Spring 2026 – ERA XCOM Digest

Spreading the joy of the electronics industry – Come join us!

By Tobi Cornell, CPMR

There is often a lot of discussion amongst all of us on how to bring the next generation into the electronics industry. How do we let them know who we are and what we’re about? How do we reach them? When do we start? While some have already figured out plans for their own companies, others are just scratching the surface of how to let people know about what we do.

The truth is—our industry has a story problem, not an opportunity problem. Electronics quietly powers everything: from the phone in your pocket to the satellites above your head, from life-saving medical devices to the cars we drive every day. Yet somehow, many students never hear about the incredible careers behind it.

That’s where we come in. Here are some ideas to help us find and cultivate our future co-workers and successors! Show up and speak up. I want to encourage our members to engage in public speaking! WHAT?! Yes! If you come across an opportunity to speak to a group of interns at an organization… take it! Let this group of talented college students know about the rep, manufacturer and distributor model early. Share the beauty of working at each type of company, and the possibilities of moving up and exploring each “leg of the stool.”

There are also unique opportunities to start this process even earlier. If high schools in your area offer a program called AVID (Advancement Via Individual Determination), these classes often request parents/professionals to come talk to the students and explain what it is that they do. It’s like career day or bring a parent to school day. This opens a door to an industry that many young students don’t even know exists. That single conversation might plant a seed that grows into a lifelong career.

Often in high school, students are exposed to our world only through engineering pathways— robotics clubs, aerospace programs, engineering classes, etc. That’s fantastic of course—but it’s only part of the story. Introducing them to the sales, supply chain, manufacturing, operations and relationship-driven side of the industry gives them a broader, more accessible entry point. Not every future leader needs to design a circuit—some will build the networks that bring those circuits to life.

Create experiences, not just awareness. Awareness is good. Experience is better. To spread the word at high schools and colleges, bring the people in!

Consider:

• Hosting facility tours for students

• Offering job shadow days

• Creating summer internships (even short ones!)

Let them see the warehouse, the lab, hear the conversations and the teamwork. Let them feel the pace and energy. The moment someone experiences the industry, it becomes real—and memorable.

Meet them where they are. The next generation isn’t waiting for us to find them— they’re already out there. We just need to meet them in the right places:

• Social media (short, authentic, behindthe- scenes content)

• Career fairs (but with energy and storytelling, not just brochures)

• Classrooms and student organizations (AVID, BPA-Business Professionals of America)

Most importantly—be human. Share your journey. Talk about how you got started, what surprised you and what you love. Real stories resonate more than polished pitches. If we want the next generation to find us, we can’t wait quietly—we have to show up, speak up and open the door wide.

Because once people understand what we do, they don’t just see an industry—they see opportunity, stability, innovation, growth and a chance to be part of something bigger than themselves. The electronics industry has always powered the future. Now it’s time we invite the future in.

I was inspired to write this article because of one of the ERA’s newest online features! I am so happy to see the new Career Center Hub on ERA.org, as this also allows our members to post job openings in one place that can reach so many people! If a student is interested in our industry, they can now go to one place to find an opening with the opportunity to apply and join this incredible industry.

If you have not yet looked at the link for this new feature, check it out at https://era. org/career-center-hub/. There are other tools on this site as well that can be used in your outreach in public speaking! The more we spread the word, the more our industry will grow and thrive.

Supplier-rep relationship: Hitting the reset button

By John Guetens

When a regional sales manager begins to question the value of a manufacturers’ representative, it’s generally the result of ongoing concerns, underperformance, lack of engagement or missed growth opportunities. During my time at E-T-A, both as a regional and sales manager, I have experienced when the supplier-rep relationship reaches this point. The key when these situations present themselves is not to react emotionally or rush to terminate the relationship but to approach the situation with structure, clarity and a defined path forward.

Though in some cases a quicker decision might be the chosen path, generally a disciplined three-to-six-month action plan can provide both accountability and a fair opportunity to reset expectations between the supplier and rep. If successful, both parties should find themselves in a stronger, mutually beneficial relationship.

The process should generally begin with a direct and candid conversation between the RSM and the rep principal. This initial call sets the table. The RSM should clearly communicate specific concerns, avoiding vague generalities. Whether the issue is a single point of concern or a combination of factors, the feedback needs to be concrete and actionable. This is not about assigning blame; it’s about establishing a shared understanding of the gaps that must be closed.

From there, both parties should align on a formal three-to-six-month improvement plan. This plan should include measurable objectives and mutual responsibilities. Key performance indicators might include frequency and quality of communication, new customer prospecting activity, opportunity pipeline creation and engagement with distribution partners. Just as important, the plan should define what success looks like at the end of the period.

An effective way to launch this reset is through a meeting that includes not only the rep principal, but also the rep’s sales team. The RSM might consider bringing their own manager into this first session to reinforce alignment and commitment from the supplier side. Transparency is critical here; concerns should be addressed openly with the entire team, not filtered or softened. This ensures everyone understands both the challenges and the expectations moving forward.

