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tional excellence, communication and more.
From the vantage of sales, Lowe explains
critical reasoning of that time. “For example,
we recognized that we’re already making en-
gine valve springs for General Motors. We
like that business, and that customer likes us.
Why not make them for other OEMs? And
why not for other applications, like marine
engines, snow mobiles, jet skis… our objec-
tive was to go and get that business, and
we’ve been successful at it.”
They would prove further success at rein-
vigorating company-wide morale and foster
faith that all are accountable (and capable) of
creating innovation that can help better the
company. Today, this is something measured
during annual performance reviews. “This
company is actually hungry for innovation
from everyone in the organization… doesn’t
matter whether you’re executive in a carpeted
office, engineer or the guy who puts paint on
the rails. We asked, “What is it about each
one of us that can help compel the company
into the future with distinction?” says Lowe.
He credits this philosophical transition to
greater efficiencies, greater productivity and
