Interview with Barry Rahimian — Global VP, Sales and Business Development

As manufacturers worldwide race to adopt AI, robotics, and smart factory technologies, the challenge is no longer whether to automate but how to do it strategically. In this exclusive Industry Week-style interview for UNI Network Magazine, Barry Rahimian shares his perspective on the future of industrial automation, technology adoption, workforce readiness, and the leadership mindset required to thrive in an era of unprecedented change.

 

Q. Manufacturing is experiencing one of the most significant transformations in its history. What forces will define the industry’s future over the next five years?

A. We are entering an era where the pace of technological adoption is accelerating faster than ever before. The time between innovation and implementation continues to shrink. Manufacturers can no longer afford to evaluate new technologies over several years; competitive advantage now belongs to organizations that can assess, adopt, and scale innovation quickly.

The technologies creating the greatest impact are artificial intelligence, intelligent automation, advanced robotics, machine vision systems, predictive analytics, and data-driven manufacturing. Together, these technologies are enabling organizations to improve productivity, reduce downtime, accelerate product launches, and respond more effectively to changing market demands. The future factory will not simply be automated; it will be intelligent, adaptive, and highly connected.

 

Q. Many companies invest heavily in automation but struggle to future-proof those investments. How is Lanco addressing this challenge?

A. The traditional approach of building fixed manufacturing systems is becoming obsolete. Today’s customers need flexibility because product lifecycles are changing rapidly. At Lanco, we focus on modular and scalable automation architectures. When a manufacturer invests millions of dollars in a production line, that investment should continue delivering value for years.

Our systems are designed so that specific modules can be upgraded or replaced as technologies evolve, without requiring customers to rebuild an entire production environment. Future-ready manufacturing is not about buying new equipment every five years; it’s about creating platforms that evolve with your business.

 

Q. AI has become a boardroom priority. Where do you see the greatest opportunities for AI within manufacturing operations?

A. AI is transforming manufacturing in multiple ways. From intelligent quality inspection and predictive maintenance to process optimization and production planning, AI is helping manufacturers make faster and better decisions. One of the most exciting developments is the convergence of AI with machine vision and robotics. Systems are becoming capable of identifying anomalies, learning from production data, and adapting in real time.

However, technology alone is not the solution. Success depends on how effectively organizations integrate AI into existing workflows while ensuring employees understand and trust the technology. The winners will be those who combine technological innovation with operational excellence.

 

Q. What is the biggest obstacle manufacturers face when implementing advanced automation?

A. The biggest challenge is not the technology itself. The challenge is organizational readiness. Manufacturers often focus on acquiring cutting-edge solutions but underestimate the importance of user adoption, workforce training, and change management. Even the most advanced system will fail if operators do not understand how to use it effectively.

Technology must be intuitive, practical, and aligned with the skills of the workforce. The most successful automation projects are those that balance innovation with usability. Digital transformation is ultimately a people transformation.

 

Q. Lanco is known for its ‘Design for Automation’ approach. Why is this philosophy becoming increasingly important?

A. Many manufacturers think about automation too late in the product development cycle. By then, critical design decisions have already been made, limiting efficiency and increasing costs. Design for Automation allows us to collaborate with customers at the earliest stages of product development.

We evaluate manufacturability, supply chain considerations, human factors, scalability, production requirements, and long-term operational risks. This proactive approach helps identify challenges before they become expensive problems. It enables customers to launch products faster, reduce risk, and build a foundation for sustainable growth. In today’s market, successful manufacturing starts long before production begins.

 

Q. As factories become increasingly digital, how should companies prepare their workforce for the future?

A. Technology evolves quickly, but people remain at the center of manufacturing success. Organizations must invest continuously in workforce development, technical training, and knowledge transfer. One challenge many manufacturers face is the loss of institutional knowledge when experienced employees retire or move on.

Our approach focuses on providing comprehensive documentation, training programs, digital resources, and ongoing support to ensure knowledge remains accessible and transferable. The goal is to shorten learning curves and empower employees to operate, maintain, and improve increasingly sophisticated manufacturing systems.

 

Q. Having spent more than three decades in industrial automation, what leadership principles have remained constant throughout your career?

A. Technology changes. Markets change. Customer expectations change. What remains constant is the importance of adaptability, curiosity, and continuous learning. The most successful leaders are those who embrace change rather than resist it.

They create environments where innovation is encouraged, collaboration is valued, and learning never stops. Leadership is not about having all the answers. It’s about building teams capable of solving challenges that have not yet emerged.

 

Q. Many organizations remain cautious about adopting AI and advanced automation. What would you say to leaders who are still on the sidelines?

A. Change can be uncomfortable, and every major technological shift introduces uncertainty. However, history has consistently shown that industries move forward regardless of individual organizations’ willingness to adapt. The question is not whether change will happen – it already is.

My advice is simple: remain curious, stay informed, and embrace continuous improvement. Organizations that proactively engage with new technologies will shape the future of their industries. Those that delay adoption risk falling behind and facing a far more difficult and expensive path to catch up. The future belongs to organizations that are willing to learn, evolve, and innovate.

 

Q. What does the manufacturing enterprise of 2030 look like?

A. The manufacturing enterprise of 2030 will be highly connected, data-driven, and intelligent. Factories will leverage AI to optimize decisions in real time. Production systems will become more flexible and autonomous. Digital twins, predictive analytics, advanced robotics, and intelligent automation will work together to create unprecedented levels of efficiency and responsiveness.

Most importantly, successful manufacturers will combine these technologies with highly skilled people who understand how to leverage innovation to create business value. Technology will drive transformation, but people will continue to drive progress.

 

Editor’s Note: Barry Rahimian’s insights reflect a critical reality facing manufacturers worldwide: the future of manufacturing will be defined not only by technology adoption but by an organization’s ability to integrate innovation, workforce development, and strategic leadership. As AI, robotics, and intelligent automation continue to reshape industrial operations, companies that embrace adaptability and continuous learning will be best positioned to lead the next era of manufacturing excellence.

 

 

 

This article originally appeared in UNI Network Magazine, June 2026.  See original publication here.