Signature Vacuum Systems, a small manufacturer of vacuum furnace equipment, recently implemented an Employee Ownership Trust (EOT), placing partial ownership of the company into a trust that benefits its employees. The transition reflects a growing interest among small- to mid-sized manufacturing companies in alternatives to traditional ownership succession — particularly as many in the industry face workforce turnover and the challenge of preserving decades of accumulated knowledge.
While EOTs are still relatively new in the United States, the structure has gained traction as a way to align long-term business stability with employee engagement. For Signature, the decision was rooted in both legacy and practicality, maintaining a close-knit culture while positioning the company for future growth.
To better understand the decision and what it means moving forward, Heat Treat Today compiled key insights from the company’s announcement.
How did Signature Vacuum Systems get its start?
Signature Vacuum Systems traces its origins to a long-standing partnership between co-founders Greg Kimble and Tim Horning, who first met in 1978. The company was incorporated in 2002, with its earliest orders fulfilled out of a kitchen and a basement. Today, the company employs 15 people, and has furnaces installed as far away as Japan.
What type of vacuum furnace systems and thermal processing applications does Signature support?
Signature manufactures industrial furnaces for thermal processing applications in the metals and ceramics industries. Standard products include furnaces for processes such as brazing, sintering, and heat treating, and custom-engineered products ranging from steam-heated ovens to high-temperature ceramic sintering furnaces.
What factors influenced the decision to pursue employee ownership?
“We explored a couple of avenues with some folks that were interested in buying the company. But ultimately, we wanted to continue our legacy and keep our team employed here. We’ve developed a real family-like environment over the years, and we care about our people and their wellbeing,” says Greg Kimble.
Why is maintaining company culture an important consideration in this transition?
For smaller, specialized manufacturers, particularly in the heat treat and thermal processing space, culture and technical knowledge are closely intertwined. Maintaining that continuity can be just as important as financial outcomes, especially as experienced workers retire and industry knowledge becomes harder to replace.
What made an Employee Ownership Trust (EOT) the right fit?
“We chose the EOT structure for a couple different reasons. We liked the ease of structure of an EOT, as well as being able to modify aspects as necessary down the road. We’re also a smaller company, and the cost of an EOT was much more feasible for our size and revenue,” said Heather Bell, operations manager at Signature Vacuum Systems.
What is an EOT, and how does it function?
An Employee Ownership Trust is a structure in which a trust holds shares of a company on behalf of employees. Owners can sell stock shares to the trust and typically be paid over time. These shares then give employees some governance of the company. Eligible employees in the trust will participate in profit sharing, which enables employees to share in the company’s success. While widely used in the United Kingdom, the model is still emerging in the United States.
How might this transition affect employee engagement?
“I’m greatly looking forward to higher engagement from all our employees. They have so much to offer and valuable suggestions to give, but they didn’t always have an avenue in the past to make them heard as easily,” said Heather Bell.
How does this approach relate to broader workforce trends in manufacturing?
Ownership transitions like this are increasingly tied to industry-wide concerns about workforce retention and knowledge transfer. In technical fields like heat treating and furnace manufacturing where expertise is built over decades, models that encourage long-term employee investment can help maintain both capability and continuity.
What support was involved in executing the transition?
The company worked with Common Trust, along with advisors including JHP Advisors and the Strategic Early Warning Network (SEWN), to structure and implement the Employee Ownership Trust.
What does this transition signal for the company’s future?
The move positions Signature to grow from a place of stability, maintaining leadership continuity while creating opportunities for increased employee participation and long-term alignment.
What perspective do company leaders offer to others considering this model?
“I would suggest it to other business owners. I think it’s a great option to have,” said Greg Kimble. Heather Bell adds, “it’s well worth it. We feel that we’ve paved the way for the future of both the company and our employees.”
Press release is available in its original form here.
