CloudNC

Sales and Customer Success Engineer

RSLV.agency

My ultimate goal is to help you attract more of your ideal customer to increase business performance. No long-term expensive commitments, just results. 

-Brand Strategy
-Sales-Focused Websites
-Content Creation Systems
-Premium Ghostwriting

Drive revenue for your manufacturing business with a brand and content strategy that just works.

Founder

ProShop ERP

Leverage my deep understanding of our core product to articulate what is different and better and remarkable about our offering when compared to competitor solutions. My primary focus has been to create the brand strategy, positioning, messaging, and sales enablement tools to close a higher volume of qualified leads.

-Clarify the brand message so that prospects burn less calories trying to understand how the ProShop platform will improve their life and business, resulting in prospects taking action to purchase within a shorter sales cycle. 

-Execute on the GTM plan for our add-on products with a focus on simplifying the complexities of highly technical manufacturing software and positioning these products as the resolution to known customer pain points. 

-Equip the growing sales team with sales scripts, competitor battlecards, video recordings, and talking points that articulate the benefits of our products.

Product Marketing Manager

Engaged several qualified prospects each day with technical demonstrations of our core software product to position it as the solution to their business challenges. Technical demonstrations were often uniquely tailored to the specific customer to help them envision their success with the product.   

-Led 3-5 technical demonstrations of our core product on a daily basis to small and large companies alike both in-person and remotely via zoom (majority via zoom).

-Developed effective messaging based on customer profile, industry, and unique challenges. Effectively positioned the product as the solution to their pain points.

Product Solutions Engineer

G.S. Machine and Tool Inc

G.S. Machine and Tool Inc. is a precision metal component manufacturer for a variety of industries.

-Installed a business operating system to realize significant growth to revenue and profitability.

-Facilitated 3X revenue growth within 18 months with targeted sales and marketing efforts.

-Increased profitability by 20% within 18 months due to operation efficiency gains. 

-Strategic growth to customer base in new markets. 

-Implementation of ERP system and other digitization processes to improve operational efficiency.

-Lead product development projects from ideation through to pre-commercialization.

General Manager

Walker Advanced Manufacturing Innovation Centre (WAMIC)

The Walker Advanced Manufacturing Innovation Centre is a research and development service provider for Niagara Region’s Manufacturing sector. 

-Established processes and procedures for working in a collaborative manufacturing research laboratory. 

-Manage and execute internal and external technical projects.

-Facilitate meetings with research teams to develop project plans and timelines. 

-Lead sales activity of technical service team.

-Grew technical service revenue and customer base.

-Generate and track KPI’s in accordance with growth targets.

Research Technologist

Vineland Research and Innovation Centre

Research and development of equipment and processes for the horticulture industry with a focus on cost savings through the automation of labour-intensive tasks. 

-Design and development of automated equipment.

-Conduct beta testing in industry environments and determine overall equipment effectiveness. 

-Management of multi-client service-based R&D programs.

-Collaboration with industry partners. 

-Equipment commissioning in an industry environment. 

-Topical presentations, tours, and demonstrations.

𝐇𝐞𝐲! - 𝐈'𝐦 𝐃𝐚𝐯𝐞. 𝐈 𝐡𝐞𝐥𝐩 𝐦𝐚𝐧𝐮𝐟𝐚𝐜𝐭𝐮𝐫𝐢𝐧𝐠 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐨𝐰𝐧𝐞𝐫𝐬 𝐦𝐨𝐯𝐞 𝐟𝐨𝐫𝐰𝐚𝐫𝐝.
  
[𝑨𝒏 𝒐𝒑𝒆𝒏 𝒍𝒆𝒕𝒕𝒆𝒓 𝒕𝒐 𝒎𝒂𝒏𝒖𝒇𝒂𝒄𝒕𝒖𝒓𝒊𝒏𝒈 𝒑𝒓𝒐𝒇𝒆𝒔𝒔𝒊𝒐𝒏𝒂𝒍𝒔 𝒆𝒗𝒆𝒓𝒚𝒘𝒉𝒆𝒓𝒆]
 
Being a manufacturer means that you get things done.
 
Even when everyday challenges get in the way.
 
Manufacturers need to work smarter in order to achieve better results.
 
Your passion and technical expertise likely led you into this industry.
 
But perhaps you’re tired of putting out fires every day.
 