Clarity around expectations is essential. The RSM should emphasize the need for increased customer access, as face-to-face engagement and customer access remains one of the most valuable contributions a rep can provide. Focus should be applied to the supplier’s priority products and services, as well as key customer segments, that represent the greatest opportunity for growth. Rather than watering down efforts, the team should establish a manageable list of target accounts where focused energy can produce measurable results. Quality over quantity when it comes to target lists is always best practice.

Execution and follow-up are where action plans succeed or fail. Regular check-ins, ideally every four weeks, if not more frequently, should be scheduled to review progress, address any obstacles and pivot efforts if needed. These conversations should be twoway, open forum exchanges. The rep should feel comfortable providing feedback to the RSM, just as the RSM should feel in sharing thoughts on performance progress. Open communication, honesty and transparency throughout the process are key components to achieving success.

Though planned follow-ups are important, it has always been my experience that what happens in between those scheduled discussions — the unprompted activity and communication between RSM and rep — is where impressions are made or not. Never lose sight of the importance two-way communication plays in building relationships.

At the conclusion of the agreed-upon timeframe, the RSM and rep principal should reconvene to evaluate the results. Were expectations met? Has performance improved in a meaningful and sustainable way? Has a foundation been built that can support growth moving forward? This final review should be focused on the deliverables and objectives established at the outset, removing as much subjectivity and personal bias as possible from the decision.

It’s important to acknowledge that not all relationships can or should be salvaged. If meaningful progress hasn’t been achieved, the next step may be to end the supplier-rep agreement. While that decision is never easy, it’s often the right one for both parties. What isn’t working for one, probably isn’t working for the other either. A professional, respectful separation allows each side to pursue opportunities better aligned with their goals and capabilities.

Handled correctly, a structured approach ensures that decisions are fair, data-driven and constructive. It gives the representative a genuine opportunity to improve and both parties the opportunity to evaluate the value each is bringing to and receiving from the relationship. In the end, it’s not just about evaluating performance, it’s about reinforcing accountability, strengthening partnerships and driving sustainable growth together.

From Austin to Vegas: Fueling growth through the power of ERA education

By Lori Bruno, CPMR

Coming off the high energy of our ERA National Conference in Austin this past February, I am struck by a singular realization: The most valuable currency in our industry isn’t just the components we sell—it’s the knowledge we share.

As I step into my new role as Senior Vice President of Education for the ERA Executive Committee, I am honored to lead the charge in expanding the intellectual toolkit available to our members. My mission is simple: to ensure that every ERA member— whether a seasoned veteran or a rising star—has access to the elite-level training required to navigate a rapidly changing electronics landscape.

Reflecting on Austin: A masterclass in collaboration

The February conference was a testament to the “moxie” that defines our association. From the deep-dive breakout sessions to the keynote presentations, the focus was clear: evolution. We explored the integration of AI in sales, the shifting dynamics of global supply chains and the critical importance of “upfront contracts” in professional negotiations. What makes the ERA Conference unique is its ability to foster an environment where competitors become collaborators. The education didn’t just happen on the stage; it happened in the hallways and over coffee, as we shared best practices to elevate the entire rep model.

Looking ahead: The road to EDS in May

The momentum we built in Austin is carrying us directly into the EDS Leadership Summit in Las Vegas. While EDS is famously the premier venue for matchmaking and executive meetings, I want to challenge our members to view it through an educational lens as well. EDS is where the “theory” of our February conference meets the “practice” of the boardroom. It is the ultimate classroom for understanding the strategic priorities of our manufacturer and distributor partners. As we prepare for Vegas, I encourage you to approach every meeting not just as a transaction, but as a learning opportunity to better understand the challenges your partners face in 2026.

A wealth of opportunities: The ERA educational ecosystem

The Conference and EDS are our “tentpole” events, but ERA’s commitment to education is a year-round endeavor. We offer a robust ecosystem of learning that many members are only beginning to tap into:

• The SPARK and STEP programs: Specifically designed to ignite the careers of our industry’s newest talent through mentorship, specialized cohorts and sales training.

• ERA LIVE: ERA virtual sessions that are deep dives into everyday business issues that affect your bottom line.

• The search for excellence: Our ongoing commitment to providing vetted, industry-specific resources that help rep firms run more lean and professional operations.

• Chapter-level events: Localized training that addresses the specific economic and geographic nuances of your territory.

The “let’s go” mindset

Education is not a passive activity; it requires an “Andiamo” (let’s go!) spirit. As your SVP of Education, I am committed to keeping our curriculum up-front and relevant. We are currently reviewing our educational standards—some of which have remained unchanged for too long—to ensure they reflect the digital and technical realities of today.

I look forward to seeing you all in Las Vegas. Let’s continue to learn, lead and prove that the representative model is the most educated and efficient route to market in the world.

See you at EDS!

