When we first profiled H & L Manufacturing in our July/August 2018 issue, the company was already demonstrating the kind of scrappy innovation and lean-focused thinking that set them apart from typical automotive harness suppliers. Seven years later, that spirit has not only endured but evolved. Recently, I reconnected with the leadership team—Russ Richardson, CEO, Jeff Gillesse, CFO and Steve Sawdy, President—for a deep dive into what’s changed since that first conversation. What emerged was a story of transformation, perseverance, and unapologetic originality.
“It doesn’t seem like it’s been that long,” Jeff remarked as we settled in for our catch-up interview. But in terms of what H & L has accomplished, the change has been dramatic. The company has moved beyond incremental improvement and into full-on reinvention.
The Power of Proprietary Engineering
Russ kicked off the discussion by talking about the company’s continued investment in technology. “We’ve put a substantial amount of working capital into this place,” he said. Since 2018, H & L has acquired nine 3D printers that now run nearly full time, supporting not only rapid prototyping but actual production. “We can print a test block for a wire harness in less than 24 hours.”
And that’s just the beginning. “We designed and built our own spot tape machines,” Russ continued. “They’re handheld, run 20 different types of tape, and are 3D printed using our own designs. There’s absolutely nothing like them on the market.”
According to Jeff, the team has held back from commercializing these tools—for now. “They’ve given us a serious competitive edge. We may pursue patents, but right now the priority is protecting our IP.”
Russ added that they’re already looking ahead. “We’re working on developing an electric version of the spot taper. Eventually, we plan to integrate it into a robotic system that is fully automated. That’s still a year or two away, but it’s in the works.”
This in-house innovation has positioned H & L as a rare breed: a wire harness manufacturer with proprietary tools and machines that outperform commercial options. It’s an investment strategy that shows no signs of slowing.
Strategic Diversification
One of the most significant shifts at H & L since our last visit is the dramatic change in their customer base. In 2018, over 90% of their business was automotive. Today, that figure is under 30%. “Automotive just isn’t profitable work for us,” Jeff explained. “Our non-automotive customers—particularly in industrial sectors—allow us to negotiate terms that actually make sense. We’re working side by side with them on better designs and cost structures.”
The switch was both strategic and philosophical. “Some customers just weren’t the right fit,” Jeff said. “We want partners who value a win-win relationship—not just low prices.”
And with that shift has come a broader customer mix. Jeff mentioned that a number of new inquiries have come in through their website, and Russ added that existing contacts and online marketing have also contributed to growth. While they remain highly selective, the pipeline is robust and better aligned with their strengths and goals. Russ credits the expansion to a combination of seasoned sales reps, targeted online marketing, and word-of-mouth. “We even get unsolicited RFQs through the website,” he added.
But not every RFQ is a fit. “We’ve been very selective,” Jeff noted. “If the product involves high liability, or if the customer insists on inflexible legal terms, we walk away. We’ve said no to plenty of projects.”
That selectivity has paid off. “We’re no longer tying up capital to chase bad business,” he continued. “Some customers have even paid upfront for tooling, which is rare but crucial in today’s cost environment.”
Automation with a Human Touch
Despite cutting their workforce in half since 2018, from 130 to just 62 employees, H & L has significantly increased throughput. The key has been strategic automation and deep investment in engineering talent.
“We had a 13-person line for power cords. Now we do the same job with four people,” Russ shared. “We were quoted $500,000 to automate that line. We did it ourselves for $70,000.”
That ingenuity extends beyond cost savings. “The parts are more complex now,” Russ added. “Back in 2018, our toughest harnesses were maybe 15 to 20 circuits. Today, we regularly see 95 to 210 circuits. And we’re building everything in-house—test fixtures, tooling, even automation.”
To further streamline the manufacturing of increasingly complex products, H & L has significantly expanded its investment in semi-automated equipment. “We had five wire processing machines about 16 months ago and we now have 28,” Jeff detailed. “And these are smaller, compact machines that we have integrated in with the assembly cells. That eliminates special machine operators, work in process and material handling.”
