On June 11, Weidmuller USA marked two significant milestones: the grand opening of its new 24,000-square-foot Engineering & Production Facility in Richmond, Virginia, and its 50th anniversary of U.S. operations. The celebration brought together global Weidmuller leadership, Virginia Secretary of Commerce & Trade Juan Pablo Segura, the Virginia Economic Development Partnership, and dedicated employees, including Hall of Fame honorees with over 25 years of service.
I had the opportunity to attend the event and sit down with Randy Sadler, President & CEO of Weidmuller USA. Our one-on-one conversation centered on the company’s vision for growth, the future of manufacturing talent, and how workforce readiness contributes to their evolving role in advanced manufacturing. It was a timely discussion, not only because of Weidmuller’s expansion, but because manufacturers across the country are grappling with the same questions: how do we scale production, stay competitive, and ensure we have the skilled workforce to support it?
From Expansion to Execution
This expansion is about more than square footage. It marks a strategic shift toward localized production, manufacturing, and technical assembly, as well as deeper U.S. integration across Weidmuller’s global supply chain. As Sadler explained, this expansion is both strategic and symbolic.
“This is a deeper commitment to Virginia—it’s our U.S. headquarters, but also the largest business unit in North America. We want to build more products that are relevant for the U.S. market, and that means making things here—not just assembling, but manufacturing,” said Randy Stadler.
The company’s focus on advanced production also includes investment in automation to increase efficiency while reducing reliance on a limited skilled labor pool. This is a challenge facing manufacturers across the country: as production grows and reshoring gains momentum, so does the need for a robust pipeline of skilled talent. Companies like Weidmuller are leading the way, but the long-term success of U.S.-based manufacturing will depend on our collective ability to keep building, training, and supporting the workforce that powers it.
“We want to hire the right people, but we also want to use automation as a lever—improving quality, efficiency, and cost while staying closer to the customer,” Sadler added.
Preserving Knowledge & Embracing Change
At the heart of Weidmuller’s workforce strategy is a deep respect for experience—and a recognition that it’s getting harder to replace. As a generation of highly skilled employees nears retirement, the challenge of filling that gap isn’t something one company can solve alone. It will take coordinated, long-term action across education, industry, and government to ensure our country can develop the next generation of manufacturing talent at scale. Sadler emphasized the urgency of preserving institutional knowledge as experienced technicians retire.
“Among our Hall of Fame employees here at the Virginia site—those with 25 years of service or more—we’ve got nearly 400 years of combined experience,” said Sadler. “That’s a lot of institutional knowledge, and replacing it is no easy task, especially as the workforce changes and expectations evolve.”
One Hall of Fame team member I met during the celebration had been with the company for an incredible 35 years—a testament to the kind of loyalty and deep operational expertise that has powered Weidmuller’s growth in Virginia.
Part of the shift Sadler referenced involves more than just skills—it’s about culture. Expectations around flexibility, work-life balance, and how teams collaborate have changed dramatically in recent years, particularly in the wake of the pandemic. To adapt, Weidmuller has implemented a hybrid model that balances remote work flexibility with the critical need for in-person connection and learning.
“You miss a lot when everything is virtual—those quick hallway conversations, the hands-on training, the moments at the coffee pot,” Sadler explained. “That’s where learning happens, especially for younger employees coming into the industry.”
A Call to Action for Educators & Trainers
When asked what the education and training community could do to better align with manufacturers, Sadler didn’t hesitate: invest in apprenticeship.
“I think it’s apprenticeship,” he said. “When I joined Weidmuller in 1985, I started out running our injection molding machines. I got my hands dirty. That kind of experience matters.”
He noted that Germany has a more formalized apprenticeship model, and while implementing something similar in the U.S. is a challenge, it’s a long-term goal.
“Time is the biggest enemy. It’s the one thing you can’t get back,” Sadler said. “But the value of real-world, hands-on experience in manufacturing can’t be overstated.”
His message to educators and workforce partners was clear: hands-on exposure is essential to preparing today’s workforce for tomorrow’s jobs. That same message is now being echoed at the highest levels of government. In April 2025, the White House issued an Executive Order directing federal agencies to expand Registered Apprenticeship and reach one million active apprentices nationwide. The order prioritizes apprenticeship as a national workforce strategy, calling it a proven model for preparing Americans to lead in advanced manufacturing, skilled trades, and other high-demand industries.
As the U.S. reindustrializes, apprenticeship isn’t just a workforce tactic—it’s a national imperative. Leaders like Randy Sadler aren’t just echoing that call—they’re recognizing the urgency and laying the groundwork for future adoption.
Looking Ahead: Optimism in Action
As our conversation wrapped up, I asked Sadler what gives him the most optimism about the future of U.S.-based manufacturing. His answer reflected both realism and clarity of purpose.
“More companies—small, medium, and large—want to manufacture here,” he said. “Whether every reshoring announcement pans out, I don’t know. But I do believe we’re going to see a lot more manufacturing happening right here in the U.S.”
That momentum creates opportunity for suppliers like Weidmuller, whose core focus is smart industrial connectivity—the essential infrastructure behind everything from factories to data centers.
“If you follow the wire, it ends on one of our products—a terminal block, a circuit breaker, a relay, an industrial Ethernet port,” Sadler explained. “Whether it’s in a factory or a data center, that’s where we fit in—and that’s why being here in Virginia, close to where things are growing, is so strategic for us.”
What stood out most during my visit to Weidmuller’s 50th anniversary celebration wasn’t just the new facility or the scale of their investment—it was the clear intention behind it. This isn’t just a company expanding its footprint; it’s a company doubling down on U.S.-based manufacturing and the people who make it possible.
As Executive Director of the Manufacturing Skills Institute, the national workforce solutions affiliate of the Virginia Manufacturers Association (VMA), I have the privilege of working closely with manufacturers across the Commonwealth. Weidmuller USA, a proud VMA member, exemplifies what it means to grow with purpose: creating high-quality careers, investing in innovation, and contributing to the strength of Virginia’s economy. Leaders like Randy Sadler understand that the future of manufacturing depends on our ability to align technology, talent, and training.
As manufacturing in the U.S. continues to evolve, companies like Weidmuller remind us that long-term success depends not just on where we produce, but on how we prepare our workforce to lead the next era of industrial innovation.
This article was written by Wes Smith, Executive Director of Workforce Solutions at MSI. Got questions or want to connect? Reach out on LinkedIn or email us at communications@msi-workforce.com. Be sure to subscribe to the MSI Workforce Perspectives LinkedIn Newsletter for more insights and updates!
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