You spent nearly a decade leading Star-SU in China. How does that experience influence your approach to global product management?
I’ve been in the gear manufacturing industry for over 20 years. My entire career has been dedicated to this field, giving me a deep understanding of the industry and preparing me well for this new role. Along the way, I’ve gained valuable experience and insights that I’m excited to apply moving forward. First, we approach every customer the same, recognizing that while priorities may vary, the core drivers, such as cost, quality, lead time, and service, are universal.Second, there is no single “best” product, only the right solution for the customer’s specific requirements. Our focus is on aligning the appropriate technology and tooling to each application, ensuring value for both the customer and our organization. Third, we closely monitor market trends and adapt our product strategy accordingly. For example, power skiving is currently experiencing strong adoption across the industry. Finally, while standard tooling is readily available in the industry, custom tooling is essential to who we are as a company. This approach allows us to solve real-world application challenges for our customers while fostering deeper, long-term partnerships.
As a North American gear tool product manager, where do you see your biggest opportunity to make an impact?
Demand varies significantly by market. In North America, customers tend to prioritize three key areas: The first one is productivity and efficiency; solutions that maximize output and optimize operations. The second one is process stability. Customers value reliable products and consistent performance, and are generally cautious about making changes, particularly larger organizations. Third is responsive technical support. When issues arise, customers expect timely, hands-on troubleshooting and on-site assistance to minimize disruption.
Understanding these priorities allows us to better align our solutions with customer expectations and deliver greater value. I have a deep understanding of the gear manufacturing industry, which allows me to speak the customer’s language and gain trust. At the same time, I’m able to collaborate closely with our internal teams including marketing, production, engineering, and applications.
In this role, I serve as a critical bridge between the customer and our organization, ensuring strong alignment, clear communication, and that we deliver solutions that meet both customer needs and business objectives.
What are your top priorities when it comes to aligning domestic and international gear tool portfolios?
A clear, market-specific product strategy is essential, as requirements vary significantly by region. In China, rapid growth in EVs and robotics automation is driving strong demand for power skiving cutters, making them a key focus area. In the U.S., customers are prioritizing higher productivity, which has led to increased use of carbide tooling, such as carbide hobs and carbide power skiving cutters, positioning carbide as a strategic product line for our U.S. operations.At the same time, rising material costs are influencing customer behavior, with some shifting from carbide back to high-speed steel. This reinforces the need for a flexible, localized strategy that adapts to market dynamics. Internally, we have a wealth of successful application stories. My goal is to build a global database that captures and shares these real-world examples across our organization. This would be a powerful sales enablement tool, helping our teams demonstrate proven results and build credibility with customers. Real-world success stories are often the most effective way to open new opportunities.
Based on your experience, how do these expectations differ across Asia, Europe, and North America, and how does that shape product development and support strategy?
Market priorities vary significantly by region, and our strategy must reflect those differences. In Asia, particularly China and India, which represent the largest gear manufacturing markets, customers are primarily focused on price, fast delivery, and flexibility. Lead times are expected to be much shorter than in other regions, and suppliers must be highly responsive to changing needs.
In Europe, the emphasis is on technology and innovation. Customers are focused on solutions that enhance precision and accuracy, along with continuous process optimization to improve overall quality. In North America, customers prioritize productivity, reliability, and strong technical and application support. This is especially true for Tier 1 automotive manufacturers, who tend to avoid unnecessary process changes and value proven, stable solutions. To effectively support these regional differences, building local technical competence is critical. We cannot rely on one region to support another. We need strong, capable teams on the ground in each region.
At the same time, we must leverage our strength as a global organization. Each region brings unique expertise, and by sharing that knowledge across the organization, we create a powerful advantage. Establishing a global knowledge-sharing framework allows us to learn from one another and deliver greater value worldwide.
Why is it important to strengthen product strategy application support and customer success across a company’s portfolio?
A well-defined product and application strategy creates a true win-win for both the customer and our organization. By aligning the right solutions and application support to each customer’s needs, especially when we’re engaged early in the process, we can help reduce costs, minimize risk, and improve overall performance.
That early collaboration builds trust, and over time, it strengthens customer loyalty and long-term partnerships.
More info: www.starcutter.com
