Night Shift to President’s Office

When Walt Van Laren first joined Sioux Automation in 1991, he wasn’t thinking about becoming president. Like many people starting out, he was simply looking for an opportunity. That opportunity came on the company’s night shift repair crew, where he tackled a wide variety of welding and repair projects. Although he had basic welding experience, much of what the job required was new to him.

“I was married and I needed an income and health insurance, so I needed a job. I really started as close to the bottom as you could be.”

Over the next 35 years, Walt would take on a remarkable variety of roles throughout the organization. After graduating from Dordt University, he moved into the office, helping build the company’s mixer replacement parts business and developing relationships with dealers and customers across the country. Later, he became involved in implementing the company’s first ERP system, managing production scheduling, overseeing operations, leading sales, and eventually stepping into broader leadership responsibilities.

On January 1, 2017, Walt assumed the role of president.

Looking back, he credits the company for providing opportunities to learn, grow, and take on new challenges throughout his career. During Walt’s tenure, the company has undergone significant transformation. When he started, Sioux Automation served a broad range of agricultural needs, offering everything from feed mixer repairs and replacement parts to complete hog barn construction and equipment installation. At the time, customers relied heavily on local expertise and personal relationships. Before the internet, Sioux Automation often served as a trusted source for finding products, parts, and solutions that customers couldn’t easily locate elsewhere. As industries evolved and specialized competitors emerged, the company recognized the need to adapt.

Rather than trying to serve every market, the company sharpened its focus and concentrated on areas where it could truly excel.

“In order to be really good at something, we’ve had to differentiate ourselves. We had to become more focused. We couldn’t be all things to everyone anymore.”

That focus ultimately helped shape the company’s future.

What was once a small portion of the business—service trucks—continued to grow into the organization’s primary focus. The decision to sell the agricultural division was one of the most significant and difficult transitions in company history. While the move brought uncertainty and difficult conversations, it also allowed the company to invest more heavily in service truck manufacturing and position itself for long-term growth. Today, Walt believes that decision was essential in helping STI become the company it is now.

For Walt, however, success isn’t defined by a single milestone or accomplishment. What continues to motivate him after 35 years is the ongoing challenge of improvement. Whether it’s investing in facilities, improving processes, enhancing safety, or delivering a better customer experience, he sees continuous improvement as a responsibility shared by everyone throughout the organization.

“I’m a very driven person and I like the challenge of making things better. How do we make it safer, more resilient, stronger and have that carry over to how we can better serve our customers with a better product?”

As he reflects on his career, Walt’s advice to younger employees is simple: find something you enjoy, commit to it, and invest the time required to become great at it.

“Find something you like that you can make a career of, in a place that allows you to grow—and stick with it.”

After 35 years, Walt’s journey serves as a testament to the value of dedication, perseverance, and embracing opportunities as they arise. From the night shift repair crew to the president’s office, his story mirrors the growth and evolution of STI itself—built through hard work, continuous learning, and a commitment to getting better every day.