Years ago, Gerardine Ferlins was a social worker committed to helping people reach their fullest potential. She later worked in a traditional manufacturing environment at Worcester Controls. When Robert McCray sold that company, he offered Ferlins the opportunity to start Cirtronics.
While life led her to contract manufacturing, she maintained a social ethic.
“This vehicle, Cirtronics, has given me the mission to fulfill that social endeavor—to give people jobs,” said Ferlins, the company’s president and CEO. Founded in 1979, Cirtronics has grown from a simple circuit-board-assembly shop to a full-service corporation working on multi-million dollar contracts. “The medical device field is our most active growth arena,” Ferlins said.
Cirtronics’ flexibility with its customers is part of what makes it unique among contract manufacturers.
For example, Cirtronics occasionally holds shipments to help customers manage inventory control. “That just brings you to the next level in your relationship with the customer,” said Jim McCall, Cirtronics’ engineering, training and facilities manager.
That deep trust between Cirtronics and its customers helped it maintain “consistent, controlled growth,” reaching $46 million in sales in 2008, said Ferlins.
Then came the recession and sales in the last five years have fluctuated between $31 and $51 million, Ferlins said.
Through the volatile sales period, Ferlins said Cirtronics’ 145 employees have kept the company on a steady course.
“We pulled around us competent people who knew what they were doing and who cared about what they were doing,” she said. “Instead of having a box and finding a person that fits into the box, we find the person, and then create the job around him.”
“It does make it more difficult to grow, but it makes for a stronger organization.”
In 2002, Cirtronics created an Employee Stock Ownership Plan. Today, workers own 40 percent of the company.
Employee devotion gets Cirtronics through challenging times, said Ferlins. “I think it’s the strength and loyalty that the company gave to the people over the good times that they gave back when the company was in difficulty.”
That translated into many employees willingly cutting their hours when there wasn’t work. In turn, Cirtronics, rehired laid-off workers whenever possible.
And, despite a slow economic recovery, Cirtronics has maintained its committment to the community. From the Boys & Girls Club to the NH Food Bank, Cirtronics and its employees give time, talent and tithe. Ten percent of company profits are donated and employees are paid for up to 30 hours annually to volunteer during the workday for causes important to them.
“It gives people a purpose beyond just coming into work,” said Ferlins.
Cirtronics has seen a number of milestones over the decades. Ferlins and the managers said a move in 2000 from a facility with a few thousand square feet to 100,000 square feet at its current location was an important step (today, it occupies 175,000 square feet) as was the ESOP in 2002. However, a very special contract undertaken immediately after 9/11 stands out.
“We had to build bomb detectors for airports as quickly as possible,” said Ferlins. “Our people just kept working and working. They did it, not because of overtime pay, but to keep Americans safe.”
“Ordinary people can do extraordinary things when given the opportunity,” Ferlins said. “That might be a surprise to some people, but not to me. I see it every day.”
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Current Issue - May 2024