Rich Stinson, CEO of Southwire, on its 75th year: leading electrification, $1.8B modernization, reshoring surge, grid upgrades & “People & Lives” culture for ethical, sustainable growth.
Southwire at 75: Leading the Reshoring Revolution and Building a Sustainable Tomorrow
As global electricity demand surges toward a projected 4% annual growth through 2027 (according to the International Energy Agency), Southwire Company — North America’s largest wire and cable manufacturer — is celebrating its 75th anniversary by boldly positioning itself at the epicenter of the electrification megatrend. Under the stewardship of President and CEO Rich Stinson, a 40-year industry veteran now marking his 10th year at the helm, this privately owned, Georgia-based powerhouse has evolved into an $8.4 billion solutions provider, delivering four of its five strongest financial years in history.
““The world is electrifying at an unprecedented pace,”Stinson declares. “Southwire is evolving faster than ever to power that future.”
From Commodity Player to Market Dominator
In the decade since Stinson assumed leadership, annual capital investment has skyrocketed from approximately $100 million to $500 million, with $1.8 billion deployed over the past five years into cutting-edge modernization, digital transformation, automation, and strategic capacity expansion. Core residential and commercial construction markets remain foundational, and Stinson anticipates a robust rebound as interest rates stabilize.
““America needs 4–5 million new homes,” he notes. “We’ve built the capacity — we’re ready the moment that market turns.”
At the same time, Southwire has secured the #1 position in North America for comprehensive data-center cabling solutions, is rapidly scaling in e-mobility infrastructure, and is capitalizing on the powerful wave of manufacturing reshoring — particularly in batteries, semiconductors, and advanced electronics — positioning the company as an indispensable partner in America’s industrial renaissance.
The Four Great Choke Points — and Southwire’s Proactive Response
Explosive demand is colliding head-on with structural bottlenecks that threaten to derail progress:
An aging electrical grid, largely constructed in the 1950s–1970s, desperately requiring comprehensive upgrades.
Permitting delays — only one in four projects reaches approval, with timelines stretching from 4 to 14 years.
Persistent supply-chain constraints, especially in oil-filled transformers and low/medium-voltage switchgear.
A looming workforce crisis as a generation of skilled electricians approaches retirement without sufficient replacements.
As a privately held company, Southwire enjoys the agility to invest ahead of demand, adding capacity proactively where public companies might hesitate. Yet Stinson recognizes that industry-wide collaboration is essential for true systemic change. As the recent Chairman of the National Electrical Manufacturers Association (NEMA), he spearheaded the formation of a powerful coalition — uniting manufacturers, contractors, distributors, and stakeholders — to advocate in Washington for accelerated grid modernization, streamlined permitting processes, enhanced supply-chain resilience, and aggressive workforce development initiatives.
““If we don’t act decisively,”Stinson warns, “demand will outstrip supply, and the consequences will be felt by every sector of the economy.”
People, Culture, and Two P&Ls: The Southwire Difference
Southwire’s true competitive edge, Stinson insists, lies in operating with two profit-and-loss statements: the traditional financial P&L and an equally vital “People & Lives” P&L. With more than 9,000 employees across 60+ facilities, the company recently achieved an employee Net Promoter Score of 55 (considered world-class) with an extraordinary 93% participation rate.
Accolades include Newsweek’s Greatest Place to Work for Mental Wellbeing 2024 and back-to-back recognition in 2024 and 2025 as one of Ethisphere’s World’s Most Ethical Companies — an honor shared by only 136 organizations globally.
Sustainability is deeply embedded through the framework of Growing Green, Living Well, Giving Back, Doing Right, and Building Worth. Three Southwire plants (Bremen and Lafayette, Indiana; Denton, Texas) have earned the prestigious Copper Mark certification for responsible copper production. Long-term supplier partnerships — including Bekaert North America for steel wire technologies and NIEHOFF for advanced drawing equipment — are grounded in mutual growth and ethical collaboration.
““We set high standards,”Stinson says, “but we also make our partners better every year — and they do the same for us.”
A Legacy of Leadership and a National Call to Action
Seventy-five years after its founding, Southwire stands as the undisputed North American leader in wire and cable and the world’s #3 player — clear proof, Stinson affirms, that the strategy is delivering results. Yet his vision extends far beyond corporate success. Stinson remains laser-focused on a larger mission: ensuring America has the reliable, modern power infrastructure it needs for this generation and the next.
““Electrifying the future isn’t just good for Southwire — it’s vital for our country, our continent, and our children,” he concludes. “It will create millions of jobs, drive innovation, and secure prosperity for decades to come. We’re all in.”
Pioneering Pathways in Energy and Industry
As Rich Stinson guides Southwire through its milestone anniversary and into the electrification era, his leadership highlights the potential of strategic investment and cultural commitment in addressing national challenges. From capacity expansion to workforce advocacy, his insights offer frameworks for resilience and growth. In a time of rapid transformation, such principles suggest new avenues for innovation and collaboration across the energy landscape.
