the Versa Vice and coal stokers as well,” says CEO, President, and Chairman Richard Lewin. However, a pivotal moment in its evolution came when it embarked on the road of acquisitions, specifically the acquisition of Thomas Mold and Die, which, almost incidentally, included a small division focused on manufacturing masts. This seemingly minor acquisition proved prescient, as masts would eventually become a core offering for the company. As Will-Burt’s transformation continued, notably in 1985, when it became a 100% employee-owned ESOP, the company’s reputation was enhanced, and it was soon regarded as a prominent leader in specialized manufacturing and an undisputed captain of its industry. The ESOP structure, which remains in place today, has guaranteed that every Will-Burt employee has a vested interest in the company’s sustained success, serving as a significant driver of both longevity and rapid growth. “Here we are 40 years later, stronger than ever. We actually set a record in 2024 for both increased sales and share price, and were rated eighth in the state of Ohio for employee-owned companies for shareholder wealth strategies,” Lewin states. According to Lewin, acquisitions remain central to Will-Burt’s growth strategy and have led to one of its most recent and vital additions, Aluma Tower, which integrates not only its expertise but also its leadership into the broader Will-Burt family. Those acquisition efforts would go on to become a core part of what is now Will-Burt’s global strategy. “So, we purchased a company that specialized in pneumatic masts in the 70s, and then in the 80s, when the majority of TV stations across the country switched to the live news reporting format and would send out news vans to cover the news, every one of those vans needed a mobile mast on it, and those were Will-Burt lasts 99%of the time,” says Aluma Tower President Shane Mullan. 158 BUSINESS VIEW MAGAZINE VOLUME 12, ISSUE 08
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