Meet Chirag Thummar of Pomona

Today we’d like to introduce you to Chirag Thummar.

Hi Chirag, please kick things off for us with an introduction to yourself and your story.
I joined Performance Engineered Products about five years ago as a mechanical engineer. PEP is a 40-year-old custom injection molder and contract manufacturer, and I was drawn to the hands-on nature of the work and the chance to make a real impact on the shop floor.

Over time, my role grew beyond engineering. As I moved into a senior mechanical engineering position, I became more involved in operations, cost analysis, and decision-making alongside ownership. That experience gave me a strong understanding of how engineering, manufacturing, and business strategy all connect.

During those years, I helped support the acquisition of two companies and worked on several new programs focused on long-term growth. Recently, I was promoted to Vice President of Operations and Engineering, where I now oversee engineering and manufacturing operations and help guide the company into its next phase. It’s been a steady progression from solving technical problems to building systems and teams that support sustainable growth.

Can you talk to us a bit about the challenges and lessons you’ve learned along the way. Looking back would you say it’s been easy or smooth in retrospect?
It definitely hasn’t been a smooth road, but the challenges are what shaped my journey. Manufacturing is demanding by nature—tight timelines, high quality expectations, supply chain volatility, and constant pressure to improve efficiency. Early in my career, one of the biggest lessons was realizing that great engineering alone isn’t enough; real impact happens when technical decisions align with people, processes, and long-term business strategy.

There were moments of uncertainty, especially during periods of rapid growth and acquisitions, when the stakes were high and decisions had lasting consequences. Stepping into leadership required me to move beyond solving individual problems and focus on building systems, developing teams, and creating a culture of accountability and continuous improvement.

Those experiences pushed me to think bigger and lead with purpose. Each challenge became an opportunity to strengthen the organization and expand my own perspective—from engineer to operator to strategic leader. Looking back, the difficult moments weren’t obstacles; they were the foundation that prepared me to take on greater responsibility and help guide the company forward.

Thanks – so what else should our readers know about your work and what you’re currently focused on?
My work focuses on using engineering and operations leadership to strengthen the injection molding ecosystem at PEP and around us. I specialize in building practical, scalable manufacturing systems that help small and mid-sized businesses improve quality, efficiency, and profitability without overcomplicating operations.

At PEP, I’m known for aligning technical decisions with business outcomes—standardizing processes, reducing variability, and helping teams make better, data-driven decisions on the shop floor. Rather than chasing quick fixes, I focus on building systems that last and empower people to lead improvement themselves.

What I’m most proud of is creating real, measurable change—unlocking capacity, improving consistency, and helping the company and its partners grow with confidence. What sets me apart is my ability to bridge engineering, operations, and strategy, turning complex problems into simple, repeatable solutions that drive long-term impact.

In terms of your work and the industry, what are some of the changes you are expecting to see over the next five to ten years?
Over the next 5–10 years, injection molding and contract manufacturing will shift from reactive, labor-driven operations to disciplined, data-centric manufacturing ecosystems. The winners won’t simply be the largest companies, but those that can combine automation, AI-driven decision-making, and lean execution while staying flexible and customer-focused.

At PEP, we’re already moving in that direction. Over the past three years, we’ve grown at a consistent 15% annually, and by the end of 2025 we secured major automotive programs along with more than 25 aerospace part contracts. Our long-term vision is to build PEP into one of Southern California’s leading contract manufacturers over the next decade.

Looking ahead, the biggest transformation will be how manufacturing decisions are made—using intelligent systems to guide quoting, scheduling, quality, and capacity planning, with lean principles as the foundation. Just as important, growth can’t happen in isolation. As we scale, we’re focused on strengthening our entire supplier and partner network, so the ecosystem grows together. The future of manufacturing belongs to companies that lead with systems, collaboration, and long-term thinking.

Contact Info:

• Website: https://pepincplastics.com/
• LinkedIn: https://www.linkedin.com/company/performanceengineered
• Youtube: https://www.youtube.com/watch?reload=9&v=6bOtrd9vzoY