At Pentaflex, the path to leadership is often shaped by dedication, adaptability, and a deep respect for the people who power our work. Few embody that journey better than our longtime Vice President of Finance and Administration. With over three decades of service, his story reflects not just a personal evolution, but the transformation of an entire company. We sat down with him to reflect on his journey, the challenges and triumphs along the way, and the lessons he’s learned about leadership, resilience, and the role of finance in a dynamic manufacturing environment.
Can you share your journey to becoming the CFO at Pentaflex?
I started my accounting career reconciling banks for a local accounting firm and worked myself up through the firm. After 15 years, I took a position with one of my clients as their newly created position of comptroller. After four years with a service company, I was contacted by my previous boss and told I should talk to a manufacturer in the area. He arranged a meeting between John C (Jack) McGregor and myself. Jack’s character immediately impressed me. After a discussion on his perspective of what he wanted, we agreed that I might be a bit overqualified for his position and we left the meeting having enjoyed our time together. He later called me and said he had revised the position and wanted me to consider it. I did and spent the next 32 years at Pentaflex as their Vice President of Finance and Administration.
How have you seen Pentaflex evolve during your tenure, both in terms of financial growth and company culture?
I joined the company doing about $10 million in sales, about 50 employees and 1 customer accounting for over 80% of the sales. I saw years of $40 million in sales, over 140 employees and 6 major customers and another 50 or so minor customers. I worked for six Presidents during my 32 years, each with their own methodology. We went through at least 4 major downturns and many years of great growth. We saw great successes and many learning experiences. We progressed from sharing almost nothing to sharing almost everything with our workforce.
How do you approach financial planning and risk management, especially in a cyclical industry like manufacturing?
As our name suggests, you need to stay flexible and willing to make tough decisions for the ultimate good of the company.
What role has technology played in transforming the financial operations at Pentaflex?
We have evolved from a paper driven company to the digital driven ERP system we now have. We went through two major ERP implementations, with the last requiring a great deal of plant floor participation. Bar coding technology has greatly improved inventory control and accountability.
As a leader, how do you cultivate a financially aware culture within the organization?
Employee meetings, sharing the good, bad and the ugly. Management meetings discussing results across all departments and showing the interactions, and financial impacts.
What advice would you give to aspiring financial leaders looking to enter the manufacturing sector?
Be open to learn from the floor, other departments and most of all be flexible. Technology is great but don’t forget the human factor. Keep all the stakeholders informed, there is nothing worse than a surprise to shareholders, boards, banks or insurance companies. Take things in stride, and go from there. You can only impact the future. Learn from failures (let’s call them learning experiences). Work hard, learn all you can, keep your integrity high.
Looking ahead, what are your strategic priorities for Pentaflex’s financial health and growth?
Capitalize on and improve current processes and equipment. Find the right people and put them in the right place. Give everyone the tools they need to be successful that is prudent.
What has been the most rewarding aspect of your career at Pentaflex, and what legacy do you hope to leave behind?
We kept the company going through tough times for the legacy of our founder, Jack McGregor and his family. I hope I have left the company in a better state in finance and accounting policies and procedures and have helped the company meet its objectives, short and long term, while exercising integrity and fairness and working hard.
As Rodney looks back on his career at Pentaflex, it’s clear that his legacy is one of integrity, perseverance, and an unwavering commitment to the company’s mission. From navigating economic downturns to fostering a culture of transparency and growth, his influence has left a lasting imprint. While the numbers tell one part of the story, it’s the people-first mindset and strategic foresight that truly define his time here. We’re grateful for his leadership and the foundation he’s built for the future of Pentaflex.