Maybe your business isn’t growing like you want it to, despite the long hours.
 
The truth is, you don’t need to go through life feeling burnt out and frustrated.
 
What if you could approach your work as a manufacturer in a way that reduces frustration while garnering better business results? 
 
This is the question I'm here to answer.
 
You just need the right tools, a plan, and a winning attitude.
 
At the end of the day, what binds us together are three simple goals:
 
1. To succeed at the work we love in a way that is personally fulfilling. 
  
2. To restore, elevate, and succeed in domestic manufacturing. 
  
3. Flexibility to get outside of the business now and again for the things and people who matter most.   



So here's a question: 𝐖𝐡𝐚𝐭'𝐬 𝐇𝐨𝐥𝐝𝐢𝐧𝐠 𝐘𝐨𝐮 𝐁𝐚𝐜𝐤?

Without a plan, manufacturers have a difficult time growing their businesses effectively. My goal is to equip manufacturers with tips, strategies, and resources so they can achieve sustainable growth and avoid business failure.

Let me know if I can help with anything,

DV

PS - I'd love it if you joined my newsletter: https://professionalized-manufacturer.kit.com/a2f2ad810d

8 years ago, I spent my life savings on a machine I had no idea how to use.

I had no clue what I was doing but figured it out as I went along thanks to Youtube (shout-out to Saunders Machine Works and Grimsmo Knives!) 

Had a day-job at the time mostly centred around 3D laser scanning, rapid prototyping with additive, and mechanical design. (shout-out to Niagara College Research and Innovation!)

The day-job was a ton of fun, but after binge-watching a ton of NYC CNC on Youtube I knew wanted to learn CNC machining and make stuff.

With the support of my wife, I bought the machine and started a one-man job shop which I ran on the side. So many tough lessons learned including: 

✔️ How to find customers
✔️ How to quote jobs
✔️ How to actually make the parts once you win the work
✔️ How to complete an inspection
✔️ How to manage cashflow

It was nuts, but I learned a ton!

Life had other plans for me and I wound that business down after about a year because I needed a better way to provide for my family. That said, this was a major step on the path to what has been such a rewarding career serving the metalworking community! 

Big goal for 2026: Get a small 5-axis CNC Mill. Not just as a test bed for some of the manufacturing SAAS stuff I'm involved with but also because I want my kids to learn how the everyday items we rely on get made and I have an itch to scratch in making stuff again! 

Key point - I wouldn't have been able to say that if I didn't take a shot 8 years ago. There was a ton of risk, but no regrets from me. 

Shout out to all of the amazing people and organizations who've played a pivotal role in my journey in manufacturing! You know who you are. 

Quick question - Has anyone else taken a shot on something they knew nothing about, but it completely changed their career path? I'd love to hear about it in the comments 👇

David Vuyk

Saunders Machine Works

Grimsmo Knives

Niagara College Research and Innovation

Helping Manufacturing Teams Thrive With Technology | Lights Out Podcast Co-Host | Marketing | Sales | Productivity |

Most machine shops don't lack effort or intelligence.

They lack margin.

Margin to step back and rethink outdated processes. 
Margin to ask "why are we still doing it this way?" 
Margin to connect the dots no one else is seeing.

The best decision I made today was to head outside for a walk. It’s like hitting the ‘reset’ button.

No notifications. No laptop. No one calling me with "just a quick question."

By the 10 minute mark, I had already cracked a few problems that were weighing me down.

It's a great reminder for everyone: breakthroughs don't happen in the chaos.

Back when I ran a small job shop, I used to think being in the thick of it was the job. On the floor. Taking calls. Putting out fires. No breaks, just pushing harder.

But the smartest move I ever made? Blocking time to think things through and solve the problems that were holding our business back. 

And here's the thing: you've probably got a few fires burning right now.

Bottlenecks you've been tolerating. 

Tribal knowledge walking out the door when Steve retires. 

Tech sitting on the shelf that you paid for but never fully deployed. 

Processes that work "good enough" but bleed time and money every single day.

You don't fix those by going harder. You fix them by thinking clearer.

Your turn: What problem are you going to crack this week?

Your capabilities list could be costing you deals.

I was reviewing a customer's website last week and they buried their biggest competitive advantage under technical specs. No context. No translation. Just a "Capabilities List"

Here's the thing: buyers don't care about machines. They care about outcomes.

