Innovation drives everything Premier delivers—from power systems to panel design to advanced
We sat down with Paul Gazzo, General Manager of Automation, to talk about how his career journey, leadership approach, and team’s expertise are shaping the next generation of industrial solutions at Premier.
Paul’s journey into automation began in the steel industry, where he joined a company that rebuilt and automated steel mills. Without a traditional background in automation, Paul built his expertise through hands-on experience—developing a strong technical foundation and an appreciation for how intelligent systems drive real-world manufacturing improvements.
Over the years, Paul worked for several companies across the industrial sector, each with its own leadership style and culture. Those experiences taught him the importance of balance—driving performance while maintaining trust and morale among his team.
Today, as General Manager of Premier’s Automation Group, Paul leads a team of roughly 20 engineers who design, program, and commission automation solutions for customers across multiple industries.
Paul encourages mentorship and continual learning as cornerstones of professional growth. Following a structured team development model, each engineer participates in annual coursework to expand technical expertise, as well as a mentorship program.
“Growth is part of our culture,” Paul says. “We make sure our engineers are always learning—whether that’s through mentoring, new programming tools, or exploring the latest hardware.”
For Paul, successful automation begins with understanding the people behind the process. The Automation Group invests time getting to know each customer’s operation from the ground up.
“That’s what leads to a solution more than just looking at a specification,” Paul explains, “It's really about communicating with those that actually have to work with this equipment on a day-to-day basis.”
That focus on communication drives better outcomes and longer-lasting partnerships. Each engineer manages their project from concept through commissioning, ensuring consistency and accountability throughout the process. Combined with the team’s broad, multi-vendor expertise, this model allows Premier to take on complex upgrades and legacy integrations that others might avoid.
This approach defines how Premier partners with customers today—and how the team is preparing for the next wave of change across automation, from workforce development to intelligent technologies.
The automation landscape is changing quickly as manufacturers reshore, retool, and modernize operations. Paul sees this evolution as an exciting challenge—one that demands both technical agility and a renewed focus on developing people.
The growing need for engineering talent makes mentorship and hands-on learning more vital than ever. “It’s about building the next generation,” Paul says. “We have to give new engineers the opportunities to apply what they’ve learned and grow from real experience.”
While still developing, artificial intelligence has already become a valuable tool for learning and problem-solving, helping engineers navigate new technologies more efficiently. Paul sees AI as an enabler rather than a disruptor—an opportunity for teams to enhance their capabilities while staying grounded in practical application.
“AI is a powerful tool when used the right way,” Paul explains. “It can help engineers learn faster and make more informed decisions—but it doesn’t replace hands-on experience. The two need to work together.”
As Premier continues to expand, that blend of experience and adaptability positions the Automation Group to take on increasingly complex projects across the country. “We’re growing, and that means new opportunities—but it also means higher expectations,” Paul says. “Our team’s experience gives us the confidence to take on that challenge.”
When it comes to advice, Paul encourages manufacturers to approach automation the same way Premier approaches every project—with curiosity, communication, and collaboration. The smartest first step, he says, isn’t choosing hardware or software; it’s understanding the process itself.
“Some customers jump right into automation thinking that’s the fix,” Paul explains. “But the first step should be understanding the process—identifying where improvements can be made before introducing new systems.”
He emphasizes that meaningful automation doesn’t start with technology; it starts with evaluation. Reviewing workflows, equipment layouts, and operator feedback often reveals simple improvements that make automation more efficient and sustainable in the long run. That early collaboration transforms projects into true partnerships.
Paul offers a similar perspective for the next generation of engineers entering the field. Success, he says, depends on curiosity and initiative—the drive to keep learning, explore emerging tools like AI, and pair that knowledge with practical, real-world understanding.
“The engineers who take ownership of their own learning,” he says, “are the ones who become leaders. The technology will keep changing, but that mindset—that’s what makes a great engineer.”
Through leaders like Paul Gazzo and the engineers of Premier’s Automation Group, Premier continues to drive progress through innovation and partnership—helping manufacturers build smarter, more connected operations for the future.