None of this would be possible without the help of their proficient engineering team. It’s now eight strong and has been developed in-house. “That’s probably been one of our biggest accomplishments,” Jeff noted. “We have people without college degrees who are doing high-level engineering work and getting paid accordingly. That’s been the really exciting thing—determining where these people will shine and providing them a pathway to succeed.” This attention to team member development has become one of the company’s secret weapons.
Russ added with a grin, “They’re so happy, you could put a banana in their mouth sideways.”
Much of that excitement is fueled by the freedom to innovate. “Walk through our 3D printing shop,” Jeff said. “You’ll see people building fixtures and process aids with total enthusiasm. They own their work, and it shows.”
Culture Is the Constant
While the tools and processes have evolved, the company’s culture remains firmly rooted in mutual respect and opportunity.
“Even just from an environment standpoint, we’ve overhauled everything,” Steve shared. “We put in a new roof, air conditioned the shop, redid the lunch areas and conference rooms. People have to come to work; we want them to enjoy it.” He emphasized that these changes go beyond comfort. “It improves morale and reduces scrap. It makes people want to stay.”
Even though they take great pride in their facility, H & L is highly selective about who they allow to tour it “We’re very protective of our processes,” Jeff said. “We don’t let just anyone tour the facility. Even with NDAs, the risk is too high. Suppliers, customers—if we don’t know and trust you, we don’t bring you in.”
Selective Growth, Sustained Quality
Their growth hasn’t been haphazard. The team is highly selective when considering new customers. “We look at what the product is going into. If it’s high liability, we may
pass,” Jeff said. “Then we look at terms and conditions. If it’s a one-sided contract, we don’t bother. We’ve turned down plenty of business.”
Russ summed it up, saying, “We’ve learned the hard way.”
They’ve also steered clear of fleeting market opportunities they felt were not grounded in proven demand. “We made a conscious decision not to go into EVs,” Jeff noted. “A lot of those companies are now struggling or bankrupt. No regrets.”
The economic landscape hasn’t exactly been smooth, either. “The past four years have been challenging,” Jeff said. “From inflation to supply chain disruptions, the UAW strike, and project launch delays, we’ve had to pivot multiple times. But we’re still here. Stronger than ever.”
The Bottom Line: Better Than Ever
Despite all of these challenges, H & L is in the strongest financial position in its history. Even with the increased product complexity, their performance metrics reflect that excellence. “We went seven months without a single customer complaint. Our PPM is around 10. That’s unheard of.”
Jeff summed it up best, saying, “We’re in the best shape we’ve ever been. We’ve been able to raise wages, invest $2 million in equipment, and develop a workforce that makes us proud.”
Before we ended the call, Steve made sure to leave readers with a major point of pride: “We can’t brag on our employees enough. Our staff is just phenomenal—from production to management. Most of our team has come up through the ranks, and they’re proud of what they do. And they should be.”
Jeff concurred, noting that giving tours of the facility has become one of their best-selling points. “You can stop any production worker, and they’ll explain what they’re doing and why. They’re proud, and they should be.”
It’s no wonder the leadership team isn’t in a rush to exit. They all get along wonderfully and share the same values. “We’re not here just to make money,” Jeff said. “Our primary goal is to develop people. You go through the parking lot and you’ll see folks with better cars. We hear about them buying homes—it’s life-changing. That’s what we’re here for, and it’s keeping me from retiring.”
That is pretty much the consensus of the owners; to serve God and improve the lives of all stakekholders.
As for the future? H & L isn’t resting on its laurels. They’re actively seeking the right kind of customers—those who value quality, transparency, and long-term partnership.
“We have capacity. We’re looking to grow,” Russ said. “We’ve proven our delivery and quality are top notch and if a customer has a challenging part, we’d love to work with them.”
To read our original 2018 profile of H & L Manufacturing, visit the Issues tab at wiringharnessnews.com.
