Mike McKay
August 20, 2024
In today’s podcast, Coach Mike McKay catches up with Megan Tzanoukakis, President and CEO of Sussex Injection Molding, Inc. Megan shares her journey from a background in accounting at PwC to leading Sussex IM, a company known for its custom molding and assembly automation services. She discusses her transition from a numbers-focused career to a role in manufacturing and reflects on the company’s evolution, including its buyback from Rexam during the financial crisis. Megan highlights the importance of clear communication and setting expectations as key components of effective leadership and acknowledges the company’s strong culture that has retained employees for decades.
Megan also reveals her personal side, mentioning her family life in Pewaukee, her hobbies such as golf, and her focus on balancing work with spending time with her children. Looking ahead, Sussex IM is poised to launch significant automation projects and aims to expand into the medical field. Megan emphasizes the importance of aligning with the right customers to drive growth and success. The episode concludes with a discussion on the unique dynamics of working in a family business, underscoring the commitment to both the company and its people.
Podcast Transcript
Mike McKay: This is Coach Mike today, and I’m joined by Megan Tzanoukakis, the President and CEO of Sussex Injection Molding, Inc. Sussex Injection Molding specializes in custom molding and assembly automation for various industries, including healthcare, consumer products, and agriculture. Today, we’ll be talking to Megan and asking her a few questions. They have 50 employees, with 50—yes, five-zero—in the 25-year club, which is an amazing milestone. So, Megan, welcome to the show.
Megan Tzanoukakis: Thanks, Mike. Happy to be here.
Mike: Let’s start with a little bit of your personal story. Where were you born? Where do you live? Any hobbies?
Megan: Sure. I was born in Hartland, not too far from Sussex. I currently live in Pewaukee with my husband and two kids—a son who’s seven and a daughter who’s five. I attended Marquette University and studied accounting. I worked in public accounting at PwC for four years before eventually joining the family business, Sussex IM, where I’ve been for about 10 years now.
I’ve worked in various roles, all manufacturing-based, so I shifted away from accounting a little bit. I started in manufacturing scheduling and worked my way through fulfillment and supply chain to become the president and CEO today.
Mike: Great. I think you mentioned that the company has changed hands multiple times. Is it now back to being privately, family-owned?
Megan: Yes, that’s correct. We started in 1977 as a small private company with a few entrepreneurs and were privately owned until 2000, when Rexam, a large packaging company, bought the business. During Rexam’s ownership, the company became one of many plants worldwide.
But during the 2008-2009 financial crisis, Rexam wanted to sell this plant back to the people who had been managing it. My dad, who had been with the company since 1980 and had taken on various roles, including running 10 plants across North and South America, was one of the three people who bought the business back in 2010.
Mike: Very cool. When did you realize that you could be the President and CEO? Or is that still something you’re deciding?
Megan: That’s a tough one. When I went to college, this wasn’t a family business, so I never planned on working here. I did work here in the summers in HR and purchasing, just to learn about business. I loved the culture and the people, and eventually, when my dad bought the business, he offered me a role in scheduling. I was shocked because I never anticipated working in production—I was more of a numbers person.
But once I started, I loved being on the shop floor, solving problems, and working with every department. It felt like where I was meant to be. My dad then said that if I wanted to run the business someday, I could, given the knowledge I was gaining. That’s when I had to decide if that was the path I wanted. I decided that I could run the business because I believe in it and our people. My role is to support them so that together we can make this a great company.
Mike: That reminds me of my own background in plastics—my first non-supervisory job was in production planning.
Megan: Really?
Mike: Yeah, I don’t know if it brings back PTSD or fond memories, but I remember it well.
Megan: It’s like firefighting on a very intense scale every day.
Mike: Absolutely. How would you describe your leadership style?
Megan: It’s definitely evolved. When I first became a leader here, it was all about influence since I didn’t have any direct reports. I had to convince people to do what I needed without being their boss. Over time, I’ve learned that to be effective, you have to set clear expectations. Just because you think someone should know to do something doesn’t mean they do.
That was a hard lesson for me—understanding that people aren’t mind-readers. It’s not that they lack common sense; they might just not know what’s expected of them. So, I focus on setting clear expectations, providing feedback, and tailoring communication to each individual. Some people need more guidance, while others prefer a hands-off approach. There’s no one-size-fits-all.
Mike: How would you describe the culture that’s kept 50 employees here for 25 years?
Megan: It’s really a testament to our culture that our employees have stayed through various leadership and ownership changes. They appreciated my dad and the other owners buying the plant back, knowing it could have been closed and they could have lost their jobs. There’s a real sense of gratitude and loyalty. We try to be fair and avoid layoffs whenever possible, even during tough times. Our people are hardworking and dedicated, and they’re committed to making the company succeed.
Mike: I love hearing that. I used to be a fixer, closing factories, and I always questioned why we couldn’t find ways to improve instead of just shutting down operations. For those listening, Megan’s approach shows that it’s possible to run a business with a focus on people and long-term value. Having employees stay for 25 years, let alone 50, is incredible. What would you do differently if you could go back to the start of your career?
Megan: If I could go back, I think I would have studied supply chain instead of accounting. When I was in college, supply chain programs were smaller and less developed than they are now. If I’d known then what I know now, I would have focused on supply chain and gained more experience in areas like purchasing and planning. That way, I could have brought even more expertise to Sussex IM when I started here.
