A&S Manufacturing Is Approaching a 35-Year Milestone of Manufacturing Process Excellence
06/19/2025, Philadelphia, Pennsylvania // PRODIGY: Feature Story //
A&S Manufacturing
A&S Manufacturing is approaching its 35-year milestone of offering end-to-end manufacturing processes and celebrating its foundation as an American-made company. Founded by Steven Churchill, the American manufacturing company has fostered a reputation for their specialty in custom metal fabrications and decades of unfaltering trust, quality, and hands-on leadership.
Founded in 1991, A&S Manufacturing began with a one-punch press in a 5000 sq. ft. building in Philadelphia. Churchill's inspiration came from observing a family member who was a nuts-and-bolts salesman. 'These screws had to go somewhere, someone's got to build the frame,' he reflects. This thought inspired the company that today ships into Mexico and across the US, serving in various industries from hospitality to cutting-edge manufacturing.
When the company began, it was solely a one-man operation. 'In the beginning, it was just me,' Churchill recalls. 'I didn't have any family backing or investors, I wasn't financially secure.' This hurdle didn't deter him from his goal. He took a $10,000 loan from the bank and started his shop. After establishing a humble 24-hour repair shop, fixing manufacturing tools for production lines, he found his footing in the industry, which became the turning point for his career.
The early years at A&S Manufacturing weren't easy. Churchill experienced numerous growing pains, including internal theft, a lack of a network, and fighting to earn the trust of clients who were wary of a solo operation. Yet, Churchill was set on overcoming these hurdles, accepting that they were part and parcel of growing a business. His people-first approach helped him win long-term clients. 'People do business with people. If they don't like you, no matter what you're selling, they won't buy from you,' Churchill states. 'I still take clients to dinner and shake hands with them to build trust. That's how we do business.'
A&S Manufacturing is carving out a strong position in the battery industry, offering high-quality precision and customization the company has long specialized in. 'We're working with various sectors, and we're currently deep in the battery industry,' Churchill shares, 'But we're looking to branch into new industries and even expand internationally.'
With nearly 35 years in the industry, Churchill attributes much of the company's longevity to his team, some of whom have stayed with the company for over a decade. The company offers 401 (k) plans, health benefits, and most importantly, mutual respect. 'My mother did my books for 20 years, and now I have people in my team that I couldn't function without,' Churchill reveals. 'I know the importance of nurturing connections, not just with clients, but even employees. They're the ones working tirelessly to achieve company goals. I wouldn't be where I am without them.' By establishing a two-way street, Churchill ensures that while he steers the ship, he and his team both move forward.
In an era where outsourcing and offshoring have risen increasingly, A&S Manufacturing is building an ecosystem that is rooted in American soil. With values like hard work, personability, and relentless adaptability, the company is determined to contribute to the country's economy through consistent insourcing and a pivotal focus on building from within.
As A&S Manufacturing approaches its 35-year milestone, Churchill offers a piece of advice for anyone looking to build a legacy of their own: 'It takes long hours and a lot of hustle, you've got to be willing to grind,' he says. 'But if you stick with it and treat people with respect, success won't be a far-fetched dream.'
As the company gears up for venturing into other industries and expanding internationally, A&S Manufacturing is ensuring that its next 35 years look even brighter and rewarding.
