______________________________________________________________________ Spencer
Preis | Southwire Company
... reputation, culture, and growth are not competing priorities
The initiative reflects Spencer’ s belief that culture is an accelerant for growth.“ I have never viewed growth and risk mitigation as contrary forces. I think protecting the company from risk is supporting the company’ s growth.” At a company that takes a multi-generational view of success, that perspective resonates: reputation, culture, and growth are not competing priorities. They are connected.
Tech opportunities and challenges
The issues crossing Spencer’ s desk today would have been hard to imagine when he began his career: new AI questions about privacy and governance, trade developments that create challenges and opportunities for manufacturers, and regulatory requirements that evolve alongside technology are all in play.
At Southwire, Spencer is part of the AI Governance Council, where he evaluates use cases and weighs value against risk before new technology rolls out. He explains,“ We have implemented key governance elements that empower the business to use these valuable new technologies, while also thoughtfully managing risk.
“ Trade and tariffs are another area that has created opportunities and challenges for manufacturing companies like Southwire. Our leadership recognized early on that we were going to need to elevate our engagement.” Recognizing trade policy’ s growing impact on manufacturers, Spencer built the processes, relationships, and strategic forums Southwire relies on to navigate it, from regular leadership updates to collaborations with outside advisors, trade associations, and elected officials.
Trade policy is now one of several areas where business decisions, regulation, and external relationships intersect. Spencer has also helped build Southwire’ s government affairs function, connecting the company more closely with policymakers and the issues shaping manufacturing.
The measure of success
As Spencer has grown professionally, so has his measure of success.“ Today, I define my success based on what my teams achieve and how I have helped advance goals of individuals on my team in ways that I did not earlier in my career,” he shares.
For Spencer, developing people and delivering results go hand in hand.“ I like to build strong working relationships with the people I work with. I want us to know and trust one another. I think that trust develops over time through transparency and by showing people you are invested in their careers. I always try to be clear about goals and accountability.”
Looking ahead, Spencer sees Southwire doubling down on better processes and technology.“ There is a bigger focus than ever on deploying effective processes and using technology to drive greater results. Every group in the business, including mine, is working to optimize performance through smarter processes and technology.”
For Spencer, the starting point remains unchanged. Understand the business. Understand the people behind it. Then ask the question that has guided every stage of his career: What’ s the right thing to do? ■
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