So yes, list your capabilities, but go one step further and tell them WHY it matters:

'We have 5-axis machines' 
Translation: 'We eliminate multiple setups, saving you weeks of lead time.'

'We hold ±0.0005 tolerances' 
Translation: 'You won't waste time on non-conforming parts or costly re-work.'

'We've invested in pallet automation' 
Translation: 'You get consistent delivery, even when deadlines are tight.'

Big takeaway here is: Take those technical specs and transform them into customer wins.

Next time you update your site or capability sheet, ask yourself: Would a buyer immediately understand why this matters to them?

That's it. Simple shift, big impact.

Standing in this Skyjack, I did the math: a few bad welds, miscalculations in the engineered design, unchecked quality, and I might be toast.

I was 30 feet in the air, installing soffit and fascia on my roof for the first time.

I hate heights. Always have. But there I was, white-knuckling the controls of a boom lift I'd never operated before, trying not to look down.

And then it hit me.

I was trusting my life to someone I'll never meet.

Some machinist. Some welder. Some quality inspector who signed off on a manufactured assembly, hydraulic cylinder, or structural component.

They did their job right, so I could do mine.

I spend my days working with manufacturers, the teams creating better processes, and the people turning raw materials into something that matters.

But up in that lift, it clicked in a whole new way.

This isn't just about parts. It's about the invisible excellence that literally saves lives and sadly gets taken for granted all too often.

Whether you're in sales, marketing, finance, operations, or on the shop floor: if you work in manufacturing, you make modern life possible.

The electrician needs that lift. The mason needs scaffolding. The roofer needs that ladder. The contractor needs that crane.

They don't think about you. But they're alive and able to work safely because of you.

Don't take that for granted.

Quick question - When's the last time you stopped to think about who made the equipment that keeps you safe every day?

#thankamachinist #skilledtrades #throwbackthursday

The best manufacturing shops don't sell capabilities anymore. They sell reliability.

Buyers assume you can make good parts, hit quality specs, and meet delivery timelines. That's table stakes in 2025. If you're still leading with 'look at our shiny new CNC machine,' you're already losing to your competition.

What buyers actually want? A partner who picks up the phone. Who gives clear status updates on priority jobs. Who gives them peace of mind that their supply chain won't be the reason they miss their deadlines.

When you shift the conversation from 'here's what we can do' to 'here's what's at risk for you, and how we mitigate that risk' - everything changes.

You don't want to be another quote in a buyer's inbox. You want to be the partner they can't afford to lose - the one they call first when a rush order comes in at 4pm on Friday.

Manufacturing leaders - what's the #1 thing that makes a shop 'reliable' in your eyes? (would love to hear from Paul Van Metre, Mike Payne, & Nick Goellner on this)

P.S. - If you're selling in manufacturing and want to talk through how to reframe your pitch, shoot me a DM.

P.P.S - Digital work orders and machine monitoring make this 10x easier - you can pull up job status while you're still on the phone with your buyer. That's the kind of reliability that wins contracts.

I didn't go to TITANS of CNC MACHINING Boombastic this year.

Honestly, I'm kicking myself.

Because every time I see the highlights from events like this, I remember that feeling of walking back into the shop after a big show.

You're fired up. You've got ideas. You're ready to make big changes to how you operate.

And then Monday hits. The quoting backlog is still there. The setup on Machine 3 is still taking too long. Reality sets in.

Here’s the reality: The shops that win aren't the ones with the best technology - they're the ones that actually implement what they learn.

So if I had gone to Boombastic, here's exactly what I'd be doing starting Monday:

Walk the floor with fresh eyes. I'd ask my team: "What's taking you a ton of time that could be streamlined with technology or even just a better process?" Then I'd price that solution out by Friday. Not to replace anyone but to free them up for the work that actually moves the needle.

Treat data like a weapon. I'd pull up our machine monitoring dashboard and ask: "Which jobs are killing our margins because of unplanned downtime?" The shops pulling ahead right now aren't guessing. They're using real-time data to make faster, smarter decisions.

Have uncomfortable conversations with my team. Buying technology is easy. Change management is hard. I'd sit down with my crew and explain why we're doing this, not just what we're buying. If they don't understand how it helps them win, it won't work.

Build a 2026 roadmap THIS MONTH. I'd block out 2 hours and map out our capacity, talent gaps, and automation priorities for the next 18 months. The shops that scale don't react to problems, they make a plan and then execute it.

