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Home WY Aug25 WY Aug25 Cover

Heather Bruce: The Quiet Architect of Industrial Change

Heather Bruce, CEO of Osmundson Mfg. Co., is reshaping manufacturing with people-first leadership, bold culture shifts, and a mission to build a legacy that lasts.

August 12, 2025
in WY Aug25 Cover, Cover Stories, Interview, Women in Business
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Manufacturing isn’t always kind to those who try to change it. It’s an industry rooted in tradition, shaped by legacy, and—more often than not—led by men. But every so often, someone enters the picture not to fit the mold, but to gently, firmly reshape it. 

Heather Bruce is one of those rare leaders. As the President & CEO of Osmundson Mfg. Co., a fifth-generation company with more than 120 years of legacy, she didn’t just inherit a title—she inherited the weight of an entire system. And at one point, she nearly lost it all. 

But where others might have folded, Heather chose to lean in—with patience, clarity, and a deep sense of responsibility toward her people. Her leadership isn’t loud. It doesn’t need to be. It shows up in the way she protected jobs during market downturns. In how she leads from the floor, not just from the office. And in how she’s turning a traditional manufacturing company into a modern workplace where culture is just as important as capability. 

She represents a quiet kind of revolution—one built not on disruption for its own sake, but on thoughtful transformation rooted in empathy, integrity, and conviction. 

Moved by her journey, we sat down with Heather to understand what it truly takes to lead in a space that wasn’t always built to welcome leaders like her. 

Below are the highlights from the interview: 

Heather Bruce, what inspired you to step into leadership within the manufacturing sector, an industry that has historically lacked strong female representation? 

Manufacturing has been a part of my family’s history for over 120 years. I’ve been fascinated with it since I was a little girl going to the plant. When I took my capstone class in supply chain and operations management at Drake University, something clicked. That class gave me a moment of clarity. I realized I wanted to be part of the operations world for the rest of my career. 

From nearly losing the company to now expanding into new states, you’ve led Osmundson through a significant evolution. What mindset or value has grounded you most during this transformation journey? 

The mindset I go back to again and again is teamwork and patience. Rome wasn’t built in a day, and it also saw struggle. One of my favorite quotes is, “Brick by brick, my fellow citizens, brick by brick.” Right after that in my head, I always follow it with “and Rome wasn’t built in a day.” 

Patience is essential, and so is leading from the front. I believe in servant leadership. Leaders eat last. That was instilled in me when I was a little girl watching my father lead. You take care of your people. You don’t do that from behind a desk. You do that by showing up, problem solving side by side, and making sure they have time to be with their families too. 

If I ask my team to make a sacrifice, I will make a bigger one. My people are my priority. I trust them every day, and when the road gets rough, I want them to trust me to lead us through it. 

Manufacturing has long been seen as a male-dominated industry. As a woman CEO leading a fifth-generation legacy brand, what barriers have you faced, and what would you say to women who feel like they don’t belong in this space? 

To any woman who feels imposter syndrome, I would say find your “why.” No one else can see it but you. If you’re in this space, chances are you love it. Maybe you were fascinated by cars as a kid, maybe you love solving problems. That’s what this industry is all about. 

Don’t let self-doubt change who you are. Ask questions, be patient, and be authentically you. As for barriers, of course there are moments of friction, but that’s true in any space where you may be in the minority. You can belong here without having to change yourself to fit the mold. 

Considering the theme of the edition, what does true representation of women in manufacturing mean to you, and what changes still need to happen at the industry level to make that vision real? 

Representation means having women in every level of manufacturing, from engineering and shop floor to management and ownership. It also means women being accepted as leaders not just because they’re women, but because they’re qualified. 

We need to normalize women in these spaces. That takes changing how we recruit, how we mentor, and how we create career paths that reflect real life. That means more flexibility, more opportunity for training, and more investment in making sure young women know this is an option for them from the start. 

American manufacturing is seeing a resurgence, and Osmundson is right at the heart of it. What’s one misconception people have about modern manufacturing, and how are you shifting that narrative? 

