Randy Altschuler co-founded Xometry, a manufacturing technology company that connects buyers with manufacturers. After 13 years building the company, Altschuler announced a move to executive chairman as Sanjeev Singh Sahni took over as CEO.
Randy Altschuler is most useful for strategic insight on manufacturing technology, AI supply chain, and advisory fit.
Best for
Manufacturing technology company seeking board or strategic advisory on AI-enabled supply chain growth.
Not for
Campaigns buying creator reach, sponsorship, or independent vendor-neutral commentary.
Key takeaways
Xometry tools are embedded in Siemens industrial software so engineers avoid switching platforms.
Board appointment connects AI experience to quoting, supplier matching, and procurement.
Q1 2026 results pair growth figures with manufacturers and engineers behind them.
Check first: Confirm recent LinkedIn audience analytics and documented follower roles for board or advisory brief.
Main ideas
The supply-chain shift is about buyer expectations, not just technology · AI claims should be measured by operating data, not announcements · Distribution works best embedded in tools engineers already use
Randy Altschuler co-founded Xometry, a digital manufacturing marketplace, and describes a 13-year journey building it before moving from CEO to executive chairman.
Their posts focus on how technology can connect manufacturers and buyers, bring manufacturing tools into engineers’ work, and help modernize supply chains.
They also show how Altschuler frames company milestones: alongside growth figures, they credit the buyers, manufacturers, engineers, and colleagues behind them.
Altschuler makes the case for manufacturing technology with concrete business examples.
In discussing Xometry’s Siemens partnership, they explain that the company’s manufacturability, pricing, and sourcing tools are built into Siemens industrial software, letting engineers use them without switching platforms.
In a post about Q1 2026 results, they pair growth figures with the people and activity behind them, including manufacturers growing their businesses and engineers reached earlier in the design process.
Their board-appointment post connects AI experience to specific priorities: quoting, supplier matching, and procurement.
Marketers interested in manufacturing marketplaces, industrial technology, or how a founder explains a company’s strategy can follow these concise updates for examples grounded in partnerships, product priorities, and company milestones.
Across five of Randy Altschuler's LinkedIn posts, the recurring argument is that manufacturing demand has already changed: buyers expect suppliers to offer the same digital, on-demand experience they get elsewhere in their business, and a platform earns that trust by accumulating real production data.
Read more
Altschuler pairs that claim with a distribution strategy: embed Xometry's quoting, pricing, and sourcing intelligence inside software engineers already use.
Their governance posture favors operators who have shipped AI, not just talked about it.
The posts are company updates, not essays, so the ideas appear as justifications for results, partnerships, and appointments.
The move from CEO to executive chairman is the clearest change in role across the set.
The supply-chain shift is about buyer expectations, not just technology
Altschuler argues that manufacturing is changing because customers now refuse a clunky, offline supply chain.
Read more
They expect a digital, intuitive experience that works on demand across geographies, processes, and disruption—the same standard they already hold elsewhere in their business. The technology matters because it meets that expectation, not as an end in itself.
In the Cheddar and Mad Money post, Randy Altschuler writes that “customers don't want a clunky, offline supply chain anymore” and expect what every other part of their business already has: a digital, intuitive experience that works on demand across geographies, processes, and whatever disruption comes next.
AI claims should be measured by operating data, not announcements
Rather than framing AI as a product category, Altschuler ties it to specific functions—AI-powered manufacturability, pricing and sourcing intelligence, quoting, supplier matching, agentic procurement—and a platform trained on real-world manufacturing outcomes over 13 years.
Read more
The test is whether AI shows up in production work, not just in a launch.
A CNBC segment provides the proof point: Altschuler quotes Jim Cramer saying, “People claim they are using AI, but then we see what Xometry is doing, and you are doing it right,” and adds that the platform has been trained on real-world manufacturing outcomes for 13 years.
Distribution works best embedded in tools engineers already use
Altschuler explains partnerships by the friction they remove and the reach they add.
