An economic forecast can help manufacturers understand what may be coming. The more important question is what they do with that information.

The Youngstown/Warren Regional Chamber’s Economic Forecast event offered an opportunity to consider both sides of that equation: the economic forces influencing business decisions and the investments that help manufacturers succeed over time.

The event also recognized Brilex Industries with the 2026 Excellence in Manufacturing Award, presented by the Chamber and MAGNET. Looking at Brilex’s 30-year history alongside the forecast for the year ahead reveals a useful lesson: manufacturers cannot control every economic condition, but they can strengthen how their businesses respond.

Looking back: Growth comes from sustained investment

Brilex Industries began in 1996 in a small Lowellville facility with a handful of employees. Today, it operates three manufacturing facilities and is part of the five-company Brilex Group, which employs more than 250 people in the Youngstown area.

That growth reflects a series of decisions made over decades: expanding facilities, adding equipment, developing management teams and building capabilities around customer needs.

One example is the company’s investment of approximately $3 million in a vertical milling machine. Another is its rehabilitation of the former Pollock Engineering property in Youngstown to support manufacturing expansion. Those investments tell a larger story about a company willing to build for its future.

The lesson is not that every manufacturer needs a major equipment purchase or a larger building. It is that growth requires leaders to understand where their business is going, and what capabilities will get it there.

Looking forward: Turn the forecast into business questions

First National Bank's Chief Investment Officer, Chad Oviatt, anticipated continued economic growth into 2027. He also discussed interest rates, trade policy and the opportunities associated with AI and capital investment, emphasizing the importance of fact-based decisions and flexibility.

Those themes are useful starting points. But manufacturers need to translate them into questions specific to their operations.

• Financing: How would different borrowing costs affect the timing or return of a planned investment?
• Trade and sourcing: Where would changes in supplier costs or availability create the greatest exposure?
• Customer demand: Which opportunities reflect firm customer commitments, and which remain projections?
• Productivity: Where could better processes, employee development or technology help the business do more with its existing resources?

The goal is not to predict every change correctly. It is to understand which changes matter most to your business and prepare a response.

Start with the constraint

When conversations turn to AI, automation or new equipment, it is easy to begin with the solution.

I would encourage manufacturers to begin with the problem instead.

Where does work slow down? What creates repeat rework? Which tasks consume skilled employees’ time without making the best use of their expertise? What prevents the business from taking on additional orders?

The answers should guide the investment.

A manufacturer considering automation, for example, should first understand the process it wants to improve, the demands on that process and how success will be measured. In some cases, a workflow improvement may deserve attention before an equipment purchase.

At MAGNET, our work spans operational improvement, engineering, technology adoption, growth strategy and employee productivity. That breadth allows us to help manufacturers evaluate the business need, and then work alongside their teams to implement improvements.

Build the people side of the plan

Brilex’s story also highlights the importance of developing people alongside manufacturing capacity. The company has built management teams to support its expansion, retained long-term employees and brought the next generation of the family into the business.

For manufacturers planning their next stage of growth, that raises another set of questions:

• Are supervisors prepared to lead a larger or more complex operation?
• Is critical knowledge documented and shared?
• Do new employees have a clear path to becoming productive?
• Are future leaders getting opportunities to develop before they need to step into larger roles?

Equipment and technology belong in a growth plan. So do the people who will operate, maintain and improve them.

Use the regional support network

Manufacturers should not have to navigate these decisions alone.

MAGNET’s partnership with the Youngstown/Warren Regional Chamber connects manufacturers in the Mahoning Valley with practical support in operations, advanced technology, new product development, talent and leadership. The Chamber’s Economic Forecast event provides another valuable connection: a place for business leaders and economic development partners to examine the outlook together.

Those relationships matter most when they lead to action - identifying a challenge, finding the right expertise and moving an improvement forward.

Make the next step specific

My takeaway from looking back at Brilex’s growth and ahead at the economic outlook is straightforward: build a plan that can adapt but make the next step concrete. Choose one constraint that is limiting your business. Establish a baseline. Decide what improvement would look like. Assign responsibility and identify the resources needed to move forward.

You do not need certainty about every economic variable to begin strengthening your business.

If you are evaluating your manufacturing priorities for 2027, connect with MAGNET. We can help you assess your challenges, identify opportunities and determine a practical next step.

Connect with MAGNET to discuss your manufacturing goals.