Issue link: https://iconnect007.uberflip.com/i/1415897
20 SMT007 MAGAZINE I OCTOBER 2021 super-high technology builds, and then that equipment over time can migrate down in our organization. Did I capture that accurately, Greg? Halvorson: Yes, and the key to the success of the migration of the equipment, is having a really strong technical transfer program. Fortunate- ly, we have that in place with our engineering group. Johnson: So far, this conversation has focused on the strategy you have for building the busi- ness, and how the capital expenditures and the acquisition strategies dovetail into making all of that happen. Are facilities something that you're focusing on as well? Halvorson: Yes. Leasehold is part of our strat- egy. We are continuing to expand the exist- ing sites. We have a clear vision of how large we want each site to operate at, because even though they operate as a team, they also op- erate as an individual P&L location. So, plan- ning at the site level is performed by the abil- ity to support the growth through their exist- ing P&Ls. Vaughan: Right. And just to scale the opera- tion for everyone on the call, we're current- ly five sites. at's three in California, one in Chicago, and one in Toronto. In the aggre- gate, we're 300,000 square feet with over 900 employees and approximately $200 million in revenue. Andy Shaughnessy: Greg, it sounds like, with so many different locations and capabilities, you can't really have a one-size-fits-all CapEx strategy, can you? Halvorson: No. It's critical to look at each site as an independent location and understand what they do well, and then target our sales team to sell to our customers what we do well and target the work at that particular location. Matties: Are you seeing an onshoring or reshor- ing growth in sales over the last year and a half ? McCoy: Definitely. Vaughan: Yes. It's more important to manufac- ture closer to the original point of consump- tion. We understand that. I think just one comment. Our business is 70% defense, so we probably see that dynamic a little less than some of the more commercial shops. at would be my response. Greg and Brett, do you have a different view? McCoy: At our site specifically in Chicago, we've seen an increase in reshoring, primari- ly due to the supply chain interruptions which have led to extended lead times and price pres- sures. is has opened some opportunities for us to engage at a larger level with certain cus- tomers, where we're seeing prototypes and small-to-medium volume production become more prevalent. John Vaughan, VP Strategic Markets.