Read more
They present the Siemens partnership not as a co-marketing arrangement but as placing Xometry's manufacturability, pricing, and sourcing intelligence directly inside software engineers already run, so nobody has to switch platforms.
A marketplace is judged by both sides and by when engineers arrive
Altschuler presents Xometry as a two-sided community rather than a catalogue.
Read more
They credit buyers who trust it with critical parts and manufacturers who grow revenue on it for the results, and frame reaching engineers at the earliest stage of design as the compounding effect that keeps the loop turning.
Announcing record Q1 2026 results—revenue growth of 36%, gross profit growth of 39%, active buyers up 20%—Altschuler credits manufacturers who grew on the platform, buyers who trusted it with critical parts, and “the engineers we're now reaching at the earliest stage of the design process.”
Public results are told as a mission story, numbers first
Altschuler's earnings posts lead with the figures, then turn them into a claim about why the company exists: to provide better access, technology, and tools for buyers and suppliers, the backbone of the economy.
Read more
They close with renewed day-one energy rather than a forecast.
The Q1 2026 post opens with record revenue up 36%, record gross profit up 39%, and active buyers up 20%. Altschuler says days like that “remind me exactly why we started this company” and closes by saying they are “as energized about where Xometry is headed as I was on day one.”
Leadership criteria favor operators, and the founder's own role changed
Altschuler's governance writing consistently favors hands-on, behavioral qualifications: hardworking, disciplined, relentlessly customer-focused, kind, fair, with a founder mentality and a demonstrated ability to operationalize AI.
Read more
The posts also record their move from CEO to executive chairman, the choice of a successor from inside the company, and the appointment of a new board member described as a two-time founder.
After 13 years, Altschuler writes, “tomorrow I start a new chapter as Executive Chairman of the Board,” passing the CEO role to Sanjeev Singh Sahni, president since January 2025. A separate post welcomes Lukas Biewald, a two-time founder most recently of Weights & Biases, to scale AI-powered quoting, supplier matching, and agentic procurement.
The appointment post shows the criteria applied to a board seat six months after they were stated for the CEO search. Both posts also mark Altschuler's shift from running the company to chairing its board.
Broadcast appearances are part of the communication method
Altschuler uses national television to restate the manufacturing and AI argument, adding a post alongside the clip so the reasoning stands on its own.
Read more
They credit guests and interviewers by name rather than presenting their views as the company's.
Two posts document this: a Cheddar segment with Justine Miller that prompted a viewer to ask Jim Cramer about Xometry on Mad Money's Lightning Round, and a CNBC Mad Money interview with Cramer. Both link to the full segments and quote the participants directly.
Answers a newcomer’s first question: what is this person’s role, and what did they build?
Read more
The post offers the clearest account of Xometry’s origin, co-founder Laurence Zuriff, and the move from CEO to executive chairman.
After 13 years, Altschuler writes, a new chapter begins as Executive Chairman of the Board at Xometry, which they started with co-founder Laurence Zuriff in a small office in Gaithersburg, Maryland.
The CEO role passes to Sanjeev Singh Sahni, who joined as President in January 2025.
Altschuler lists the qualities sought in a successor—hardworking, tech-savvy, disciplined, innovative, relentlessly customer-focused, kind, and fair—and thanks customers, manufacturing partners, shareholders, and the Xometry and Thomas teams.
For brands planning a campaign
For an advisory or board brief, this post is the reference point for the transition: it shows the founder-to-chairman path, successor-selection criteria, and the constituencies they publicly credit—the language to mirror in a first approach.
Shows how Altschuler describes the business to a mainstream financial audience, linking the founding story to the company’s public positioning on AI and supply chain.
Read more
Altschuler recalls co-founding Xometry with Laurence Zuriff over a decade earlier and never imagining appearing on Mad Money with Jim Cramer to discuss putting manufacturing capacity to work.
