One year ago, I signed the papers and officially became the owner of General Machine. And for the first time in my career, I wasn’t alone. I had a team behind me – my investors, some of whom became my Board.
Nevertheless, I knew it wouldn’t be easy. But I also didn’t yet understand just how much it would stretch me. Physically. Mentally. Emotionally. And occasionally, my tolerance for chaos, which is odd because, like The Joker, I’m an agent of chaos (just ask my wife).
If I had to sum up year one, I’d borrow from Dennis Green: “They are who we thought they were.”
In many ways, General Machine is exactly what I thought it was – a capable, respected job shop with talented people, loyal customers, and real opportunity.
And… like most things worth doing, there was a lot more to it than what you can unpack and examine in due diligence.
The transition was heavier and longer than I expected. I also learned, sometimes the hard way, what a job shop truly is(and what it definitely is not). Turns out job shop does not equal low production, it is literally one project or order at a time. Things may rhyme, but they seldom repeat. For a guy who likes to forecast, this has resulted in an increasing number of bald skin spots on my head from ripping my hair out every time my Board asked for an updated forecast.
What I was wrong about
Well, I thought we could easily move from job shop work into production. You know, couple dozen here, couple hundred there.
Turns out… nope. Enter the phrase, low batch production. And if that’s not trademarked, it will be soon.
After visiting customers and other shops, a few realities became very clear:
- Our niche is medium-to-large parts, supported by a mix of large manual and CNC equipment. Moving into production would require a complete overhaul of our capabilities. The economics and timelines simply don’t work.
- Everyone is struggling to find machinists. Customers. Competitors. Us. If you can staff up, you will not lack for work.
- I also thought marketing would pay off faster. We’ve increased visibility, but we haven’t cracked the code yet. Translation: plenty of activity (vanity metrics), not enough inbound emails asking for our help. Or RFQs.
- And, as always, it comes down to people. Staffing the shop took all summer. It took a few misses to get the right Office Manager. Replacing Wayne as GM took longer than planned, but thanks to a great recruiter and a steady Board, we hired the right guy, not just the first available one.
What surprised me (in the best way)
Despite having exactly zero background in machining, I’ve been surprised by how much I genuinely love this business.
Coming from the RV industry where it was dog-eat-dog and customers cared almost exclusively about price, it’s refreshing to work with companies that value problem-solving and partnership. Our customers don’t just want parts; they want help figuring things out. And for the most part, they are happy to see my when I walk in the door. Like I said, refreshing.
I’ve also come to enjoy learning the equipment and thinking deeply about how we grow by leaning into what we’re already good at rather than pretending to be something we’re not. (A lesson I apparently needed to learn more than once.)
The work we didn’t finish (yet)
Some of the most important work is still ahead of us:
- Processes and documentation. I knew we were rich in tribal knowledge. I didn’t fully appreciate how little was actually written down or how limited our training programs were. Pair that with an antiquated ERP system, and it’s clear this is foundational work we must do.
- Sales. Early customer visits produced quick wins, but consistently landing new customers has been slower and more hit-or-miss than I expected. While I have patience and persistence, the system still needs work. A lot of it.
- Culture. I inherited a command-and-control legacy. Rebuilding trust, transparency, and participation has taken the entire year. And we’re still not done. Rolling out a new bonus plan this year is part of continuing that shift.
The quiet wins
Not flashy, but the kind that actually matter:
- Winning back a major customer the Seller had lost
- Adding a few new customers, some from our marketing, most from kicking down doors
- Rebuilding a backlog that was threadbare at closing
- And not losing anyone except those who chose to retire (which I’m absolutely counting as a win)
How this year changed me
I learned that I can do this.
What started as a goal, to acquire a business, became a journey that required asking for help, building a village, and executing relentlessly. We exceeded our forecast, hired an outstanding GM, added new equipment, and positioned ourselves for growth.
I’ve also embraced who I am. I’m a visionary, but I’ve learned the value of focus, persistence, and being transparent about where we’re going (and where we’re still figuring it out). When you do that, people tend to lean in instead of waiting for instructions, or worse, waiting for permission.
Most importantly, I’ve found peace and contentment. I’m finally where I belong. Being four hours from home during the week is hard on me and my family, but I’m building the career I should have started a decade ago.
I may be late, but I am splashing the pot… I’m all in.
Looking ahead
Year two is about systems. I’ve always believed you can’t blame the person if you don’t have a system and moreover, you can’t scale people or broken processes.
With Wayne’s retirement, it’s even clearer that we can’t rely on tribal knowledge anymore. We need repeatable processes. A shared brain. A hive mind that allows our people and our customers to level up together.
I don’t have all the answers. But I’m more confident in the direction, more committed to the work, and more excited about the opportunity than I’ve been in a long time.
And one final note
To the team at General Machine. Thank you.
For your patience, your grit, your ideas, and your willingness to build something better together. Especially during a year, scratch that, several years of change.
We’ve got a lot left to figure out. And I wouldn’t want to do it with anyone else.
Onward and upward!
Billy Banks
President, General Machine Inc.