Driving Growth Through Strategy, Technology and Culture at NextGen Mold

NextGen Mold Technologies

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Since its launch in 2021, NextGen Mold Technologies has grown aggressively, expanding from just six employees to a team of 75 in under four years. This rapid rise isn’t luck; it’s the result of deliberate strategy, smart investments and a strong workplace culture.

During my recent visit, I spoke with company Founder and President Dennis Goggin. He opened up about his views on market positioning, technology adoption and people management, offering moldmaking professionals insight into what’s fueling NextGen’s growth.

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Capitalizing on Market Shifts

NextGen Mold has managed to grow even amid global trade disruptions and shifting OEM strategies. While some shops slowed down or pivoted heavily toward electric vehicle (EV) work, NextGen stayed selective, steering clear of the EV market and instead strengthening relationships in automotive, consumer goods and high-profile aerospace programs.

Interestingly, tariffs and reshoring have worked in NextGen Mold’s favor. U.S. OEMs, facing limited domestic moldmaking capacity, increasingly turned to Canadian suppliers. “We’ve added new American customers who prefer to keep work local but can’t find enough capacity in the States,” Goggin says. 

Persistence is another part of their sales playbook. NextGen Mold focuses on targeted outreach through LinkedIn, cold calls and leveraging personal networks. “One big account came from me just not letting. I kept messaging until they finally talked to me,” Goggin says. That persistence, paired with responsiveness, has opened doors to projects others might not have chased.

Investing Strategically in Technology

For NextGen Mold, technology is not about chasing the newest gadgets; it’s about targeted investments that deliver return on capability and efficiency. The company still buys used equipment when it makes sense, balancing cost with performance. However, when tighter tolerances or higher efficiency are needed, they don’t hesitate to purchase new. Recent investments include a new Ona EDM, a high-speed Röders carbon cutter with an Erowa automation cell and used but high-performing five-axis machining centers.

NextGen Mold is also exploring AI integration; not as a buzzword, but as a practical tool to streamline quoting, logistics and scheduling. The vision is for a system where a project manager could simply type a request (e.g., “Pick up this tool Friday at 2 p.m.”) and have the system handle shipping, scheduling and notifications automatically. Quoting is another area targeted for AI support, though the company remains concerned about accuracy, using multiple checks before submitting prices.

Software choices are similarly deliberate. They rely on Cimatron for CAD and PowerMill for CAM, developing custom macros in-house to improve speed and repeatability. Being an active partner in software development has given them early access to new features and ensured that their systems evolve in line with the shop's needs.

Building a Culture That Attracts and Retains Talent

Finding skilled moldmakers is a well-known industry challenge, yet NextGen Mold has steadily built a young, capable team. The average age in the shop is around 37, striking a balance between experience and longevity. “We’ve been fortunate. There’s excitement around joining NextGen Mold,” Goggin says. Competitive pay, a hands-on mentorship approach and the promise of career growth have helped attract talent from other shops.

Employees start with conventional machining, learning foundational skills before moving to more complex assembly, plumbing and tooling tasks. As the company grows, new roles are created, lightening workloads and opening up advancement opportunities. That progression, combined with an emphasis on teamwork and culture, has kept turnover low.

“We offer a good culture, good pay and a place where they can grow,” Goggin says.

Looking Ahead

Their focus will be on pushing into more high-precision, tight-tolerance tooling, building on successes with demanding aerospace programs. Since my visit they purchased a new building with an additional 11,000 square feet that will focus on light machining.

“The lot will also allow further future expansion with its additional 25,000 square feet for moldmaking, while the current plant is dedicated to machining,” Goggin says.

For moldmaking professionals watching NextGen Mold’s journey, the lessons are clear: seize opportunities created by market shifts, invest strategically in technology that solves real problems and treat culture as a competitive advantage. As Goggin summed it up, “My job is to make sure we have enough sales and give the team the tools they need to get it done.”