Michael Hoehn, President or CEO of ASI for over 20 years, shares a compelling narrative of leadership, growth, and the unique dynamics of a family business that builds the "heart of automotive plants" by designing and installing automated handling systems. The company's journey began over 40 years ago when Michael's father, a former GM engineer, acquired it with a partner in 1981, seeing an opportunity for entrepreneurship through acquisition. After selling the business in 1998 during a market peak, they reacquired it in 2002 for "pennies on the dollar" when the buyer decided to divest, aiming to "rescue our team" and "right the ship" from short-term decision-making under public ownership.

Michael, initially resistant to joining the family business, brought a background in consulting and restructuring from PwC. He eventually joined ASI, initially for a trial period, to ensure a mutual fit, learning the "business of the business" rather than the engineering specifics. He transitioned into the president's role through a deliberate handover from a predecessor who championed his readiness. Under his leadership, ASI has seen substantial growth, from 125-150 employees to nearly 500, especially after securing a strategic customer project in 2019 that doubled revenue and headcount in two years. This growth was managed by intentionally reinforcing a humble, team-oriented culture and prioritizing people, turning potential challenges into opportunities to strengthen the organization.

 

Key Themes

Strategic Acquisition & Reacquisition

Generational Leadership & Succession

Culture as a Performance Driver

Long-Term vs. Short-Term Thinking

Customer-Centricity and Partnership

Intentional Talent Development & Mentorship

 

Timestamp:

00:26 - ASI overview: conveyors, robotics, automation focus

01:04 - Father's path and how he acquired the company

01:52 - Co-owner Mike McKee and the 1981 purchase

02:26 - 1998 sale and 2002 buyback context and rationale

04:08 - Father's leadership style and operating philosophy

05:44 - Michael's Kansas City upbringing and early career interests

06:44 - Turnaround lessons and ERP implementation done right

08:24 - Decision process to join the family business

12:20 - Six to nine month trial plan and learning approach

16:49 - Transition to president under David Clark's servant leadership

22:13 - Company growth trajectory and headcount scale

23:30 - Strategic partnership shift and rapid scaling from 2019

26:18 - Culture and values: teamwork, embracing hard projects

48:53 - Legacy philosophy and building teams that thrive in your absence

 

Additional Resources:

Michael Hoehn, President at Automatic Systems, Inc.

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