The hype from events like Boombastic is real.

But the work happens Monday morning.

Which of these 4 are you tackling first? Tell me below. 👇

TITANS of CNC MACHINING

This desk was built to last. I’ve had it for several years, but it’s been around a lot longer than me. Probably more than a few different owners in It’s 50+ year career.

I bought it from a local thrift store when I went out on my own back in 2019. Plenty of late nights that year grinding it out and getting launched. Doubt I'd ever be able to part ways with it.  

Most people wouldn’t recognize or appreciate the fine details like the joinery, the mechanical locking mechanisms, the built in drawer dividers, the pull-out handwriting pads.

It was built to last by a true craftsman and serves as a reminder for everything im doing right now

Not everyone will notice the details, the extra effort, or the late nights - but that’s not the point when you’re doing impactful work that matters.

Plenty of wear and tear on it now - big moves, stressful situations, and yeah - I should really start to use a coaster 😂 . Each mark tells a story.

Whether you're a machinist, a business owner, or in software like me: build it to last.

When you care about quality, your work endures.

Soon, quoting “trust us, we run a tight shop” won’t cut it anymore.

Customers will expect proof.

Most shop owners collect data to run a better shop via their ERP, MES, or machine monitoring solution.

BUT I think you're leaving alot on the table if you aren't using that data as a sales tool. (sales weapon?) 

Here's what I mean:

✔️ You can show proof of reliability.

Instead of saying "we'll deliver on time" and hoping they take your word for it, you can show them proof with historical on-time delivery and average lead time metrics.

✔️ You can demonstrate your process capability

Use machine monitoring data to showcase cycle time consistency, set-up efficiency, scrap rates, and spindle utilization. Leverage your operational data to build trust with buyers.

 ✔Justify your pricing when you're more expensive than a competitor

If you run with a lower scrap rate, better quality and delivery metrics, higher OEE than normal, then you need to SELL IT. Like Paul Van Metre commented on another post: "buyers are in the risk mitigation business." When you can model realistic lead times based on historical run-time data, customers feel safer committing bigger orders to you than the competition.   

✔Use data when responding to new customer opportunities/RFQ's

Rather than promising new customers the world, prove it with data, dashboards, and KPI's that back up your claims.

______________
Drop a comment 👇  what's ONE data point you already track that buyers ask about?
 
PS: If your competitor is selling "trust us, we can do it" and you're selling proof - I think you'll win. If you're competing on price alone, you're in a race to the bottom. Data gets you out of that.

I Help Machine Shops Excel - Former Machine Shop Owner - ERP QMS MES Solutions & 3x Podcast Host 🎙

Shop floor chaos isn't a people problem.

It's a systems problem.

I've walked into dozens of machine shops and have spoken with 100’s of owners, and here’s what I’ve learned:

When the owner is the only person who knows what job is next, which setup is priority, and how to run a tricky part for the repeat customer? 

The result is 60-hour weeks, constant firefighting, and zero time to actually grow the business.

Here are the 3 systems every shop needs to eliminate chaos, get the owner out of the weeds, and lay the foundation for automation:

1. Visual Scheduling

Your team needs to know "Which job is next" without asking you.

Start simple: a shop-floor whiteboard updated daily and reviewed at morning stand-ups. It works, but it falls apart fast when priorities shift and the board doesn't get updated.

The better play? Your ERP operating as a single source of truth with a live-updating job schedule on a massive display that everyone can see. No confusion. Just clarity. 

2. Daily Stand-Up Rhythm

This doesn't need to be complex, but it does need structure.

5-10 minutes. Every morning. Cover these four things:

-Safety (any concerns from yesterday or today?)
-Yesterday's production (wins and blockers)
-Today's plan and priorities
-Continuous improvement objectives (even small wins)

This keeps everyone aligned and eliminates the "I didn't know" excuse.

3. Defined Work Instructions

Tribal knowledge is killing your scalability.

If the setup, tooling, and process live in one person's head, you're one resignation away from disaster and/or losing a major customer.

Best-case scenario: ERP-driven work orders integrated with quoting, planning, procurement, and scheduling. 

This gives your team everything they need for faster setups, reduced scrap, safer operations, smoother shift pass-offs, and higher machine utilization.

Plus, it builds customer confidence.

The bottom line:

You can't scale what you can't systematize.