The conversation covered how Xometry connects buyers in aerospace, medical, robotics, defense, and automotive with manufacturers ready to build, as well as a Siemens partnership that embeds Xometry in software used by engineers worldwide.
Altschuler quotes Cramer saying that while others claim to use AI, Xometry is 'doing it right,' and notes the platform has been trained on real-world manufacturing outcomes for 13 years.
For brands planning a campaign
For briefs involving external credibility or category positioning, this is a ready example of Altschuler taking the AI-and-manufacturing message to national broadcast, with named industry verticals that map directly to target customer segments.
A concise example of how Altschuler evaluates founders and what AI experience earns a board seat—the clearest public indication of their approach to board composition.
Read more
Altschuler welcomes Lukas Biewald to the Xometry Board of Directors, describing Biewald as a two-time founder with two successful exits, most recently Weights & Biases, a platform over a million engineers rely on to train and deploy AI. They credit Biewald with knowing how to operationalize AI and having a founder mentality, and expect the appointment to accelerate Xometry’s AI-powered quoting, supplier matching, and agentic procurement work.
For brands planning a campaign
For a company seeking advisory or board support, this post signals the operating areas Altschuler wants strengthened—AI quoting, supplier matching, and agentic procurement—and frames 'founder mentality' and hands-on AI deployment as qualities they value in a collaborator.
Gives the concrete numbers behind the company story and shows the mission framing Altschuler pairs with them, without requiring a full earnings call.
Read more
Announcing record Q1 2026 results, Altschuler reports revenue growth of 36%, gross profit growth of 39%, and active buyers up 20%.
The post goes beyond the figures, crediting manufacturers who grew on the platform, buyers who trust it with critical parts, and engineers reached at the earliest design stage—the compounding effect of the community being built.
Colleagues across Xometry and Thomas, along with buyers, manufacturers, and advertisers, are named as the reason the results are possible.
For brands planning a campaign
A clear example of how Altschuler turns performance data into a stakeholder story. Campaigns that need the growth narrative in their own framing—platform community, engineers reached early, supplier and buyer trust—can build on this post rather than raw financials.
The most specific account of a named partnership and the customer expectation driving it, useful for assessing how Altschuler talks about integrations and distribution.
Read more
After appearing on Cheddar with Justine Miller and hearing a caller ask Jim Cramer about Xometry on Mad Money’s Lightning Round, Altschuler links those moments to 36% revenue growth, EBITDA ahead of expectations, and an approach to a billion-dollar revenue run rate.
The central argument: customers no longer accept a clunky, offline supply chain and expect the same digital, on-demand experience they get elsewhere in their business.
Altschuler describes the Siemens partnership as putting Xometry’s AI-powered manufacturability, pricing, and sourcing intelligence inside Siemens’ industrial software, with no switching platforms and no friction.
For brands planning a campaign
For briefs involving distribution through enterprise software or channel partnerships, this is the template: it names the partner, states exactly where Xometry’s intelligence sits in the partner’s product, and ties the integration to a stated shift in buyer expectations.
Building a digital marketplace for manufacturing capacity3
AI applied to quoting, supplier matching, and procurement3
Distribution through industrial software partnerships2
Communicating public-company results as a narrative2
Leadership succession and board composition2
Broadcast appearances as a recurring format2
Building a digital marketplace for manufacturing capacity
Randy Altschuler's posts describe Xometry as a company connecting buyers across aerospace, medical, robotics, defense, and automotive with manufacturers ready to build.
Read more
They call the traditional supply chain clunky and offline, and contrast it with an on-demand digital experience.
In one post, they trace the company to a small office in Gaithersburg, Maryland, and to co-founding it with Laurence Zuriff over a decade earlier.
Q1 2026 figures cited in the posts include 36% revenue growth, gross profit up 39%, and active buyers up 20%.
Frames the business as a two-sided community: buyers who trust the platform with critical parts and manufacturers who grow on it. It’s more than a catalogue or directory.
