. know? Yeah, I I feel

Greg Dronen

I expect it.

Betsy Barry

There’s a level of confidence, not just kind of like fingers crossed, but really like you put in the work, and you see the results. And it sounds like you’re, I love hearing that you’re a result-oriented person. think that that’s, mean, how could you not be if you gravitate towards manufacturing? And yeah, you’re the expert. You’re leading the new charge. So yeah, I really appreciate you talking to me today, and I look forward to speaking with you again.

Anything else you want to say before we sign off.

Greg Dronen

Well, one last thing is I was on an assignment at Delphi, and we were going to be sold to another company, Beijing West Industries, BWI. And I asked the vice president for a meaningful job. I said I did not want to be excess staff. So at the time, he gave me facilities, and that allowed me several years of designing and specifying all of the requirements that go into manufacturing and tech centers. So it was a good transition. It’s a very good compliment to being a product engineer, and yet understanding the facilities and what the people need.

Betsy Barry

I love that, actually. You asked for a meaningful job, and I think that kind of sums you up in a succinct way. In manufacturing, actually, it brings meaning to sort of like the abstract theory of a product. What’s more meaningful than bringing something safe, qualitatively important and significant into the market?

The manufacturing is something that we don’t build a lot of things in this country anymore, right? And I think that just approaching it from a place of like, this is going to be meaningful, is just hugely important. And again, just a feather in our cap, setting us up for success. So we’re super excited to have you here.  And we cannot wait to see what great things will happen as we move into our future.

Greg Dronen

Thank you, Betsy.

Betsy Barry

So thank you so much. And thank you all for listening.  We’ll have more Meet the Expert series in the future. And until then, have a great day, and we’ll see you next time. Bye.