One major misconception is that manufacturing is dirty, dangerous, and built around low-skill, repetitive labor. That image comes from early 20th-century factories and doesn’t reflect what we do now. 

We’ve been working hard to shift that narrative, especially by staying connected with local schools and investing in our people and equipment. We’re focused on making the work environment safer, more ergonomic, and less physically taxing. Our team is diverse, and we want to use their brains, not just their brawn. 

We want to show the next generation that this is a high-tech, innovative space where they can build a career. 

With AI, automation, and digital transformation creeping into every industry, what’s your approach to keeping a 120-year-old business innovative without losing its soul? 

By utilizing our people for their skills. Today’s manufacturing is highly automated and digitally integrated, with robotics and data analytics playing key roles. Manufacturers are highlighting career paths that require technical expertise. Our people are very smart and highly skilled. 

AI and automation are great tools. Just like a hammer and a nail are good tools, they are only as effective as the person using them. The same is true for any form of automation. It is not meant to replace people, but to make the work less taxing on their bodies. 

Anyone using automation as a long-term solution knows they still need people. We are able to elevate our team into different positions with the automation we implement. 

Your team works with metal and machines daily, but culture can be the hardest thing to forge. How do you shape a culture that’s as strong as the steel you work with? 

Our culture is all about relationships. We’ve always operated as a family, and anyone who enters our orbit, whether they’re a supplier, a customer, or a team member, becomes part of that extended family. 

We’ve worked hard to create a positive environment, where people feel safe and supported. Manufacturing isn’t unsafe, but it can be unforgiving. We’re safer, cleaner, and more collaborative than we were even just a few years ago. We invest in ergonomic equipment, new technology, and most importantly, in each other. 

Sometimes, leadership in industries like manufacturing demands making bold decisions that go against the grain. Can you tell us about a bold decision you made that felt right in your gut, even if it raised eyebrows at the time? What did it teach you about conviction and leadership? 

In the past year, the global ag market saw a serious downturn, and it forced a lot of companies to lay off employees to make ends meet. I made the decision not to do that. 

We tightened the budget in creative ways, restructured roles, and found internal efficiencies. It wasn’t easy, and it would have been a lot simpler to follow what everyone else was doing. But we’ve always been a people-first company, and that means something. We weathered that storm together. 

That choice reminded me that doing what’s right doesn’t always look like what’s easy. Conviction in leadership means believing in your team and standing by them when times are hard. 

What advice would you give to young women who dream of leading, building, or reshaping industries that weren’t built with them in mind? 

Trust in who you are and the skills you bring to the table. Imposter syndrome will tell you to be someone else, to act a certain way, to play a part that doesn’t feel true. Don’t fall into that trap. 

Know your why. Learn constantly. Surround yourself with people who support your growth. Be patient with yourself. You don’t have to do it all at once. And remember, if the path wasn’t built for you, you have every right to build a new one. 

You often speak about leaving things better than you found them. What legacy do you hope to leave, both as a leader and as a woman in manufacturing? 

I want to be remembered as someone who truly cared for people and made them feel seen. I want Osmundson to remain a place where families feel proud to work, where innovation and tradition work together, and where every person knows they are valued. 

As a woman in manufacturing, I hope I’ve opened the door a little wider for the next generation. Whether they’re my daughters, someone else’s daughter, or anyone with a dream, I want them to know that they belong.

Read more inspiring leadership stories in IMPAAKT, the top business magazine for visionaries shaping the future.

Tags: Female empowerment in businessFemale leadership in industryHeather Bruce OsmundsonInspiring women in businessLegacy manufacturing companiesManufacturing leadershipModern manufacturing cultureWomen CEO success storiesWomen in manufacturing
More about Heather Bruce

Heather Bruce, President & CEO of Osmundson Mfg. Co., is a people-first leader driven by purpose, progress, and long-term impact. She’s cultivating a workplace culture where innovation thrives, potential is unlocked, and performance is sustained. Carrying forward a family legacy that rose from the brink of bankruptcy, Heather leads with a deep sense of responsibility—not just to the business, but to society and the planet. Her mission is clear: to build something greater than herself and leave Osmundson stronger for the generations to come.

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