The first thing you notice about Markus Stolmar is his “funny accent,” as he calls it, an audible clue to a life and career that began in Germany and, through both intention and chance, led him to the center of U.S. machine-tool building. His path wasn’t linear. It was shaped by curiosity, experience, and a willingness to follow where both interest and opportunity led.
Like many European teenagers entering the skilled trades, Stolmar chose an apprenticeship over university, drawn to work that was more hands-on and engaging. Following in his father’s footsteps, he trained as a technical draftsman. “I drew on a drawing board and worked from engineers’ blueprints, adding tolerances, refining designs,” he recalls. “Sadly, this career no longer exists.”
But even early on, Stolmar was exploring beyond the expected. During his apprenticeship, he spent time in toolmaking (milling, drilling, and operating a manual lathe), which gave him a deep appreciation for how things are made. It also sparked a realization: he wanted a broader role in shaping outcomes, not just executing them.
That insight led him back to school to study industrial management engineering, combining business and engineering. It was a defining move that positioned him at the intersection of technical expertise and real-world applications.
“I knew a little about business and a little about engineering,” he says. “Not enough to claim either fully, but enough to connect the two.” That combination became a strength, allowing him to bridge conversations between engineers, customers, and decision-makers.
After graduating, Stolmar took a gap year, traveling to Canada to mountain bike and camp, and even working as a caregiver for an older adult. It was another example of his instinct to pursue experiences beyond the obvious path. When he returned to Germany, opportunity arrived quickly.
“Three months after I returned, Eberhard Zoller asked if I wanted to go to America to help build Zoller North America with his son,” he says. “I was the fifth person to join.”
Building a Career and a Philosophy in America
Stolmar said yes, stepping into an environment that demanded versatility and commitment. In a small, fast-moving organization, there were no rigid roles – only shared responsibility.
“It was a startup mentality,” he says. “You did everything from sales and operations to service, working long hours.”
This experience left a lasting impression, shaping his leadership philosophy: that success in manufacturing comes not from silos or buzzwords, but from people who understand the full picture and work together to solve real problems.
Today, as president and CEO of United Grinding North America, that belief remains central.
“People are everything,” Stolmar says. “At this level of precision, you cannot make that first perfect part with AI. People are the key.”
That conviction is reflected in his commitment to workforce development. At the company’s Miamisburg, Ohio, headquarters, Stolmar has championed apprenticeship-style training – not just as a workforce solution, but as a long-term investment in capability and culture.
Interest is growing rapidly.
“The first year we offered apprenticeships, we had, maybe, 20 applicants. Last year, 150. This year, 250,” he says. Overall, United Grinding plans to have 16-20 apprentices working for them in 2026.
For Stolmar, that momentum is encouraging, but he wishes the government could provide more support. For example, one challenge with the local community college is finding policies and financial support that enable more continuous training time without interruptions that hinder immersive learning at United Grinding.
Solving the Hardest Problems
United Grinding differentiates itself from competitors by commanding a premium for its machines. As a leader in technology and precision, customers bring United Grinding their hardest problems to solve – from complex materials and geometries to processes.
“We often supply customers with a complete solution, encompassing machines and manufacturing workflow,” says Stolmar. “We often change their traditional approaches, showing them how they can make a part in one setup instead of five because United Grinding machines are so much more advanced. That’s a game changer.”
This solution-first mindset reflects Stolmar’s broader view of manufacturing – not as a transactional industry, but as a collaborative, problem-solving ecosystem where expertise, technology, and creativity come together.
A Confident View of U.S. Manufacturing
Stolmar is optimistic about the future of manufacturing in the United States – not because it will compete on cost, but because it will lead on capability.
“I see U.S. manufacturing thriving,” he says.
He points to the growing involvement of major technology companies, such as Microsoft and Google, in manufacturing. (In fact, United Grinding is currently working with Google on a project.) He also highlights the continued strength of industries like aerospace, defense, and advanced chemicals, where precision, innovation, and advanced processes give the U.S. a clear advantage.
Reshoring, he notes, will not mean bringing back every type of production. “The U.S. won’t compete on simple, low-cost products,” he says. “But we will lead where technology and expertise matter most.”
Automation will play an important role, particularly in addressing workforce gaps. To Stolmar, it’s not a replacement for people; it’s a complement to their capabilities.
Where Innovation Comes Together
For Stolmar, IMTS represents more than a trade show; it’s a catalyst. It’s where manufacturers find ways to make parts faster and more accurately, and where unexpected innovation often emerges.
“When I go to IMTS, I see the future,” he says. “I see what’s possible: how we can make parts faster, more precisely, more efficiently. I get a good feeling seeing how powerful the technology is.”
He encourages attendees to look beyond the biggest booths. “Sometimes it’s the small company in the back corner that surprises you the most,” he says.
United Grinding (part of United Machining Solutions, IMTS booth #236802) will showcase new machines at IMTS 2026, including its “IoT Hub,” which integrates data from 531 sensors to optimize machine performance.
“In the future, you won’t just optimize tool paths. You’ll optimize everything around them,” Stolmar says. “Machine health, part quality, life-cycle performance.”
Artificial intelligence will help unlock that potential, but Stolmar is clear about what ultimately drives progress.
Where It All Connects
For Stolmar, the future of manufacturing isn’t defined by any single technology. It’s defined by the connection between people, systems, and ideas.
“The world according to Markus Stolmar is about partnerships,” he says. “Between customers, technologies, and suppliers.”
And at the center of it all: “People build connections. Data strengthens them. When we bring both together, that’s when we succeed.”