For brands planning a campaign
Relevant to a strategic-advisor or board brief on AI-enabled supply chain growth: this is the marketplace model and the demand-side metrics a manufacturing technology company would want scrutinized.
AI applied to quoting, supplier matching, and procurement
Altschuler positions AI as operational, not promotional.
Read more
The posts point to AI-powered manufacturability, pricing and sourcing intelligence, AI-driven quoting, supplier matching, agentic procurement, and an AI-native platform trained on real-world manufacturing outcomes over 13 years. A CNBC segment reinforces the point: customers claim to use AI while Xometry applies it in production.
Anchors AI claims in named product functions and accumulated operating data, not model announcements.
For brands planning a campaign
Useful for a campaign aimed at companies seeking AI-enabled supply chain growth: Randy Altschuler argues for embedding AI in quoting and sourcing workflows, a case that maps to advisory work on where applied AI can create defensible advantage.
Distribution through industrial software partnerships
The Siemens partnership features in two posts.
Read more
Altschuler describes embedding Xometry's AI-powered manufacturability, pricing, and sourcing intelligence directly inside Siemens' industrial software so engineers don't have to switch platforms. They frame the partnership as a way to reach millions of engineers and significantly expand the scale at which supply meets demand.
Explains a partnership by the reach it creates and the friction it removes, not just by the announcement.
For brands planning a campaign
Offers a concrete pattern for evaluating partnership strategy: aligning a platform with software engineers already use. A manufacturing technology company weighing similar embedded distribution would find this a tested argument.
Communicating public-company results as a narrative
Several posts turn quarterly numbers into a story about why the company exists.
Read more
The Q1 2026 post leads with record revenue growth of 36%, record gross profit growth of 39%, and 20% more active buyers.
It credits manufacturers who grew on the platform, buyers who trusted it with critical parts, and engineers reached early in the design process.
A related post ties the same quarter to earnings coverage and a partnership announcement.
Leads with numbers, then explains the customer and supplier behavior behind them. Recurring closers include being energized and 'just getting started'.
For brands planning a campaign
Relevant to a board or advisory brief where investor and analyst communication matters: a consistent public-market narrative connects metrics to marketplace health.
One post announces that after 13 years, Randy Altschuler moves to executive chairman of the board and hands the CEO role to Sanjeev Singh Sahni, who joined as president in January 2025.
Read more
The stated selection criteria were hardworking, tech-savvy, disciplined, innovative, relentlessly customer-focused, kind, and fair. A separate post welcomes Lukas Biewald to the board, describing them as a two-time founder with two successful exits, most recently Weights & Biases, and linking their experience to scaling AI-powered quoting and procurement.
Uses personal criteria and a founder-to-founder framing to explain governance choices.
For brands planning a campaign
For a brief on adding a strategic advisor or board member, this offers a view of how the candidate thinks about board seats and succession—useful signals for evaluating a new advisory role.
Two posts center on television appearances: a Cheddar segment alongside Justine Miller prompted a viewer to ask Jim Cramer about the stock on Mad Money's Lightning Round; in a CNBC Mad Money interview, Cramer is quoted saying Xometry is doing AI right.
Read more
Both posts link to the full segments and use the appearances to restate the manufacturing and AI argument.
Pairs a broadcast clip with a written summary of the argument, then directs readers to the full segment.
For brands planning a campaign
Shows a media-trained spokesperson comfortable summarizing strategy on camera, a fit for advisor or board roles that include public representation.
Altschuler's documented business relationships run through Xometry, the manufacturing marketplace they co-founded and led as CEO for 13 years before moving to executive chairman.
Read more
The posts also treat Thomas colleagues as part of the same operation, describe a Xometry partnership with Siemens, and announce the addition of Weights & Biases founder Lukas Biewald to Xometry's board. Ask for details on any sponsorship, affiliate, or personal client arrangements.
