Most machine shop startups are defined by hustle, long hours, and organized chaos. But when Garrett Wolfford founded Elemental Design + Machinery in January 2024, he had a different blueprint: "Small headcount, high discipline".

While many owners wait years to professionalize their operations, Garrett built the foundation of a major aerospace facility for a team of just three people. He didn't wait to "grow into" systems; he implemented AS9100 certification, ITAR registration, and ProShop ERP almost immediately.

The goal was audacious: to transition from general manufacturing to critical "hard parts" for the aerospace and defense sectors. After a site visit to a major rocket manufacturing facility ignited a fire in the team, they worked backward from the customer's vendor checklist, acquiring the necessary CMM technology, Model-Based Definition (MBD) capabilities, and digital infrastructure to qualify.

The strategy paid off. In less than two years, Elemental went from an empty floor to an approved supplier for a major rocket company, securing their first six-figure purchase order shortly after certification.

This episode is a case study on why "too small" is a myth. It explores how digital manufacturing systems, rigid quality planning, and a refusal to compromise on discipline allow a small shop to compete directly with industry giants.

Garrett Wolfford on LinkedIn: https://www.linkedin.com/in/garrett-wolfford-567714311/

Elemental Design + Machinery: https://elementaldesignandmachinery.com/about/

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In this episode, I chat with Wesley Traumbauer of B&W Machine works. We examine what happens when a manufacturing business grows faster than the systems supporting it. As complexity increases, reliance on memory, informal communication, and disconnected tools creates friction that compounds daily. What once felt manageable begins to erode trust in schedules, delivery dates, and capacity, making even simple decisions heavier than they need to be.

When estimating, scheduling, purchasing, and quality exist in separate places, visibility disappears. Work-in-process grows, interruptions increase, and leadership is forced into reactive mode. The episode highlights how uncertainty, not workload, is often the real driver of stress inside a growing shop.

A central theme is the shift toward integrated systems and what that transition actually changes. Centralization doesn't eliminate problems, but it exposes them early and forces clarity. Data replaces assumptions. Accountability becomes visible. Decisions are made with confidence instead of instinct. The discussion reinforces that this shift is less about software and more about operational discipline.

Leadership and culture remain constant threads throughout. Systems only work when they are used consistently. Side spreadsheets, workarounds, and exceptions undermine trust and keep businesses stuck in chaos. Real transformation requires commitment, standardization, and a willingness to let the system surface uncomfortable truths.

The result is not slower work, but calmer work. Planning extends further into the future. Communication improves. Problems live in the system instead of in people's heads. The episode illustrates how structure creates resilience and why sustainable growth depends on visibility, process, and trust in the data. Make sure you give it a listen.

LinkedIn: Wesley Traumbauer - https://www.linkedin.com/in/wesley-trumbauer-a30953324/

B&W Machine Works Inc. - https://bandwmachine.com/

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When Cody Joy joined Ferrera Tooling Company in 2020, the shop was growing rapidly but struggling with chaotic systems. Scheduling relied on a single Google Sheet, paper travelers cluttered the floor, and quality records were scattered across uncontrolled spreadsheets. Twice-weekly meetings attempted to manage priorities, but inefficiencies threatened to stall the company's expansion into aerospace and space exploration.

Ferrera's leadership recognized the need for a paperless ERP solution. After considering building their own system, they adopted ProShop, which consolidated scheduling, inventory, serial number tracking, and estimating into one integrated platform. The transition eliminated redundant spreadsheets, improved traceability, and gave machinists confidence in their instructions and materials. This confidence translated directly into speed and throughput, reducing delays and boosting productivity.

Quality assurance, once a bottleneck, was transformed. Ferrera expanded from two to eight CMM machines, while ProShop scheduled inspections and integrated static checks to reduce cycle times. Parts no longer piled up waiting for inspection, and audits became smoother, with AS9100 reviews shortened from five days to two. Auditors praised ProShop's robustness, reinforcing customer trust in Ferrera's processes.

Culturally, ProShop became the backbone of Ferrera's operations. Cody, now Director of Systems and Process Engineering, emphasized how the system fostered accountability and teamwork, replacing endless meetings and email chains with a single source of truth. Employees embraced ownership, documenting setups with photos and detailed instructions, further strengthening the company's culture of continuous improvement.

On a personal level, Cody noted that while his hours remain long due to Ferrera's growth, his stress is far more manageable. ProShop allows problems to "live in the system" rather than in his head, reducing the burden he once carried home. He believes that without ProShop, Ferrera would have reverted to chaos, unable to sustain its current scale. Instead, the company now thrives with streamlined scheduling, robust quality control, and reliable traceability.

LinkedIn: Cody - https://www.linkedin.com/in/codyjoy/

Ferrera Tooling - https://www.ferreratooling.com/

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