Automate Now

The technology is the easy part. Getting everyone in your organization aligned around an automation initiative is where many manufacturers get stuck. In this episode, the Formic team walks through what it actually takes to build internal buy-in — from the C-suite all the way to the production floor — using a real customer story as the anchor. When one manufacturer's CFO pushed back on a Robots-as-a-Service model, the conversation shifted the moment he understood what outright ownership actually required: a robotics engineer, years before ROI, and equipment that couldn't grow with the business.

That story illustrates the core principle of this episode: building buy-in means speaking to what each stakeholder actually cares about. The CFO cares about cash flow and total cost of ownership. Managers care about whether deployment will disrupt their team's productivity. Operators care about whether automation makes their day harder or easier. The episode includes a detailed buy-in checklist organized by stakeholder group — executives, managers, operators, and cross-functional teams — with specific questions to answer and communicate at each level. When people feel heard and informed, alignment follows naturally.

Key Takeaways:
  • Internal buy-in requires translating automation's value into language that matters to each stakeholder — what works for the CFO won't land with the frontline operator
  • The CFO conversation often shifts when total cost of ownership is laid out clearly — the hidden costs of outright ownership (engineers, maintenance, obsolescence) frequently make Full Service Automation the smarter financial choice
  • Operators and frontline employees are more likely to embrace automation when they're involved early and understand how their roles will evolve — not just that they will
  • Real stories from peer manufacturers are one of the most effective tools for building internal support — seeing how similar businesses succeeded makes the path feel achievable
  • The buy-in checklist covers four groups: executives focused on growth and margin, managers focused on workflow and performance, operators focused on daily tasks and safety, and cross-functional teams focused on alignment and communication
  • When you've thought through the concerns of every stakeholder and can answer them clearly, trust builds — and trust is what gets everyone on the same page
Automate Now is written by the Formic team — Saman Farid, Danijel Lolic, Molly Garrison, Brooklyn Kiosow, and Shawn Fitzgerald — and edited by Brooklyn Kiosow. Formic helps U.S. manufacturers automate for the first time through Full Service Automation: no large upfront investment, no in-house robotics expertise required. If this episode made you think about where automation could work in your facility, start the conversation at formic.co.

0:00 Intro — The CFO Story
1:19 Different Stakeholders
2:23 Automation as a Helpful Tool
3:23 The Power of Real Examples
4:03 Buy-In Checklist: Executives
4:56 Buy-In Checklist: Managers
5:35 Buy-In Checklist: Operators
6:15 Buy-In Checklist: Cross-Functional
6:47 Key Takeaways

What is Automate Now?

American manufacturing is at an inflection point. Labor shortages are accelerating, global competition is intensifying, and the pressure to produce more with less has never been greater. The answer — for manufacturers of every size — is automation. But knowing you need to automate and knowing how to do it are two very different things.

Automate Now is the practical playbook for CPG manufacturers ready to take action. Written by the Formic team — the people who have helped hundreds of U.S. factories automate for the first time — this audiobook cuts through the complexity and gives you a clear, honest roadmap: where to start, how to build internal buy-in, how to choose the right partner, and how to scale from your first win into a future-proof operation.

Automate Now — Episode 10
Building Internal Buy-In

In a recent interview with a Formic customer and a journalist for a manufacturing publication, the interviewer asked our customer if it was a challenge to get their CFO on board with Full Service Automation versus buying a robotic automated solution outright.

He emphasized that while, originally, the CFO didn't understand how using a contract-based rental model would benefit the business in the long run, he was convinced when he was told what an equipment purchase actually entailed. He didn't just have to buy the equipment; he also had to hire a robotics engineer to deploy and maintain it. The equipment couldn't grow with the business, and it would take more than three years to see any return. Instead, with the Full Service Automation business model, the solutions company deploys and maintains the system, equipment swapping comes at no extra cost, and the return is immediate.

This isn't to say that Full Service Automation is the right option for every business — but it's an example of effectively communicating and building internal buy-in. When we talk about automation, we can't just assume everyone will immediately see the value.

Building internal buy-in means helping people connect the dots in a way that speaks to their priorities.

Different Stakeholders, Different Concerns

That CFO was focused on financial sustainability. What's the cash outlay? When does this pay off? What hidden costs might show up down the road? Once the real cost of ownership was laid out — hiring specialized talent, managing maintenance, dealing with inevitable equipment obsolescence — it made the Full Service model much more appealing.

But it's not just the CFO you need to bring along. Operators might be wondering: does this robot make my job harder or easier? Managers could be thinking: will this slow down production before it speeds things up? And executives are asking: how does this move us closer to our long-term business goals?

The key is to anticipate these questions and be ready with answers that are clear, honest, and aligned with what matters most to each group.

Present Automation as a Helpful Tool

We've seen time and again that when manufacturers present automation as a tool that helps everyone get their job done, implementation is much smoother. When it helps operators reduce repetitive strain, helps managers hit production targets, and helps leadership future-proof the business, the conversation shifts. It's not about pushing a solution — it's about showing how automation solves the problems that keep people up at night.

Your role as a champion for automation is less about being a salesperson and more about being a translator. You're translating the value of automation into language that makes sense for your team.

The Power of Real Examples

One of the most powerful tools in building internal buy-in is sharing real stories — whether that's from your own plant, peers in your network, or partners. When people see how others navigated similar decisions and came out ahead, it helps them visualize what's possible for themselves.

Your Internal Buy-In Checklist

For executives — owners, CEOs, and CFOs: How does this automation initiative align with our long-term business goals? What's the total cost of ownership for purchasing equipment versus using a Full Service Automation model? How quickly will we see return, and how do we measure it? How does automation help us stay competitive in our industry?

For managers and supervisors: How will automation impact our current workflows, and what changes will my team need to adapt to? What support will we have during deployment and beyond? How does this help us reduce downtime or hit production targets more consistently? What metrics will show if this is working?

For operators and frontline employees: How will automation change my day-to-day tasks, and will it remove repetitive, physically demanding work? What training or support will I receive to work alongside automated equipment? Will this create opportunities to upskill or take on new responsibilities? How does this help make my job safer, easier, or more rewarding?

For cross-functional teams: Who needs to be part of the decision-making process so everyone feels heard? Are we setting clear expectations and timelines for deployment? Do we have a plan to communicate progress and wins to the entire team?

When you're working through these questions, write down the answers. Use them to build your internal presentations or discussions with individual teams. When people see that you've thought through their concerns, it builds trust — and trust is what gets everyone on the same page.

Key Takeaways

Getting automation right isn't just about choosing the best technology; it's about getting your people on board. Building internal buy-in means speaking to the priorities of every stakeholder — from CFOs concerned about cash flow and long-term cost to operators wondering how their day-to-day tasks will change. Automation can feel risky or unfamiliar, but when you present it as a tool that helps everyone, it becomes easier to champion. Use real examples, answer the right questions, and tailor your message to each audience. When people feel informed, heard, and supported, alignment follows.