In the run up to the Digital Manufacuturing Strategies Summit USA (Dec 2-3, 2026 – Houston, Texas) we interviewed Peter Brand the Founder and President of Oden Technologies. He told us about himself and his experience, how his company is responding to digital transformation as well as the upcoming opportunities and challenges facing the industry. Lastly he shares his hints and tips when attending summits and conferences and shares why this event is a must attend show.
Tell us about yourself, your company and your experience in the industry.
I’m Peter Brand, Founder & President of Oden Technologies. We built Oden to close the gap between the enormous amount of data manufacturers collect and the decisions their frontline teams actually make. For over a decade we’ve worked with continuous and batch manufacturers — think plastics, paper, metals, packaging, chemicals, additives, building materials — building real-time industrial AI that turns raw process data into action on the plant floor. Since I first stepped foot on the floor of a wire & cable plant in my hometown of Chicago, my mission has been to bring the best technology to the craftspeople building the real world around us.
How is your organisation responding to digital transformation in the industry?
Most digital transformation has focused on collecting and visualizing data — dashboards, reports, systems of record. That’s necessary, but it stops short. Our response is to move manufacturers from systems of record to systems of action: real-time, AI-driven recommendations delivered directly to operators driven by the dynamic conditions on the line, so insight becomes action before downtime or scrap occurs. We’re also integrating across the stack — for example, our recent partnership with AssetWatch connects asset health with live production intelligence so transformation becomes one connected picture from asset to output.
What outcomes do you hope to achieve at the Summit this year?
Two things. First, to learn — the manufacturers and peers here are wrestling with the same execution gap we’re focused on, and their experience sharpens ours. Second, to share a practical view of where industrial AI is genuinely delivering ROI today on the floor, and to connect with leaders who want to turn the data they already have into real operational gains.
What excites you about the topics to be explored at the summit?
The conversation has finally shifted from ‘collect more data’ to ‘what do we actually do with it.’ I’m glad operator enablement and real-time decision-making are front and center — that’s where the value of AI is. And I appreciate that the agenda takes the workforce seriously; the biggest transformation story in manufacturing right now is how AI supports the people on the floor, not replaces them.
What do you see as the biggest challenges affecting the industry over the next 12 months?
Workforce is number one — high front-line turnover and the retirement of expert knowledge are eroding productivity and uptime, often amid spiking demand. The gap between AI hype and AI that actually works on the floor is also closely related. Manufacturers are rightly skeptical, and the challenge is proving concrete, repeatable ROI.
What surprises you most about digital transformation in the industry?
It’s still happening in silos. It’s already very difficult to coordinate the goals and needs across Operations, Engineering, and Digital teams. Now many organizations have piloted a dozen digital solutions scattered across production, maintenance, scheduling, quality, BI, you name it. None of those teams or systems are talking to each other, and the real transformation doesn’t start until they do. I’m excited about what agentic workflows are starting to do.
How do you see digitalisation and automation improving the sector?
Done right, digitalization takes the guesswork out of the operator’s job. Instead of fighting variability alone, they get real-time, line-specific recommendations to hit quality while minimizing cost and energy. That compresses the learning curve for new operators, protects expert knowledge as veterans retire, and makes every shift more consistent. Agentic automation then extends it — triggering intelligent workflows across the factory so all teams are working together.
Can you share examples of how automation / digitalization has improved the sector?
It’s happening across the board. Copperworks runs a copper recycling mill in Fort Wayne, IN, and they improved Quality, Availability, and Performance all at once boost OEE by 22% over 3 years. The biggest breakthrough there was that they didn’t sacrifice quality – in fact, they were able to boost their highest-grade material by over 40% while reducing scrap, which is unheard of.
INX International saw similar results at their plant in Charlotte making ink for food & beverage packaging. While OEE went up by over 20%, their 6-month retention for hourly workers improved from 24% to over 80%. That’s because their teams were able to use data to collaborate more closely and identify where they could better invest in their people and processes.
Often the biggest win isn’t a single metric but more people working more effectively together on the right opportunities, consistently — closing the gap between the best shift and the average shift, which is where a lot of hidden cost lives.
Biggest opportunities for manufacturing in the coming years?
Integrating know-how with massive amounts of production data. Those used to be separate things, but AI agents can combine raw data with contextual knowledge to produce action — no new sensors, no rip-and-replace, just execution. The manufacturers who win won’t be the ones with the most data, they’ll be the ones who automate their unique IP into dynamic action on the production floor.
Biggest challenges in planning, designing and implementing digital / automation strategies?
Bridging the corporate vision and the plant-floor reality. Strategies designed at HQ often stall because they don’t fit how operators actually work or tackle the right bottlenecks. The teams that succeed start with a real problem, prove value fast, and scale — rather than trying to boil the ocean with a multi-year platform rollout before anyone sees a result.
What did you learn from project experiences that might help industry colleagues?
Start with action, not architecture. The instinct is to perfect the data platform first, but value comes from getting easy-to-use visibility and insights to one operator at a time — and building trust from there. Adoption is everything: if the people on the floor don’t trust and use it, the best model in the world does nothing. Design for the operator first and the ROI follows.
What advice would you give someone just entering the industry — and your biggest career learnings?
Spend time on the floor. The best ideas in this industry come from understanding the real constraints operators face. My biggest learning is that technology only matters when it changes what someone does — so stay obsessed with the outcome, not the tool.
Why should industry colleagues come to the summit in 2026?
This is where the industry honestly works through what delivers, beyond the hype. Peers solving the same problems, hearing where AI and automation are truly paying off, and leaving with practical ideas you can bring back to your own plants. The people in the room are the ones shaping where manufacturing goes next.
What is your top tip when attending summits and conferences?
Come with a specific problem you’re trying to solve and let it guide your conversations. The real value isn’t only in the sessions, it’s in the hallway conversations with people who’ve faced your exact challenge. And follow up with your peers on progress. The connections you make are only as valuable as the relationships you build afterward.
