When Brady Neuhart stepped into his role as General Manager of Die Co. months ago, the path here was more than just a career move, it was a return to what he calls the “heartbeat” of his region. Growing up in southeastern Ohio, Brady was raised around manufacturing and the blue-collar workforce; the people who build, produce, and provide for their families. Brady explains, “Manufacturing is in my blood. It is the heartbeat of my home region of Southeastern Ohio. The plant floor, blue collar workers are who I was raised by and grew up with. The fruits of their labor drive our country, states, and cities forward. All the sweat from their brow and work through their hands isn’t for personal gain, but out of love for their families.” That deep respect for people and purpose has shaped Brady’s approach to leadership and his passion for building strong, empowered teams.

A Career Rooted in Curiosity and Hands-On Experience

Brady’s journey in manufacturing began early. He worked on the shop floor of a commercial diesel plant while in high school, studied Systems Engineering at Otterbein University, and completed more than a year of hands-on internships in manufacturing before graduation. His first role after college was as an automation design engineer in Columbus, where he describes his experience as “living the show How It’s Made.”

When his wife became pregnant with their first child, Brady and his family relocated closer to home in Northeast Ohio. That’s when he was introduced to Fastener Industries and learned about the unique culture of employee ownership. “It was life-changing,” he said. “Learning what it means to be an owner, not just an employee, was exciting. Everyone has a greater responsibility and a shared investment in the company’s success.”

Leading with Empathy and Empowerment

Brady believes great leadership starts with listening. When he first joined Die Co., he asked employees what he could do to make their jobs easier. “I got a lot of blank stares at first,” he recalled with a smile. “So I reworded it and asked, ‘What’s something that’s annoying to do every day?’ Once they started thinking about it that way, the ideas came pouring in.” His approach is rooted in empathy, collaboration, and accountability. “If you take the traditional organizational chart and flip it upside down, that’s how I see leadership,” he said. “My job is to support the team, empower them to make decisions, and train them to think like owners, not just operators.”

Building a Culture of Ownership

Die Co. recently became an employee-owned company, and Brady sees his role as helping to build on that foundation. “The team already had a strong structure for voicing opinions and sharing ideas,” he said. “I just want to amplify that, leverage the strengths of the people we already have, and help break through barriers that limit growth.” Transforming the company’s culture into one of true ownership is a key priority for Brady. “When people feel heard, trusted, and empowered, they take more pride in their work,” he explained. “That’s what employee ownership is all about.”

Navigating the Industry and Looking Ahead

Brady keeps a close eye on industry trends, particularly steel pricing and supply chain shifts. “There are both opportunities and challenges,” he said. “Tariffs and domestic sourcing create chances for growth, but costs and tooling investments can still be hurdles. The key is finding innovative ways to stay competitive while maintaining the quality and service our customers rely on.” He also notes the growing demand for Die Co.’s products in data centers and infrastructure. “It’s exciting to see how our work connects to global technology and expansion,” he added.

Family, Motivation, and Mentorship

Outside of work, Brady is a devoted husband and father. He and his wife, Jessica, have two young children, Lucy and Benjamin. “They’re my motivation for everything I do,” he said. “Lucy loves figure skating and horseback riding, and Benjamin will soon follow in her footsteps doing similar things. Spending time with them keeps everything in perspective.”

Brady credits one of his mentors, Brian Meyers of JCR Offroad, for influencing his leadership style. “He built a company with a great culture by lifting employees up and caring about their lives outside of work,” Brady said. “That’s the kind of leader I strive to be.”

If Brady could have a superpower, it would be the ability to “snap his fingers and get people where they want to be in life.” That vision captures his purpose perfectly; helping people grow, both personally and professionally, so they can reach their full potential.

A Vision for the Future