What do you get when you combine the discipline of a Navy SEAL, the systems rigor of GE, and the agility of an entrepreneurial CEO? You get Bill Berrien, CEO of Pindel Global Precision. 

In our recent conversation, Bill offered a masterclass in leadership, people development, and decision-making. His insights are especially timely for growth-minded leaders navigating the demanding landscapes of today’s volatile marketplace.

From the SEAL Teams to the Shop Floor

Bill’s transition from Navy SEAL to manufacturing CEO might sound like a hard pivot, but as he explained, the environments share a core DNA. Both demand “highly cohesive, highly trained teams enabled by advanced technology, trying to punch above their weight.” His company, Pindel Global Precision, now in its 78th year, thrives on that ethos.

“When I acquired Pindel in 2012,” Bill said, “we had lower-level technology and a lower-skill workforce. My vision was to invest in tech and train the team to master it. That way, they create more value and capture more value. We’ve had machinists whose wages have doubled or tripled as a result.”

That mindset of linking technology investment to workforce upskilling created a virtuous cycle. The company wins, the customers win, and the employees win.

Professionalizing the Workforce

Manufacturing has long battled a challenge: promoting your best machinist into management often ruins two roles. Bill tackled that head-on by creating three distinct career tracks: engineering, leadership, and high-value production. “Each path is valued, and we train people specifically for the one they choose,” he said. “You’ve got to train them in all paths—not just throw them in and hope they swim.”

For leadership development, Pindel uses a robust yearlong training program that includes monthly instruction, mentoring, and personality profiling. 

“Our professional development program takes pages out of the military’s playbook for NCO and officer development. We use multiple, sequential levels for machinists, quality technicians, and industrial maintenance technicians that put a premium on career-long learning.”

What struck me most is Bill’s critique of a pervasive mindset: the idea that the first 25 years of education should last us for the next 50. “We need to think differently about continuous upskilling,” he said. “Otherwise, we’re letting people fall out of the fight. My motto is: never out of the fight.” You shouldn’t be reduced to trial-and-error for the rest of your professional life.

That’s the heart of Unshakeable Business Endurance: constantly evolving, relentlessly improving, never coasting. Bill’s professional development program is an excellent example of a company’s commitment to lifelong learning.

Boldness in Decision-Making

In uncertain environments, Bill uses optionality to make bold decisions. “We’ve made investments on the knife’s edge,” Bill told me, “and to hedge that, we design optionality into our decisions. The machines can be reconfigured for other parts or customers. We don’t commit 100% upfront, we commit enough to learn and adapt.”

He echoes Jeff Bezos’ concept of Type 1 vs. Type 2 decisions. Type 1s are irreversible; Type 2s offer a way to test, learn, and pivot. “You need to structure decisions to keep some powder dry,” Bill said, “so you’re not boxed in if things shift.”

His advice for other manufacturing leaders? Understand the opportunity’s sensitivities. Build optionality. And, most importantly, build a team with the capacity to pivot with you.

Final Thoughts

Bill Berrien’s leadership journey offers a practical playbook for any CEO or senior leader who wants to build unshakeable business endurance:

• Invest in technology AND people
  
• Build optionality into your decisions
  
• Hire and train for the future you want, not just the present you have
  
• Stay in the fight, with character and courage