Read the Conversation
Meeting highlights:
- Background and Evolution of Cadence Costa Rica: Adrian has been with the company since its early days and supported its evolution through multiple acquisitions, leading to its current form as Cadence in the Coyol Free Zone.
- Operational Growth and Investments: The company is undergoing a significant transformation with plant renewals and equipment transfers from the U.S. to support future growth.
- Culture, Leadership & KPIs: Cadence emphasizes safety, continuous learning, and strong daily KPI tracking focused on safety, quality, delivery, cost, and revenue.
- Team Spirit and Executive Involvement: Leadership at Cadence is highly engaged, with regular visits from the CEO and VPs who maintain a culture of collaboration.
- Celebrating Milestones: Cadence is marking 40 years globally and 2 years in Costa Rica, celebrating rapid growth and internal recognition for its fast transformation.
EF: Could you elaborate on Cadence’s footprint in the market?
AC: Cadence brings over 40 years of experience to the table, with some of its companies operating in the market for more than a century. Two years ago, Cadence, Inc. acquired Utitec, and I was appointed General Manager of our plant in Costa Rica. This plant has operated for over fifteen years. Cadence brought a dynamic energy and significant investment, enabling us to completely renovate the plant and position ourselves for sustainable growth. This included recruiting new talent aligned with our long-term vision.
I assumed full responsibility for the transformation, leading a comprehensive renovation within just a few months. We implemented 5S practices, lean manufacturing, regular reporting, and a robust set of key performance indicators provided by the corporate team. I was determined to integrate quickly and ensure a seamless transition, dedicating myself fully to driving meaningful change, upgrading the facility, reshaping the culture, and establishing a new direction for the plant. Communicating our new name and brand to customers was also a key milestone during this period.
We were and continue enthusiastic about the future. Cadence introduced approximately 95 percent of the technology for both metal and plastic production into the country. With eight plants worldwide in the United States and one in Costa Rica-we are uniquely positioned as the only facility in this region. I saw this as an opportunity to showcase the talent and potential presence in Costa Rica.
Cadence conducted thorough due diligence before the acquisition and recognized the value of our operations. One of their Vice Presidents, Andy Becker, who has extensive experience in the local market, was instrumental during the transition. He guided us through the introduction of Cadence’s values, vision, and mission, reinforcing the company’s commitment to our team and the region.
EF: You are part of a new generation of General Managers, what are the key lessons learned from these past two years?
AC: One of the most important lessons I have learned is that individuals operate at different paces. I am naturally driven to achieve results quickly and efficiently, but I have come to recognize the importance of allowing others the time they need to fully understand a task, analyze the situation, and develop their own solutions. Growth is a step-by-step process, and it is essential to support people as they develop.
Additionally, I have found that investing in people’s development is far more rewarding than simply hiring for existing skills. Although the learning curve may be longer, having the right person with the right attitude makes all the difference. I greatly value team members who are open, willing to listen, and eager to grow.
I also believe in collaborative decision-making. I regularly involve our team in discussions about our options, next steps, and potential risks. While some decisions require discretion, I make it a priority to consult with those directly involved in the business.
EF: How does Cadence distinguish itself within the industry, and what advantages does this approach provide to clients?
AC: I am extremely proud of Cadence and the capabilities we offer. When I compare our operations to others in the industry, it is clear that we stand out for our expertise in custom blades and needles, as well as the advanced technologies we offer such as metal injection molding. This technology, in particular, enables our customers to reduce costs by transitioning from traditional machining. In addition, we provide Milling, Swiss machining, precision metal stamping and deep draw stamping, along with a comprehensive suite of laser processing technologies, including laser welding, marking, and cutting.
Our portfolio also encompasses overmolding, insert molding, and extrusions, all managed within a single organization. This integrated approach eliminates the need to rely on external suppliers for these services. While we do collaborate with partners, our core capabilities remain in-house.
It is especially rewarding when companies approach us for specialized metal components, knowing that we can deliver solutions they do not offer themselves. For instance, I recently met with a company expanding into Costa Rica that specializes in plastics but requires metal parts. Our ability to coordinate every aspect, from metals and plastics to molding and final assembly under one roof is a significant advantage. Clients can simply send us a purchase order, and we manage the entire process across our sites, ensuring seamless delivery whether the project involves medical device assembly or complex component integration. This comprehensive coordination allows us to deliver fully assembled products, ready for sterilization or subsequent processing steps.
EF: How do you envision Cadence positioning itself as the partner of choice?
AC: Over the past two years, we have been strategically preparing to achieve our goal of becoming a $40 million company. This effort includes transferring advanced technologies and new equipment to Costa Rica, as well as implementing solutions tailored to meet our customers’ needs. We are optimizing our operations through lean manufacturing and operational excellence initiatives, with the objective of freeing up approximately 40 percent of our floor capacity for future projects. By improving our overall equipment effectiveness, we are positioning ourselves to capitalize on new opportunities as they arise.
A significant focus has been placed on stabilizing our machinery, particularly as we integrate new equipment. This involves a rigorous process of validation, product runs, and ramp-up activities. Currently, we are managing the complex transfer of seven pieces of equipment from the United States to Costa Rica, three of which require thorough floor validation. Our team is dedicated to ensuring all equipment is validated and operational while consistently meeting customer demand-especially critical in the medical industry, where precision is paramount.
Every step is meticulously planned to ensure seamless operations. We prioritize clear communication between our quality team and our customers’ quality teams, ensuring alignment, protocol review, and product approval. Although the process is challenging, it is essential for our continued growth and success in the years ahead.
EF: What are your key performance indicators, and what processes do you have in place to ensure continuous improvement and timely project delivery?
AC: Our primary Key Performance Indicators begin with safety, as the well-being of our team is paramount. I want every employee to leave work each day as safe and healthy as when they arrived, while also having gained new knowledge. Quality is our next focus, followed by on-time delivery to customers, cost management, and revenue. We monitor these five core metrics daily through structured, tiered meetings. During these sessions, we use an Actions for Improvement system to review performance, track project timelines, and assess milestones. When necessary, we implement strategies such as fast-tracking, parallel task execution, or allocating additional resources to ensure we meet deadlines and maintain progress.
EF: You will soon celebrate 5 years with the organization. What are you most proud of achieving?
AC: Our Leadership consistently expresses pride in having a site in Costa Rica, frequently highlighting the remarkable speed of change here compared to other acquisitions. This progress is a significant achievement and a reason for celebration, as it demonstrates our readiness for continued growth. At Cadence, the regular visits from our CEO and vice presidents are distinctive; they maintain a strong focus on business objectives and key performance indicators, yet remain approachable and personable. Their practice of walking the floor and engaging with all employees fosters a sense of unity and belonging, creating an environment where everyone feels valued regardless of title.
