How the exit of baby boomers is reshaping the valve world.
By Jason Welsford – President and Part Owner – Welsford Company and Valveman
“A new generation is stepping into the industry with digital fluency, adaptability, and an appetite for change.”
The U.S. industrial workforce is undergoing one of the most significant transitions in modern history. According to the U.S. Census Bureau and Federal Reserve, approximately 10,000 baby boomers retire each day, amounting to more than 3.6 million annually.
Retirements have been rising steadily for decades but unlike previous generational shifts, this transition impacts every level of the valve and equipment industry. It’s not just senior leadership; engineers, plant operators, buyers, and field sales professionals are also leaving.
These are employees who have spent decades mastering their craft, problem solving, building organizational knowledge, and forging customer trust. Much of their knowledge is undocumented or cannot be chronicled.
While this generational shift is natural, it presents a strategic challenge for the valve industry. What happens when that knowledge and experience walks out the door? How do we equip the next generation to not just fill roles, but to thrive in them? What can valve manufacturers, distributors, and end users do to build businesses that are sustainable in the face of a rapidly changing workforce?
Experience Built to Knowledge Lost?
Baby boomers didn’t start their careers with experience; they learned it. They handled breakdowns and spec changes, built systems that worked, and solved problems first-hand in the field, developing sound judgment in the process. These are the people who know what works, what doesn’t, and why.
As baby boomers retire, some of that insight is at risk. Their knowledge is not in a manual or CRM; it’s often first-hand experience from real-world installations.
However, a new generation is stepping into the industry with different—yet very effective—strengths, such as digital fluency, adaptability, and an appetite for change. They are bringing a fresh approach to solving problems.
Bridging these two realities of practical experience and digital innovation requires strategic intention. Capturing and sharing knowledge, while also investing in tools that support good decision-making, is a critical first step.
A New Set of Expectations
The younger generation is redefining what “success” looks like. Performance still matters, however efficiency, sustainability, and adopting a lifecycle perspective does as well.
Customers are asking:
- Does this solution improve system efficiency?
- Are we aligned with where the industry is headed?
- Are we thinking about long-term value and lifecycle cost, and not just the upfront price?
Customers are now embedding these questions into their own specifications, RFQs, and procurement systems. Emissions impact, total cost of ownership, and regulatory alignment are now considered alongside performance. Manufacturers and distributors who aren’t ready to meet these requirements may fall behind.
Expertise Is Shifting. That’s a Good Thing
For years, most organizations had internal valve experts — employees who have seen it all, people who knew every line, every issue, and every workaround. While companies are doing their best to replace them, they’ve found that the learning curve is very steep.
This shift is pushing more technical responsibility to manufacturers, reps, and distributors. At the FSW Group – Welsford Co. and Valveman, we help customers navigate standards, materials, compatibility, and more.
Our sales team acts as a technical partner, and we see that as a critical role in today’s evolving industry. Without that kind of partner, you may miss opportunities or make preventable mistakes. This becomes more critical as baby boomers retire.
Tech is a Tool
Younger team members are leading the charge in adopting better tools, such as CRM systems, digital quoting platforms, real-time product data, and even AI-based configuration assistants. These tools aren’t about replacing people; they’re about making people more effective.
Buyers expect the same. They want fast answers, digital visibility, and a streamlined process. Companies that use technology to deliver a better service ethically, transparently, and with real value, are the ones that may win. This shift is less about cutting costs, and more about making businesses easier.
Don’t Replace; Rebuild
This moment of change must focus on transferring knowledge, responsibility, and culture from one generation to the next, and move past the perspective of simply retiring workers. If we are paying attention, it is also an opportunity to rebuild more intentionally, collaboratively, and sustainably.
The companies that respect what’s been built—while embracing what’s next—will be the ones that continue to thrive.