Mike: That’s interesting. I started in the military as a supply chain guy, and while people joked that we were just buying $500 toilet seats, we were actually managing complex logistics, like moving 10,000 people in two days. It was a challenging but rewarding experience.
Megan: Wow, that’s a complicated supply chain for sure.
Mike: Yeah, it was super fun.
So, there’s a common myth that being a president or owner means you just take your money and sit back while things happen. What’s a myth you’d like to debunk for us?
Megan: Yeah, so one myth I had, which my dad debunked, was the idea that as the owner, president, or CEO, you need to have all the answers. I used to think that way because my dad always seemed to have the answers for everything. I would tell him, “I don’t have an engineering degree. I was never in sales. How can I do your job?” And he said, “Just because I do it this way doesn’t mean you have to, and you don’t need to have all the answers. That’s why you have good employees—people who work with you and have the answers, like those high-level technical automation guys and manufacturing engineers. They have the answers, so you don’t have to.” That was a big revelation for me because I thought he knew everything, but not everyone does.
Mike: That’s super interesting because, like you said, we talk to people about buying results or time. Do you know what you’re paying your people to deliver? The way you described it, if you’re buying their problem-solving skills, you know what you’re asking them to do, and it allows you to give them the leeway they need to be high performers. What are one or two of the most interesting insights you’ve had recently?
Megan: Oh, there are so many. One of my favorites is from when I first started here. Our manufacturing manager took me around the shop floor, introducing me to people. I often had to talk to operators and cell leaders, and I would feel like there was a language barrier—they just didn’t get what I was saying. The manager told me, “The smartest people can dumb anything down to a kindergarten level and make someone understand it.” That advice stuck with me. I used to use big words and talk fast because that’s just how I am.
But now, I’ve learned to speak slower and use simpler language, and people get it—even with complex engineering problems. If you can simplify something to a few kindergarten-level sentences and anyone can understand it, that shows real intelligence. That’s been one of the best pieces of advice I’ve ever received because it’s crucial to communicate effectively with everyone.
Mike: That advice helps in every area of your business and life, not just work.
Megan: Exactly. Don’t overcomplicate things. Don’t try to sound smarter than you need to—it doesn’t benefit anyone.
Mike: We have a saying that true communication is the response you get. It doesn’t matter what you think you’re saying; you’re causing a reaction. If you want a different outcome, you need to be different. Simplification is usually the best approach.
Megan: Yeah, the fewer words, the better.
Mike: And it makes you think through what you really want as a leader. What are you actually trying to get this person to do?
Megan: Exactly, it goes back to expectations. When you’re communicating expectations, the simpler, the better, because if it’s too complicated, no one will understand what you’re asking for.
Mike: What about something you want to learn outside of work? Anything on the horizon?
Megan: That’s a tough one. My kids keep me very busy with their sports and activities. But there are two sports I love to play. I’ve played golf my whole life, though I took a long break in my 20s because I was too busy with work. Now that my kids are older, they can play golf with me, so I’m trying to get better at it. My seven-year-old son almost birdied a par three a couple of weeks ago. He went over the water and landed on the green—I was a little embarrassed, but it was great.
Mike: That’s awesome.
Megan: Yeah, I’m at a point where I can play and watch sports with my kids, and I really enjoy that. That’s where I’m focusing my energy outside of work right now.
Mike: Cool. What’s the next big thing for Sussex IM over the next one to three years? What’s your biggest growth opportunity or challenge?
Megan: Right now, in 2024, we’re launching two of the largest automation cells in our company’s history.
Mike: At the same time?
Megan: Yes, one is a 10,000-square-foot automation cell with two molding machines at our Lisbon Road facility for an existing program with an existing customer. The other is about 5,000 square feet with four molding machines tied into it. Both are launching around the same time, so we’re a bit stretched resource-wise, but these are our main priorities.
Moving forward, we’re also trying to get more into the medical field. We have a clean room that we’re still trying to fill with the right projects, and we’re actively seeking customers who fit our culture and can provide the right growth for our future.
Mike: That’s a critical point. Lots of people think any customer is good, but your focus on finding customers that fit you makes you more successful because they need what you offer. That’s the best way to approach business.
Megan: It’s been an evolution for us. It hasn’t always been that way, and we’ve had to work hard to identify our ideal customer and how they fit into our business.
Mike: At some point, the business becomes its own entity, and we start parenting it rather than forcing it to get work done. One last question: Is there something you wish I had asked you but didn’t?
Megan: Oh, that’s a good question. Most people usually ask about the family dynamic of our business, which you didn’t.
Mike: So, how’s the family dynamic of your business, Megan?
Megan: We are a family business. I’m the president and CEO, but I have two siblings who also work in the business. My brother is our chief technical officer, in charge of sales and engineering, and my sister Elizabeth handles marketing. Working with your siblings is different, but in a great way. We have a strong relationship and always put the business first, rather than ourselves.
Mike: That’s a high-level skill.
Megan: It is. The benefit of working in a family business is that you’re very open and honest. The business is like a family member, and you have to consider it in everything you do. It adds a different dynamic compared to other companies.
Mike: That’s a great point. If you’re listening, it’s important to know that a family business can thrive and be successful for your community and stakeholders. Megan Tzanoukakis, thank you for joining us today. It was a pleasure to chat with you, and I wish Sussex continued growth and success.
Megan: Thanks for having me. This was fun.
Mike: Great.