Media Contact
Name: Steven Churchill
Email: [email protected]
Source published by Submit Press Release >> A&S Manufacturing Is Approaching a 35-Year Milestone of Manufacturing Process Excellence
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Fast Company
15 minutes ago
- Fast Company
Kirkland's Home is closing dozens of stores in new rebrand, adding to list of retailers shutting locations in 2025
Dozens of Kirkland's Home stores will close as part of the retailer's recently announced rebranding efforts. Some existing stores will be converted to Bed Bath & Beyond Home stores as part of the transformation, the company said this week. Kirkland's will streamline its footprint by closing at least two dozen of its 313 existing Kirkland's Home stores. The company will launch its first Bed Bath & Beyond Home store in Brentwood, Tennessee, in August 2025, with five stores to follow. Pending the initial market launch, the retailer intends to open approximately 75 additional stores through 2026. The Tennessee-based retailer also plans to open its first physical Overstock store location in Nashville, with about 30 additional stores to open after the initial launch. These plans align with Kirkland's broader goal to be a multi-brand retail operator. 'By consolidating real estate and leveraging underperforming store closures to reduce excess inventory, we believe we will drive faster inventory turn and maximize return on assets,' the retailer said in a press release. 'Following the consolidation, we expect to move forward with approximately 290 of our current store locations as the foundational footprint for Kirkland's Home, Bed Bath & Beyond Home, and Overstock.' Fast Company contacted the brand to request a list of locations that will close. We will update this story if we receive a reply. Kirkland's Home rebrand reflects a broader transformation Kirkland's corporate name will officially change to The Brand House Collective pending shareholder approval at the company's next annual meeting on July 24, 2025. Its ticker symbol will also change from 'KIRK' to 'TBHC,' pending approval next month. Kirkland's CEO, Amy Sullivan, explained the intention behind the rebrand in the company news release: 'We're aligning our identity with our vision to become a multi-brand merchandising, supply chain and retail operator—and backing it with decisive actions to strengthen our foundation: reducing excess inventory, closing underperforming locations, optimizing real estate assets, and enhancing talent across the organization.' Amy Sullivan will lead as the CEO and chief merchant and creative officer of The Brand House Collective. The company announced the following additions to its corporate team: Chief Operating Officer Jamie Schisler will oversee operations. VP General Merchandising Manager of Bed Bath & Beyond Home Kerri Dlugokinski will lead all merchandising efforts. VP of Supply Chain Courtenay Adolf is responsible for global sourcing, transportation, and distribution centers. The retailer also announced changes to its board of directors. Effective June 24, 2025, appointees Eric Schwartzman, Neely Tamminga, Tamara Ward, and Steve Woodward will serve as board members. In October 2024, Kirkland's announced a strategic partnership with Beyond, Inc., which owns brands Bed Bath & Beyond, Overstock, and buybuy Baby.
Yahoo
15 minutes ago
- Yahoo
Erie Indemnity Stock: Is ERIE Underperforming the Financial Sector?
Erie, Pennsylvania-based Erie Indemnity Company (ERIE) serves as the attorney-in-fact for the subscribers at the Erie Insurance Exchange, which is a reciprocal insurer that writes property and casualty insurance. With a market cap of $16.1 billion, the company provides issuance and renewal services, sales-related services, and underwriting services. Companies valued at $10 billion or more are generally classified as 'large-cap' stocks, and Erie Indemnity Company fits this description perfectly. The company offers strong customer service and a regional focus, supporting a network of independent insurance agents and providing a wide range of personal and commercial insurance products. Dear Tesla Stock Fans, Mark Your Calendars for June 30 3 ETFs with Dividend Yields of 12% or Higher for Your Income Portfolio Nvidia Is Quickly Approaching a New Record High. Is It Too Late to Buy NVDA Stock? Our exclusive Barchart Brief newsletter is your FREE midday guide to what's moving stocks, sectors, and investor sentiment - delivered right when you need the info most. Subscribe today! Shares of Erie Indemnity have dipped 36.3% from its 52-week high of $547. ERIE stock has dropped 16.6% over the past three months, lagging behind the Financial Select Sector SPDR Fund's (XLF) 2.4% increase. In the long term, ERIE stock has dipped 15.4% on a YTD basis, whereas XLF has risen 3.9%. Additionally, over the past 52 weeks, shares of NTAP have decreased 2.3%, underperforming XLF's 21.7% return. The stock has been trading below its 50-day moving average since late April. Also, despite some fluctuations, the stock has been trading below its 200-day moving average since early December last year. Shares of ERIE tumbled 11.5% following the release of its mixed Q1 2025 results on Apr. 24. Driven by a 13.4% increase in management fee revenue and a 29% jump in investment income, its quarterly revenue rose 12.3% from the year-ago quarter to $989.4 million, exceeding Street forecasts. However, EPS came in at $2.65, a 11.3% year-over-year increase, but missed analysts' estimates, which dampened investor sentiment. Compared to its peer, Willis Towers Watson Public Limited Company (WTW) has outpaced ERIE stock. Shares of WTW have declined 5% on a YTD basis and gained 16.5% over the past 52 weeks. Although ERIE has underperformed relative to the sector, analysts are moderately optimistic about its stock's prospects. ERIE has a consensus rating of 'Moderate Buy' from the two analysts covering the stock, and as of writing, it is trading notably above the mean price target of $73. On the date of publication, Sohini Mondal did not have (either directly or indirectly) positions in any of the securities mentioned in this article. All information and data in this article is solely for informational purposes. This article was originally published on
Forbes
17 minutes ago
- Forbes
Strengthen Your Executive Presence And Influence With These Questions