Xometry
Owned business
Altschuler co-founded Xometry with Laurence Zuriff and served as CEO for 13 years, growing it from a small office in Gaithersburg, Maryland, into a public manufacturing marketplace connecting buyers in aerospace, medical, robotics, defense, and automotive with manufacturers.
Read more
They announced the transition to executive chairman of the board and passed the CEO role to Sanjeev Singh Sahni, Xometry's president since January 2025. Posts from the same period report record Q1 2026 results, including 36% revenue growth, a 39% rise in gross profit, and 20% more active buyers.
Altschuler thanks "our Xometry and Thomas colleagues" and tags #ThomasForIndustry when discussing earnings, treating Thomas staff and advertisers as part of the same team.
Read more
Ask for clarification on the corporate relationship between Xometry and Thomas and Altschuler's formal role at Thomas.
Altschuler describes a Xometry partnership with Siemens that places Xometry's AI-powered manufacturability, pricing, and sourcing intelligence directly inside Siemens' industrial software, reaching engineers without a platform switch.
Read more
They link the arrangement to Xometry's reach and the scale at which it connects supply with demand. The posts present it as a company-level partnership they announced, not a personal endorsement deal.
Altschuler welcomed Lukas Biewald, a two-time founder whose most recent company was Weights & Biases, to the Xometry board of directors, citing Biewald's experience operationalizing AI as relevant to Xometry's quoting, supplier matching, and agentic procurement capabilities.
Read more
The mention describes the board appointment and Biewald's background, not a commercial tie between Altschuler and Weights & Biases.
Randy Altschuler's public writing is brief and tied to company moments: quarterly results, partnerships, board changes, and television appearances about Xometry, the manufacturing marketplace co-founded with Laurence Zuriff.
Read more
Start with the earnings posts for the core argument: buyers now expect suppliers to offer the same digital, on-demand experience they get elsewhere, and AI earns its place by improving quoting, pricing, and supplier matching.
Partnership posts show how that reach grows by embedding those tools inside industrial software engineers already run.
Board and succession posts outline the operating qualities they look for in leaders.
Broadcast posts restate the same case for a general audience.
A senior executive at an industrial technology company who writes about how digital tools and AI are changing an established physical industry, connecting that change to business outcomes rather than technology for its own sake.
Read more
Both treat buildings or machines as assets whose performance can be measured and improved with software, and both use conferences, articles, and partner names to make their case.
Clement covers commercial real estate and building energy performance through investment value, regulation, and occupier expectations.
Altschuler covers a marketplace connecting manufacturing buyers with suppliers through demand metrics and quoting and sourcing workflows.
Clement's posts center on panel appearances and a Fortune article; Altschuler's center on quarterly results and platform announcements.
Leads manufacturing go-to-market for an enterprise software platform and writes about the industrial shifts Altschuler describes: AI adoption, IT and operational technology converging, supply-chain resilience, and the need to connect plant-floor performance to enterprise outcomes.
Read more
Both argue from the position of vendors selling change and name specific systems and functions rather than speaking in generalities about AI.
Dunnell writes from an enterprise platform standpoint, emphasizing security and operations, often through a worked failure scenario such as a controller replaced two firmware versions behind.
Altschuler speaks as the founder and now board chair of a marketplace, focusing on two-sided demand: buyers trusting the platform with critical parts and manufacturers growing on it.
They use earnings numbers rather than diagnostic stories.
An industrial technology executive who explains how digital and physical infrastructure depend on each other: AI compute needs power, grids need AI, and factories need the electrical equipment they build.
Read more
Concrete factory examples make abstract arguments land. Both place manufacturing in a larger technology and infrastructure story.
Koerte frames national and regional sovereignty over energy, compute, and supply chains through plant investments and policy conversations, with factory-floor stories about apprentices and a miniature model. Altschuler focuses on the company level: a public marketplace's results, its software partnership with Siemens, and the board and CEO changes around it.