If you're still the go-to person for every decision on the shop floor, you're 
not running a business, you're running a really expensive job.

Fix the systems. Free yourself. Grow the shop.

P.S. - Technology can help.

Well… this happened.

Someone backed over my mailbox this week. Absolutely smoked it. 💥📬

As I was standing there looking at the carnage, one thought crossed my mind:

"Guess my mailbox finally got addressed."

In all seriousness, it was a good reminder that even when something random and annoying happens, you can either get frustrated… or laugh, rebuild, and carry on.

Reinforced mailbox coming soon. 📦

Your best prospects are engineers who just changed jobs. Here’s how to reach them:

New engineers are assessing every vendor relationship they inherited.

They're looking for gaps in quality, delivery times, and communication from their predecessor's suppliers.

This is your window.

Here's the exact play I'd run if I returned to selling machine shop services today:



Step 1: Build Your List in Sales Navigator

Search for:
-Job title: "Engineering Manager" OR "Manufacturing Engineer" OR "Design Engineer" etc
-Changed jobs in last 90 days
-Industry: [aerospace, medical devices, automotive, etc.]
-Company size: [Your sweet spot]
-Posted on LinkedIn in last 30 days (critical - validates that they're active)

You'll find 50-100 perfect prospects who are actively evaluating their supply chain right now.



Step 2: Study Their World

Before reaching out, spend 10 minutes per prospect:

-What products does their company make?
-What tolerances and materials do they typically need?
-What pain points do new engineering managers face? (Hint: inherited vendor problems, proving themselves, delivery reliability)



Step 3: Engage Before You Pitch

Follow them. Comment on their posts about their new role with something like:

"Congrats on the new role. Curious - what's the first thing you're tackling in your new position?"

You're now a familiar name, not a cold stranger.



Step 4: The Outreach

Send an email or even experiment with a video DM within 48 hours of engagement:

"Hey [Name], saw you recently joined [Company] as [Title]. I work with engineering teams at [similar companies] who need a reliable source for machined components.

If you're open to a quick conversation about what's working and what's not with your current vendors, I'd love to share what we're seeing in the market. No pitch - just a conversation.

Available Tuesday at 2pm or Thursday at 10am?"



Step 5: The Follow-Up

If no response in 3 days:

"[Name] - just wanted to make sure you saw my message. I know the first few months in a new role are chaotic. If now's not the right time, when should I circle back?"


Here’s Why This Works:

New engineers need wins early. If you can solve an inherited vendor problem - late deliveries, quality issues, poor communication - you become their hero.

They're actively looking for better partners. You're just making it easy for them to find you.

This isn't cold outreach. This is timing + relevance + value.

Try this with 10 prospects this week and let me know what happens!

This week reminded me of something I forget all too often: Listening beats pitching.

I spent real time with customers. Asked questions. Let them talk about their world. Didn't pitch. Just listened.

The shift was immediate. They opened up. Trust was built faster. Deals moved forward.

Selling business outcomes beats selling product features every time, but you can't get to outcomes unless you take the time to listen and understand first.

What'd you learn this week?

Technology doesn't create a competitive advantage. Adoption does. That's the difference between shops that will win in 2026 and shops that will just spend money.

When I led a small shop floor team, I screwed up tech adoption badly.

I was convinced we absolutely needed a piece of software to improve our operational efficiency, but I did a terrible job of getting the team on board.

I remember standing on the shop floor saying "just trust me on this" while they stared at me like I had three heads. I didn't take 10 minutes to walk through how it would save them time on setups and give them clarity on how to do their jobs. I just expected trust and compliance.

The team got defensive and felt like the software was just going to add unnecessary complication to their work.

It took months to untangle that mess. Talk about a leadership failure on my part.

Anyone can sign a PO for fancy new equipment or technology. That's easy.
Very few companies can operationalize it into the way they think, plan, and work.

I've watched dozens of failed implementations since then. Same pattern every time: either they were missold and didn't need it, or leadership fumbled the adoption piece, just like I did.

Any number of manufacturers can buy the same robot loader, pallet pool, or piece of software.

But not every one will develop the operational process, the daily habits, and the discipline to turn it into a competitive weapon.

If you want the real edge in 2026, stop chasing shiny tech.

Chase adoption.

The shops that master implementation will dominate the ones that just accumulate fancy toys.

What's one piece of tech sitting in your shop right now that's underutilized?

taplio

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