When Elliott Machine Works won Company of the Year at the Crawford County Chamber’s inaugural awards dinner on May 7, it wasn’t just a nod to longevity or local pride. It was recognition of a radical shift—one that’s turning traditional workplace dynamics on their head and building something bigger than just trucks.
This isn’t a story about a company succeeding. It’s a story about how it’s succeeding—and who gets to share in that success.
From Family-Owned to Employee-Owned
Founded in 1948, Elliott Machine Works operated for decades as a family-run business under the Ekin family. That changed in October 2024, when they were acquired by Stellar Industries, a 100% employee-owned company headquartered in Garner, Iowa.
Rather than gutting the Galion-based manufacturer, Stellar brought with it a new model: one where the people doing the work also own the work.
After 90 days on the job, every Elliott employee becomes an employee-owner. That means they’re eligible for monthly member benefits based directly on the company’s performance.
“We literally send out bar charts every week,” said Plant Manager Aaron Henceroth. “If it’s a good month, they see it. If it’s a rough one, they see that too. That transparency makes a difference.”
The profit is split fairly—same percentage for everyone, regardless of title or tenure. If the company does well, the welder and the supervisor both see the same percentage.
“Everyone here has a hand in the final product,” Henceroth said, “And when you own what you build, every detail matters.”
“That’s My Money Too.”
The ownership model doesn’t stop at the paycheck. It reshapes everything from tool purchases to safety investments.
“If we buy something for the floor, and the employees don’t feel it helped them, they should ask us why we spent the money,” Henceroth said. “They have every right to. That’s their money too.”
This mindset—accountability flowing up as well as down—is baked into the day-to-day. From upgraded breakrooms to modernized tools and equipment, workers see the investment in real time.
One standout example: Elliott’s Fastenal-branded PPE vending machines, installed directly on the shop floor. Stocked with gloves, earplugs, glasses, and other safety essentials, they’re available 24/7 — no approval needed, no red tape.
“We want people to walk out the same way they walked in,” Henceroth said. “That’s not just a slogan — we’re backing it with real investment.”
And it’s working. Turnover has reduced. Morale has improved. Workers are incentivized to care—not just about their tasks, but about the business itself.
A Culture of Smart Growth
With Stellar’s backing, Elliott isn’t just growing — it’s evolving. The company recently completed a major $3 million expansion, including a new building designed to increase production in their original facility.
But growth isn’t happening the old way — with longer hours and tighter margins. Instead, Elliott has shifted to a 4-day, 10-hour schedule with no nights or weekends.
“Working six days was the norm,” Henceroth said. “Now we’re pushing efficiency, not burnout.”
Automation is coming too—but in carefully chosen ways. Elliott isn’t about replacing people. It’s about helping them.
“Nobody wants to drill 1,000 holes in a van body by hand,” Henceroth said. “If we can help them finish that job faster and safer, we’re going to. That’s not automation to replace — that’s automation to relieve.”
A corporate Continuous Improvement team from Stellar now visits regularly, looking for ways to shave hours off repetitive tasks, reduce injury risk, and keep Elliott competitive without compromising its people.
Local Roots, National Reach
Elliott’s connection to the community hasn’t faded—it’s gotten stronger.
HR Manager Shayla Agin highlighted the company’s close ties to local trade schools, where many interns have transitioned into full-time employees. The company boasts almost no attrition from these partnerships—students come in, and they stay.
“We’ve also had amazing support from the Chamber and the Crawford Partnership,” Agin said. “They were here from day one of the acquisition. JobsOhio helped us land a grant for the expansion.”
Employee referrals remain a key hiring method, and Shayla says there’s often a waiting list to work at Elliott. With a workplace that offers both purpose and profit, it’s not hard to see why.
The company is also actively looking to expand its community engagement, with Agin spearheading initiatives around scholarships, food trucks, and future training grants for workers.
Why Doesn’t Everyone Do This?
The question comes up often: Why aren’t more companies structured like this?
“If you’re public, you can’t be an ESOP,” Henceroth explained. “And if you’re owned by private equity, you won’t be. That money’s going up, not back into the workforce.”
It’s a model that works best in places like Galion, OH and Garner, IA—rural towns with roots, pride, and a long view.
“This isn’t socialism. It’s not charity. It’s capitalism with a conscience.”
The Bottom Line
Elliott Machine Works didn’t win Company of the Year just for having a great year. They won because they’ve made their success shared.
“It’s an honor to receive Business of the Year from the Crawford County Chamber of Commerce,” said Dave Zrostlik, President of Stellar Industries. “Our team in Galion has accomplished a great deal since joining the Stellar team and we look forward to continued growth in the future as the team in Ohio continues to manufacture innovative and desirable equipment.”
It’s rare. It’s working. And it’s right here in Crawford County.
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