New talent, new energy: The 2026 Mark Motsinger interns arrive

By Kingsland Coombs, CPMR, CSP

The Mark Motsinger White Pin Internship program continues to be held in high regard by the rep community. We started seeking applications in Fall 2025 and received many responses from rep firms interested in the program. We received solid applications with detailed plans from the rep managers and the prospective interns. We are finding that seeking intern prospects from local universities, junior colleges, trade schools, Handshake.com and general networking with friends and family is working well.

In 2026 we are once again awarding six internships to rep firms around the country. We couldn’t be more pleased with the rep firms and interns. All regions of the country are represented with rep firms participating from Texas, Maryland, Wisconsin, Illinois, New Hampshire and Massachusetts.

The recipients of the 2026 Mark Motsinger White Pin Internships are:

• Maya Gabbi, Chapman University — Ion Associates

• Olivia Burchstead, University of Kansas — Cover 2 Sales

• Taedra Tsecaris, University of Connecticut — John E. Boeing Co.

• Mary Coakley, University of Massachusetts at Amherst — Coakley Boyd & Abbett

• Erik Timbo, University of St. Thomas — Cain-Forlaw Co.

• Gabrielle Tully, Milwaukee School of Engineering — Brainard-Nielsen Marketing

This year’s interns are primarily business school majors and are from prestigious universities. The six individuals have majors in digital marketing, finance, electrical engineering, business admin/marketing, and integrated business engineering. Most will be helping with CRM work, social media and first time buy outreach.

This is the fifth year that the ERA White Pin Group and ERA National have partnered to award internships to manufacturers’ representative firms in various regions across the country to help hire and onboard college students as interns during the summer or academic year.

We are very excited to have these interns start their journeys later this Spring in 10-week programs. As we did last year, we will lead two calls with the rep owners and their interns during the summer to check in and gain insight on how things are going. Last year’s calls were excellent as the interns showed so much energy and enthusiasm.

These interns will bring a variety of fresh perspectives and raw talent, helping their rep firms with innovative ideas and new energy. I’m certain both the interns and rep firms will learn a lot from this experience!

At the end of the internships, Lori Bruno and I will request rep owner testimonials to help promote the program for 2026. For reference, the White Pin Internship program is highlighted on the ERA website under ERA Resources. This site is chock full of internship recommendations and guidelines.

Ellen Coan summarized the program well last year by saying: “The ERA promotes the manufacturers’ representative business model through the local chapters’ affinity with local colleges and universities in order to find the next generation of reps for the electronics industry. We do this with job fairs, Handshake. com, and of course, this remarkable internship program. It is a cool industry where we are all promoting products for everyone’s future. Support for this internship program is critical to our success in the world to come.”

Finally, I want to make a moment to recognize the nine individuals who were inducted into the ERA White Pin Group in Austin in February.

The ERA White Pin Group, formed in 1960, at its core, remains an honorary society of like-minded reps who have held volunteer leadership positions at the national ERA level for at least two years. White Pin members are added every year.

Congratulations to all!

Big shoes to fill

By Ellen Coan, CPMR

Big shoes to fill. That is all I can think of as I step into a new role on ERA’s Executive Committee — the Senior Vice President of Industry previously held by Cam English. Cam and I grew up in this industry and his sudden death has been a shock that is not fading. I could not think of a better way to honor him than to step into his chair the Executive Committee and continue his passion and work dedicated to the rep function. He stood by me with every idea I presented and helped me create the NexGen group and Chapter College Initiative and is helping me from above as we launch the ERA Mentoring Program this year. I will step away from the Education chair but I know that Lori Bruno is a great successor who can bring fresh ideas to all the responsibilities there.

Working alongside Ama Derringer, we will network with our local and regional chapters and share ideas for the continued success of ERA. As you may have noticed, we all overlap and cross-train on the ERA Executive Committee and adding Tobi Cornell as the Senior Vice President of Membership will be a great addition.

We’ve added quarterly chapter leadership meetings, instead of once per year, to maintain communication from ERA National and between chapters as we share best practices and chapter news. We will encourage less active chapters to find their champions for the ERA message by carrying the delegate report forward, recruiting at college job fairs for new talent and promoting ERA programs and resources.

COLT (Chapter Leadership Training) will take place virtually in the fall and there are so many testimonials from past trainings about the value of it. It will be well attended and feature great collaboration and ideas flowing back and forth between current and future chapter leaders.

The new ERA Mentorship Program will be well under way by the time you read this. It is for all ERA members. We as ERA mentors are proud to share our passion with new talent and early career professionals — ERA mentees — under this program. The 2026 Inaugural Mentor/Mentee group will lead the way and start small and mighty, but ideally grow in 2027. Look for tools to make this an easy initiative for all. My subliminal message to recruit and retain new talent for all is loud and clear.

Continue to share any ideas with me and I will do my best to show the rep model value through this Industry chair. I look forward to the challenges ahead with you all by my side! Together we are better!