Chad Broyles
Chad Broyles is the Executive Vice President of Business Operations at Majestic Steel USA, bringing more than 15 years of experience spanning plant operations, supply chain, and commercial strategy. In his role, he oversees service center operations while leading growth initiatives, strategic planning efforts, and mill relationships across the business.
My career began on the plant floor at Precoat Metals. I was running cranes, driving forklifts and working as an operations associate on the line. Over time, I learned all the different roles in the plant, including the line operator roles. I eventually moved into a shift supervisor role and then into management.
From there, I joined Precision Strip, a Reliance Steel & Aluminum company, where I served as plant manager at locations in Michigan and Kentucky. I oversaw all aspects of the plant, including operations, P&L and transportation. That role gave me exposure to the automotive side of the business, especially aluminum processing for major automotive programs.
Ford was heavily investing in aluminum at the time, so I got to be right in the middle of that processing work. I was involved in weekly quality meetings with Ford and learned a lot about IATF certifications and the level of discipline and rigor required in that environment.
From there, I was recruited by Nucor Corporation and started at the mill in Arkansas. We were building out a paint line and later acquired one there, so I helped get that operation structured from the ground up. I focused on building the team, implementing safety and quality standards and establishing the culture at the facility.
Later, Nucor moved me into the insulated panel group, where I served in operations leadership before moving into a corporate role in Dallas. There, I oversaw purchasing and supply chain operations across facilities in the U.S. and Canada.
Looking back, my background has been a mix of plant operations, supply chain, acquisitions and exposure to customer service and sales. Starting on the plant floor and moving through all those areas really prepared me for the role I am in now at Majestic Steel USA.
Breaking the Barrier between Sales and Operations
One unique aspect of my current role is that I oversee both sales and operations. In a lot of organizations, there is usually a wall or silo between those two functions. Here, I am able to work on both sides at the same time.
I can look at what the sales team is targeting strategically and identify what needs to change operationally to support it. A lot of times, sales teams want to go after new business or offer new capabilities, but operations have to be ready to execute them.
“In a lot of organizations, there is usually a wall or silo between sales and operations. Here, I am able to work on both areas at the same time.”
So a big part of my role is bringing those teams together, improving processes and ensuring we can support opportunities we may not have pursued in the past. That alignment between sales and operations helps position us for long-term growth.
Digital Transformation as a Competitive Advantage
One of the biggest trends impacting the steel industry right now is digital transformation, particularly driven by AI.
At Majestic Steel USA, we have taken a customer-focused technology approach for a long time. In some ways, we operate as much like a data and technology company as we do a steel company.
We have built internal applications like MHub Transact that help customers access market intelligence, reduce waste, lower costs and streamline their processes. Customers can get instant quotes and convert them into orders with a single click. They can log in, track orders, manage releases, view inventory levels and access real-time market information.
That level of visibility and efficiency improves the customer experience and helps customers operate more effectively. The industry is moving in that direction now, but Majestic Steel USA invested in those capabilities early.
Leading Through Trust and Team Development
The most important leadership lesson I have learned is that leadership is a service position. You are there to serve the team and support the people you are responsible for.
A principle I have always believed in is that people do not care how much you know until they know how much you care. Building trust, showing people that you care, and empowering teams are critical parts of leadership.
When you are driving change or continuous improvement, you cannot just dictate direction. You have to bring the team along with you, establish the goal, set the guardrails and empower people to help figure out how to get there.
I also strongly believe in mentorship and talent development. As leaders move into new roles, there should already be a strong team prepared to step into greater responsibility behind them.
At the executive level, you also have to be able to do two things at the same time. You need to zoom in on the details when necessary, but you also have to zoom out and look at the bigger picture. Markets continue to evolve, customer expectations continue to change, and organizations have to stay adaptable.
At the end of the day, success comes down to building a strong team, empowering people and making sure everyone is moving toward the same goal.
