Industry strategist Wayne Johnson reflects on a career that has taken him from shop floors to global projects and shares his thoughts on how business practices have evolved across the electrical engineering and motor industry.

1. How did you first get into the electrical engineering industry?

At 18, I was deciding whether to become an accountant, a surveyor, or a ski instructor when a marketing job came up at a small lamination company. I took it, studied economics, accounting and management in the evenings, and learned the business from the ground up.

Working for a small company, I found myself doing a bit of everything, whether it was making deliveries in a 1 tonne truck or helping to negotiate contracts. As the business expanded internationally, I grew with it. This hands-on start showed me how production, customers and people all connect, and that grounding stayed with me throughout my career.

2. How have business practices in the industry changed since you started out?

When I started, the industry was very hierarchical, with fewer opportunities for young people and women, progression was often “dead men’s shoes”. It was rare to find young people being asked their opinion and even less so for women. 

In 2026 it’s hard to imagine how it was in the 1970’s.

Later, in leadership roles, we worked to change that by bringing younger people, women and different disciplines into teams. Ultimately, we knew that innovation would depend on collaboration across the spectrum of our company and externally between engineering, production, and customers.

At the same time, earlier in my career, many leaders knew their workforce personally, and people built long careers in lamination and motor plants. Today, loyalty sometimes runs less strongly, and companies risk losing skilled people too quickly. It’s safe to say, this matters in an industry where expertise takes years to build.

3. What business practices have you seen work well – and what mistakes should companies avoid?

The best companies understand that reputation matters across the whole value chain, from employees to suppliers and customers.

When relationships are built on mutual respect and fairness, they endure and projects succeed. When companies or individuals behave opportunistically, cooperation breaks down and trust almost impossible to restore.

Mentorship is also critical. Much of the knowledge in lamination production, tooling and motor manufacturing sits with experienced people, and companies that pass this on build stronger teams. Short-term thinking often damages firms.

4. What do you see as the biggest challenge for the industry today?

Uncertainty is a major challenge. Investments in presses, tooling and automation are long-term, but markets and policies change quickly. 

Meanwhile, attracting talent into manufacturing remains difficult, even though our industry touches everyone on the planet. 

That said, the opportunities are huge. For example, improving motor efficiency directly reduces global energy use, making innovation in materials and manufacturing more important than ever.

5. Looking ahead, what makes you optimistic about the future of the industry?

Over the years, our industry has constantly adapted as technologies and markets shift, and demand for efficient electrical machines keeps growing.

What gives me confidence is seeing younger engineers enter the industry with new skills while experienced people continue to share practical engineering and manufacturing knowledge.

Businesses must continue to invest in their people and collaborate openly across the supply chain. With electrification and other industry developments around the corner, nurturing talent and expertise will be essential, helping companies harness the opportunities ahead.