INSIDER May 2026

Exclusive Q&A with Stand Out 50 leader Kenneth Creech, Director of Customer Support Technical Operations at Makino.

What trend or challenge is top of mind for you at the moment & why?

What I find myself thinking about a lot right now is how we modernize field service without losing what actually makes it great.

We’re seeing huge acceleration in AI, automation, predictive tools, remote diagnostics, all of it. And honestly, the technology isn’t the hard part anymore. The real challenge is how you bring those tools into the real world: real technicians, real customers, real operations. And how do you accomplish that without adding more friction than value to your teams.

Another shift I think is critical is getting service closer to the front end of the business. Service can’t just be reactive. It must help shape product design, influence how we sell, and play a bigger role in the overall customer experience. The companies that are going to win over the next five years are the ones that stop treating service like a cost center and start treating it as the competitive advantage it truly is.

The question I keep coming back to is this: how do we move fast digitally while still building trust operationally? If we can get that balance right, that’s where the future of service really lies.

Describe what being named a Stand Out 50 leader meant to you.

Honestly, it was humbling.

Field service is not an individual sport. If I’ve stood out at all, it’s because I’ve had great technicians, product teams, warehouse teams, coordinators, and peers around me who care deeply about customers. It’s empowering to work for an organization that strives to put customers first in everything we do.

For me, the recognition wasn’t about a title. It was validation that building service organizations that focus on capability, accountability, and culture matters.

It also reinforced something I believe strongly: service leaders belong at the strategy table. We see the customer in ways others don’t. That perspective matters.

Please share one tangible action you feel creates a positive culture for your team.

I spend a lot of time focused on clarity and ownership. For me, that’s foundational.

Any initiative we launch starts with a very clear problem we’re trying to solve, a single owner who’s accountable, with transparent metrics so everyone knows how we’re doing, and regular follow‑up. Nothing fancy—but very intentional.

Giving the team a real voice is critical. When people understand what “good” looks like and know you’re going to support them while still holding the bar high, culture tends to improve on its own.

One area we’ve worked hard to Improve on is sideways accountability. Peers supporting peers, holding each other accountable, and helping each other succeed. That’s probably been the biggest cultural unlock for us over the last few years.

Pick one: how do ensure you have time to think strategically about the future OR how do you stay motivated when you’ve hit a rough patch?

I schedule thinking time the same way I schedule operational reviews. “Focus time” was a game-changer for having that regular cadence of mindful consideration about the next steps and beyond.

If it isn’t on the calendar, it won’t happen. I also intentionally pull myself up one level when reviewing metrics. Instead of asking, “Did we hit the number?” I ask, “What pattern is emerging?” Within that scope I surround myself with people who challenge assumptions. Strategy isn’t a solo activity. It’s sharpened in conversation.

Name one thing you can’t live without.

A notebook.

Since my early days as a Field Technician, a notebook has been a constant companion. Laptops and keyboards are great, but thinking still happens best for me with pen and paper. It slows things down just enough to see patterns. I do admit to having recently embraced the digital notebook, but the doodles still feed the thought process.

Please share a quote or person that inspires you.

“You don’t build a business. You build people. And people build the business.” ~Zig Ziglar

It’s not about org charts. It’s about capability and trust.

What’s a regular source of information/insight you find valuable?

I stay close to the field. Nothing replaces direct conversations with technicians and customers. Even if it’s just a Q&A when they’re in town for training or “True Tales of the Trail” at lunch or an afterwork gathering.

Beyond that, I regularly follow:

Future of Field Service for industry perspective

McKinsey & Company Insights for macro trends

Harvard Business Review for leadership frameworks

But the most valuable insight still comes from a technician telling you what actually happened at 2 a.m. on the factory floor. That’s reality.