my TRUE POSITION

Everybody wants more business. More purchase orders. More machines running. More revenue. But what happens when all that growth starts eating your cash and destroying your profitability? In this episode of My TRUE POSITION, Jim Carr takes a hard look at one of manufacturing's most dangerous traps: growing revenue without growing profit. Drawing on more than five decades in precision manufacturing, Jim explores how rising material costs, overtime, customer concentration, outside processing, capital investments, and working-capital demands can turn an exciting backlog into a serious financial liability. He also breaks down six practical ways manufacturing leaders can protect their margins, manage cash flow, invest intelligently, and become more selective about the business they accept. With aerospace and defense demand accelerating, the opportunity is enormous. But so are the risks. Because revenue is vanity. Profit is sanity. Cash is survival.

Why do some family businesses survive for 50, 75, or even 100 years while others disappear almost as quickly as they were created? In this episode of My TRUE POSITION, Jim Carr takes a hard look at the challenges of family-business ownership, leadership, and succession. As the second-generation owner of CARR Machine & Tool, founded by his father Richard in 1972, Jim shares lessons from more than five decades in manufacturing and the experience of preparing a third generation for the future. From founder control and family entitlement to professional management, accountability, succession planning, and the difficult process of letting go, Jim explores what separates the businesses that survive from those that struggle. He also explains why the next generation must be allowed to lead differently, why ownership doesn't guarantee leadership ability, and why protecting the family relationship can be just as important as protecting the company. Because building a successful family business is one thing. Building one that can survive without you is something entirely different.

You quoted the part. You won the job. Your machining numbers look great. Then the finishing quote arrives — and suddenly your profit is disappearing. In this episode of My TRUE POSITION, Jim Carr tackles one of the most overlooked estimating risks in precision manufacturing: guessing outside processing costs and lead times. From chem film, anodizing, and plating to heat treating, masking, inspection, and special processes, Jim explains why relying on yesterday's costs can cost a machine shop thousands. He also shares a real experience at CARR Machine & Tool where a finishing estimate came in significantly higher than expected. Rather than passing the mistake along to the customer, Jim worked directly with the finishing supplier to rethink masking, setup, and combining multiple work orders — ultimately saving thousands of dollars. With aerospace and defense demand putting additional pressure on qualified finishing capacity, the stakes are getting higher. This episode is about quoting discipline, supplier relationships, protecting margin, negotiating intelligently, and making delivery promises you can actually keep. Because winning the job is one thing. Delivering it profitably is something else entirely.

What does a lifetime in manufacturing really mean? After being named the winner of the prestigious Legacy Craftsman Award at the SAMM's Awards, CARR Machine & Tool President Jim Carr reflects on more than five decades of family manufacturing history, the lessons passed down by his father Richard, and the responsibility of preparing a third generation of leadership. In this personal episode of My TRUE POSITION, Jim explores the difference between success and legacy, why mentoring matters, and why great manufacturing leaders should measure their impact by more than revenue, machines, or square footage. Because machines produce parts. But great leaders produce people. And the legacy you leave behind may be the most important thing you ever build.

Manufacturers track almost everything — sales, backlog, delivery, quality, scrap, margin, and cash. But are they tracking culture? In this episode of My TRUE POSITION, Jim Carr talks about the value of anonymous employee surveys and why they can become one of the most important leadership tools inside a manufacturing company. At CARR Machine & Tool, employee surveys have become a way to identify trends, measure communication, understand training gaps, evaluate accountability, and give employees a safe way to share what they are experiencing on the floor. This episode is not about blame. It is about visibility. Because owners do not always know what employees experience every day. And sometimes the survey shows you something before the business pays the price. Employee feedback is not HR fluff. It is leadership intelligence.

AI does not have to be complicated to be useful. In this episode of My TRUE POSITION, Jim Carr talks about his recent experience using an AI Chrome browser extension that works inside the tools he already uses — Gmail, Google Suite, Sheets, QBO, HubSpot, ProShop ERP, and other browser-based business systems. The big realization: AI is no longer just a search box or a novelty tool. It is becoming a practical administrative assistant inside the daily workflow. Jim breaks down simple ways manufacturers and business owners can use AI right now: summarizing emails, curating customer lists, reviewing CRM notes, drafting follow-ups, cleaning up spreadsheets, organizing meeting notes, and reducing administrative drag. He also talks about the guardrails: AI should not input passwords, should move slowly, should ask for approval, and should not make business changes without human review. This episode is not about replacing people. It is about creating leverage. Because sometimes the smartest way to start using AI is not with a massive project. It is with the simple tasks wasting your time every day.

In this episode of My TRUE POSITION, Jim Carr breaks down the hard truth about bad customers — the ones who fight price, push delivery, challenge quality, pay late, consume your team, clog your schedule, and still expect priority treatment. Jim explains why bad customers are not just a sales problem. They are an operational contaminant. They drain leadership bandwidth, hurt morale, pressure margins, disrupt scheduling, and steal capacity from better customers. This episode is about customer discipline, leadership, margin protection, and knowing when a customer is no longer strategic. Because some customers don't grow your business. They consume it. And firing a bad customer may be the move that creates room for the business you actually want to build.

In this episode of My TRUE POSITION, Jim breaks down exactly what he would do differently if he were starting from scratch in today's manufacturing environment. The old model was simple: buy a machine, chase work, quote cheap, work hard, and figure it out. But today, skill and hustle are not enough. Modern manufacturing requires systems, quality discipline, inspection capability, quoting accuracy, customer selection, ERP, cybersecurity awareness, brand visibility, sales strategy, and leadership depth. Jim explains why a machine is not a business model, why customer selection matters, why inspection should be treated as a competitive weapon, why marketing is no longer optional, and why the best shops are building enterprise value from day one.

Sometimes the best sales strategy is not a new campaign, a new consultant, or a complicated marketing funnel. Sometimes it is calling people who already know you. In this episode of My TRUE POSITION, Jim Carr shares a recent sales epiphany from CARR Machine & Tool: he started calling inactive customers, and the response was immediate. About 80 percent responded, and many said they were swamped and actively looking to outsource precision machining. Jim breaks down why inactive customers are not dead customers, why old relationships need oxygen, and why your CRM may be one of the most underused sales assets in your company. He also shares a practical outreach method: call, leave a short voicemail, immediately send a follow-up email, include your cell number, ask what the customer is working on, listen first, then explain where your company is going. With aerospace and defense demand strong, customers need capable suppliers. But they may not remember you unless you get back in front of them.

Quoting machined parts is one of the most important and misunderstood functions inside a machine shop. In this episode of My TRUE POSITION, Jim Carr breaks down what really goes into building a disciplined quote — from material, finishing, tooling, outside services, hardware, scrap, shipping, planning, programming, setup, inspection, automation assumptions, DLH rates, overhead, and profit markup. Jim explains why a quote is not the same as machining the part. It is your best possible estimate before the work exists. He also shares why machinists can sometimes go too deep into the rabbit hole when helping with quotes, why outside services need to be marked up, why ERP structure matters, and why bad quotes punish the shop floor later. This episode is about cost discipline, estimating judgment, margin protection, and understanding that quoting is not guessing. It is leadership.