By Brittany Martin, Contributing Writer, Community Magazine
Editor’s note: This article originally appeared in the Fall 2025 issue of Community Magazine, a joint publication of the Global Electronics Association and I-Connect007.
For Jeff Barth, entrepreneurship has always come naturally. He grew up in the Midwest, always looking for the next challenge—from setting up lemonade stands to mowing lawns and shoveling snow for neighbors.
“I’ve always loved the game of business,” says Jeff, now president of JWB Manufacturing, “by challenging myself, learning new skills, and building relationships that help everyone grow.”
That drive never faded. After two decades in financial services, Jeff saw an opportunity to channel his entrepreneurial spirit into manufacturing. In 2008, he purchased the assets of a small machine shop serving the wire processing and cable assembly industries. That venture became JWB Manufacturing, which today is known worldwide for its standard and custom wire cutting and stripping blades.
“When I first acquired the business, I had no idea these parts were even needed,” Jeff admits. “But I jumped in with enthusiasm and a belief that manufacturing would see a resurgence in the U.S. It’s been an incredible journey.”
JWB Manufacturing distributes products in more than 17 countries, sells through its e-commerce platform in 13 countries, and exports more than 60% of its sales outside the United States. Over the past five years, the company has seen consistent 20–30% year-over-year growth, establishing itself as a trusted partner in a highly specialized niche.
At the heart of JWB’s success is Jeff’s leadership. In the early days, with only two employees, he embodied the “get it done” mentality, doing everything from machining to sales. But as the company grew, Jeff realized sustainability meant empowering others.
He implemented what he calls the 1:3:1 approach: Employees identify a problem, create three possible solutions, and recommend the best option. This method has helped develop a culture of accountability and critical thinking, where team members feel ownership of their work and pride in their contributions.
“My role is no longer to have all the answers,” Jeff says. “It’s to create an environment where my team can solve problems, take risks, and grow as decision-makers.”
JWB’s guiding philosophy reflects both resilience and continuous improvement. The company’s culture emphasizes bouncing back from setbacks, learning from failures, and relentlessly striving to improve products for customers.
Building customer trust has been central to the company’s growth strategy. JWB invests in site visits, maintains an active digital presence, and participates in trade shows to ensure accessibility and reliability.
“Trust comes from showing up, whether that’s through our website, at an event, or when a customer simply needs us to deliver on time,” Jeff says.
While product excellence is essential, visibility has been equally important to JWB’s rise. Recognizing early on that digital marketing would shape customer engagement, Jeff prioritized JWB’s online presence. The company has maintained an e-commerce store for nearly 15 years (still a rarity in this niche) and continues to grow through platforms like YouTube, Facebook, and Amazon.
Jeff filmed the first YouTube videos himself, often in a single take to avoid editing. Today, those same videos still generate views and contribute to JWB’s reputation for credibility and expertise. The company has also experimented with a wide range of marketing strategies (some successful, others not), each providing insights that strengthened its digital approach.
“We’ve tried everything from trade shows to online tutorials to digital classes,” Jeff says. “Not everything works, but every attempt gives us new knowledge. That’s how we’ve built visibility in a very specific market.”
What Sets JWB Apart
While only a few competitors are in the aftermarket blade manufacturing space, JWB has carved out a distinct position. Jeff points to the company’s relentless commitment to product improvement, customer-first service, and innovative purchasing options.
“Our competitors are excellent companies with strong ethics,” he says. “But at JWB, we’ve focused on serving customers the way they want to be served, whether that’s locking in pricing, making online purchasing simple, or selling through Amazon. We always stand behind our blades.”
JWB’s future is one of both refinement and expansion. Over the next decade, Jeff plans to strengthen the company’s internal production processes, expand its leadership team, and explore crossover opportunities in electronics assembly and PCB manufacturing. Growth in Mexico is also a priority, along with a continued push to expand JWB’s digital footprint.
This growth has been helped by his membership in the Wire Harness Manufacturer’s Association (WHMA). Belonging to WHMA has brought Jeff closer to the industry’s leading thought leaders. As a supplier, he has found it helpful to learn, ask questions, and receive introductions to leaders across the wire processing and cable assembly industry. This involvement has deepened his understanding of the industry and allowed him to develop many new friendships.
“I love the sport of business,” Jeff says. “For me, it’s about more than products; it’s about building a company that challenges itself, empowers its people, and strengthens the entire industry. JWB has come a long way, but our journey is just beginning.”