Exuding executive presence involves an interplay between internal confidence and outward ... More self-mastery and expression Over the years, one theme has surfaced time and again in my work with high-achieving professionals—especially those navigating mid- to senior-level roles. No matter how accomplished they are, many wrestle with a persistent question: Do I truly have what it takes—including strong executive presence—to lead at the highest levels? This question came up in a recent coaching session with a talented professional—let's call her Rebecca. Despite a strong track record, consistent praise from senior leaders, and years of excellent performance reviews, she found herself feeling out of place when presenting to executives. She feared being caught off guard. Her heart would race, her breath would shorten, and her confidence would falter—all before she'd even entered the room. When I asked if she'd ever actually been unable to answer a question or failed to present her data clearly, she said no. In fact, she'd received positive feedback every time. Rebecca's experience is far more common than we realize. Despite external success, many professionals carry self-doubt and even 'imposter syndrome' that shows up at the very moment they most need to project confidence. I've seen this pattern in thousands of individuals I've worked with over the past two decades. And it's often tied to what I call the 7 common 'power and confidence gaps'—persistent internal obstacles that undermine how we see ourselves and how we show up in the workplace (and in our personal lives). Executive Presence: A Widely Used Term Few Can Define A quick Google search of the term 'executive presence' yields over 50 million results. Clearly, it's a hot topic—but ask five people to define it, and you'll likely get five very different answers. When I asked Rebecca what 'executive presence' meant to her, she said, 'Some people just walk into the room and everyone pays attention. They speak with ease. They seem like they belong.' Her impression wasn't based on specific behaviors—it was based on energy, confidence, and perception. The problem? If we can't define executive presence, we can't develop it intentionally. From my experience in both corporate leadership and coaching, I define executive presence as a powerful combination of inner confidence and outward expression—how you carry your knowledge, how you engage with others, and how you project credibility and calm under pressure. While executive presence can look different depending on industry and role, here are the foundational traits I see across leaders who command a room and inspire confidence: Confidence – Speaking and acting in ways that convey belief in your value, ideas, and – Trusting your expertise and owning your space as a decision-maker and thought communication – Using language that is clear, collaborative, and inclusive—without diminishing your contribution – Being willing to offer new ideas, challenge the norm, and take creative under stress – Managing your emotional responses, even in high-stakes mindset – Seeing yourself not only as a contributor but as someone who uplifts and advances mastery – Handling feedback, resistance, and interpersonal conflict with resilience and clarity. Back to Rebecca—what we uncovered wasn't a lack of skill, but a deeper fear: 'Do I deserve to be here?' She recalled seeing one female executive in a recent meeting who seemed to exude presence. 'She didn't say that much,' Rebecca told me, 'but she seemed completely at ease. Everyone deferred to her. It was like she didn't have to prove anything.' This perception wasn't just about how that leader showed up—it was about how Rebecca saw herself in comparison. Too often, high performers internalize subtle workplace messages that suggest they're 'not quite ready,' even when they're delivering exceptional work. Ambiguous feedback, bias, and lack of mentorship can deepen this feeling. Over time, these conditions lead to a persistent sense of being on the outside looking in—even when you're already at the table. And in some organizations, this perception isn't an illusion—there may be real barriers preventing your growth or recognition. In those cases, it's worth asking: Is this culture one that supports and elevates the kind of leader I aspire to be? If you've ever wondered whether you truly have the presence and credibility to lead, these questions can help you assess your current strengths and illuminate areas for growth: 1. Do I have deep knowledge and mastery of my area of responsibility? Can I speak to the key drivers, risks, and opportunities within my domain with clarity and insight? 2. Am I trusted to make strategic contributions that shape outcomes and drive progress? Do others rely on me for perspective, influence, and initiative? 3. Do I actively share ideas, offer solutions, and challenge outdated thinking—even when it feels uncomfortable? 4. Do I receive feedback that affirms my impact and the value I bring to teams and leadership discussions? Is this feedback consistent with my own self-perception—or is there a disconnect? 5. When under pressure or in high-stakes environments, do I stay grounded and communicate with poise? 6. Do I believe I belong in rooms where decisions are made—and act accordingly? 7. If I doubt myself, is that based only on internal fears and outdated beliefs, or in actual performance gaps? If you can answer 'yes' to most of these questions, it's time to release the doubt and step fully into your influence. Your presence isn't about being perfect—it's about being present, prepared, and aligned with your values. If you answered 'no' to any, that's not a failure. It's a roadmap. These are the areas where you can grow—through mentorship, coaching, skill-building, or new experiences. Executive presence isn't reserved for the few—it's developed over time through self-awareness, intentional practice, and a deep commitment to personal leadership. And if you're doing the work but are still being overlooked or undervalued, it may be time to find an organization that recognizes your contributions and invests in your future. In the end, executive presence is not just how others see you. It's how you see yourself—and how powerfully and self-assuredly you choose to show up, speak up, and lead. Kathy Caprino is a career and leadership coach, author, executive trainer and podcaster supporting professional advancement and success.
