Tim Shaughnessy on leadership: Ask questions, be approach and decisive, get your hands dirty
August 2, 2016 - garden totes
Tim Shaughnessy and Dan Montoney pooled $8,000 to start Rapid Cure Technologies in 2011.
The association creates customized chemical formulas that dry quick when they are unprotected to light, customarily wavelengths in a ultraviolet range. The quick restorative dramatically lowers a appetite indispensable to dry a product and it releases fewer compounds into a atmosphere.
“We renovate glass into a plain in usually seconds,” pronounced Shaughnessy, boss and CEO. “You can have a chemistry on a table, relocating around like water, and we strike it with UV light and it’s solid.”
Where are a liquids they rise used? Shaughnessy answers with a surprisingly prolonged list:
“We do industrial applications such as resins for electrical application, coatings for gnawing insurance of steel, and sealing compounds for a accumulation of industries.
“We rise potting compounds for explosion-proof areas – oil rigs, oil refineries, mining.
“We rise a lot of transparent coatings for automotive. Lens covers for erosion resistance. In your iPhone, there’s a boatload of UV-curable materials or adhesives.
“Basically, anything that needs to be coated or embellished or stranded together and we wish to dry it fast, we do it.”
Chemists do a investigate during Rapid Cure’s Fly Road plant. Small batches – 5 gallons or reduction – are done there. Larger amounts are done in partner plants during Saratoga Springs or Kimball, Mich., nearby Detroit.
Did we come adult with a UV process?
UV has been out there – when we consider of going to a dentist, they use UV curable fillings. That’s a blue light they put in your mouth. We do not sell to that market, usually since a guilt is flattering high.
What we do is pierce it to new markets.
Five to 8 years ago, a siren and tube attention was all required solvent-based paint until UV was introduced.
What’s your background? Are we a chemist?
No. I’m a business guy. Dan is a chemist.
He worked for a tiny paint association in Syracuse, building deviation restorative chemistries. we came from a paper-coating side. I’ve worked for MeadWestvaco Corp., a large paper company, and Armstrong, a flooring guys. we came from that big-company atmosphere. we worked in Watertown during a association called Knowlton Technologies.
How did we and Dan get together?
Our companies were operative on a mutual project, a manhole rehab project. My association was provision a fiberglass and his was provision a chemistry.
We were articulate one day and pronounced there’s a flattering good niche for a tradition formulator that unequivocally wants to pierce this record forward.
We had $8,000 and we started in Dan’s groundwork on a request and a wing. We worked in Dan’s groundwork until his mother finally said: You’ve got to get this things out of here.
Were we in care roles flourishing up?
At Taconic High School (Massachusetts), we was on a lot of sports teams. we didn’t unequivocally consider about that as leadership, though as you’re a comparison we kind of take on that care role.
I graduated in 1990. we was going to college, and we started operative with Mead during a paper trickery in South Lee, Mass.
Mead bought a indent adult in Potsdam, N.Y. we was one of 3 people sent to lead that indent by a $50 million rebuild. we went to SUNY Canton while we was adult there and after finished my grade by SUNY Empire State.
The indent was creation commodity-type stuff. And we took them to some-more of a specialized material. We started creation wear-resistant conceal for laminate flooring.
The 3 of us knew a record and had to sight all a people. we was put in a purpose supervising people that had been operative for a association longer than we had been alive.
It was a outrageous enlightenment startle to employees. They were unionized. We went non-union. That was a hulk change. There was a fear factor: What am we going to lose?
I schooled a significance of good communication. For a successful change, we need to make certain everybody knows since a change is coming.
Otherwise, if there’s usually a gossip mill, by a time it gets around to a final guy, it’s a totally opposite story.
From that kind of front-line leadership, in a production realm, we changed some-more to sales and marketing.
That was a lot of change to lead during a immature age. What’s your recommendation for someone new to a care purpose or determined to one?
Part of being a personality is that people need direction, they wish to know. You have to promulgate that to them.
Ask questions. In my initial care role, there were appurtenance operators that knew a lot some-more than we did. So we consider we have to ask questions to get that discourse going. If you’re not reputable as a leader, people can make your life flattering miserable. Open discourse starts that honour behind and forth. Respect is not one way. It goes both ways.
Be approach and decisive. Once you’ve done a decision, you’ve got to be direct. Someone has to make a decision. People will demeanour to we to make it. So we have to be means to make that decision.
Sometimes, we have to make a preference even if it turns out it was a wrong one. But during slightest we attempted something. We weren’t stuck. Don’t censure others if it was a wrong decision.
The final one: Get your hands dirty. That’s critical since if people are looking adult to we as a leader, they have some-more honour if we can get down and unwashed in a trenches with them. Then we can describe to them. And they can describe to you. They can say: OK, he’s out here, and it’s 100 degrees, and he’s sweating along with us. That’s important.
Tell me about a tough plea and how we met it.
When we started a company, we were collateral limited. We didn’t have any backers. The plea was: Do we put adult a houses to secure large bank loans to build a trickery to make here?
We looked during other options. That’s where we came to a dual production partners. We said, OK, let’s rise a technology, permit it to these companies to make for us. They have all a apparatus and tender materials. That relieved a weight of a large collateral expense.
So many startups try to punch off some-more than they can gnaw financially. They’re going after a large try capital-type guys. we know that we have to with some technologies – a medical field, or a medical device.
But if it’s your normal startup, demeanour for other options. We found swap ways that we could revoke a collateral and fundamentally usually have a element done during existent production plants.
We do all a investigate here. We’ll have a patron come to us and say: We need to cloak this pen. We need it to be erosion resistant. We need it to be UV resistant in sunlight. It’s all tradition formulated. We rise a chemistry for make in a partner plants.
They make it to sequence and we sell it. We sell things from syringes to 250-gallon totes.
You and Dan could substantially locate a association anywhere. Right?
Family ties aside, what keeps we in Central New York?
I would have to contend a business ecosystem here in Central New York. There are a lot of good people here to daub into.
Why do we stay? Part of it is a feeling that you’re partial of a resolution contra being a number.
Yes, we’re traffic with taxes and health-care costs and things like that. I’ve found there are deficiencies in any state you’d go to. In general, Central New York wants businesses to grow. That means a lot to Dan and me meaningful Central New York wants companies here.
We hear from naysayers that it’s too tough to do business in New York. What do we contend to a murky Gus?
I’ll be straightforward that they’re not prepared about what is around here. People who take a time to learn what industries are around here would be amazed. People substantially don’t see it, since it’s not a old-style companies where a thousand people are working. But we have many companies with 30 or 40 employees operative and it equals a large employer base.
You might not know it until we unequivocally start to get concerned in a village or with groups like CenterState CEO. You need to network. we accommodate with new companies around here each week and it’s startling: Man, you’re in that building? You’re doing that?
Naysayers typically are not entrepreneurs.
The naysayers are remembering a aged days. That was before my time. That was a past. You have to pierce forward.
Smaller businesses like ours can be some-more dynamic. You don’t have a official red fasten to go through. Smaller, higher-tech companies are going to offer aloft profitable jobs. They’ll pierce in a aloft prepared people. Small businesses make an area thrive.
Stepping behind from a business side, there’s a lot here. You can go out and find it. Downtown is doing great. The Tech Garden is doing a good job. There is a lot going on. It’s a good place to live.
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