Randy Altschuler’s posts show strong subject-matter relevance for a manufacturing technology brief, covering Xometry’s AI-enabled manufacturing platform, its Siemens partnership, supply-chain needs and company growth.
Read more
That makes them worth evaluating for strategic insight. Before using audience reach as a reason to partner, request recent LinkedIn audience analytics and, for a board or advisory brief, documented evidence of followers’ manufacturing and technology roles.
Randy Altschuler's posts do not show a creator partnership or sponsorship offer.
Read more
Across five posts, the only partnership content is Xometry's corporate relationship with Siemens: Xometry's AI-powered manufacturability, pricing, and sourcing tools are embedded in Siemens' industrial software so engineers can work without switching platforms.
This company-to-company product integration appears in an earnings-interview context; it is not a format a brand can buy from Altschuler.
No terms, deliverables, pricing, exclusivity, or review process are given.
The remaining posts cover Xometry's Q1 2026 results, Mad Money and Cheddar appearances, and the appointment of Lukas Biewald to the board; none mentions sponsored content, paid speaking, affiliate arrangements, or an advisory offer.
A buyer exploring an advisory or board relationship should treat it as an unadvertised, individually negotiated conversation and raise it directly through Altschuler's LinkedIn profile.
Good fit for a manufacturing technology company considering Randy Altschuler for a board seat or strategic advisory role on AI-enabled supply chain growth.
Read more
Their posts show how they approach the problem such a company faces.
Xometry connects buyers in aerospace, medical, robotics, defense, and automotive with manufacturers ready to build, and Altschuler describes the shift driving it: customers no longer accept a clunky, offline supply chain and expect the same digital, on-demand experience they already get elsewhere in their business.
The public argument is operational rather than promotional — AI-powered manufacturability, pricing and sourcing intelligence, AI-driven quoting, supplier matching, agentic procurement, and a platform trained on real-world manufacturing outcomes over 13 years.
The Siemens partnership is the clearest case: Xometry's intelligence embedded inside industrial software engineers already use, so nobody switches platforms.
That is exactly the distribution question a manufacturing technology company weighs, and Altschuler explains it in terms of reach and reduced friction.
They also discuss board composition in specific terms — the criteria used to choose a successor, and why AI founder Lukas Biewald of Weights & Biases, who had two exits, earned a seat — showing how Altschuler judges a candidate and might expect to be judged in an advisory role.
They are media-trained, having carried the same AI and supply chain argument into a Cheddar segment and a CNBC Mad Money interview.
Two issues merit attention.
As executive chairman of Xometry, a manufacturing marketplace, Altschuler has a potential conflict with any company competing with or selling into that platform; resolve it before an advisory conversation.
Their posts do not specify availability, terms, or rates for advisory or board work, so ask directly through the LinkedIn profile; no offer is listed.
When to choose a specialist
Poor fit for a campaign buying creator reach or sponsorship, and poor fit for a campaign needing independent, vendor-neutral commentary.
Read more
Those are two different failures.
On sponsorship: across five posts there is no sponsorship offer, media kit, rate card, sponsored-content example, or partnership inquiry route.
The only partnership content is Xometry's corporate integration with Siemens, a company-to-company product embedding that puts Xometry's tools inside Siemens' industrial software — not a format a brand can purchase from Altschuler, and it comes with no terms, deliverables, pricing, or exclusivity.
Every other post is first-person company news: record Q1 2026 results, a board appointment, the move to executive chairman, and two broadcast appearances.
A buyer seeking paid posts, branded video, or an ambassador arrangement has no documented product to buy or published way to inquire.
The posts also do not establish who follows or engages with Altschuler, so reach cannot be used as a reason to partner.
On neutrality: a campaign seeking an outside expert to evaluate manufacturing technology without advocating for a vendor would conflict with posts that make the case for Xometry.
A brand wanting benchmarking, comparative vendor review, or critical assessment would need a different kind of contributor.
The posts do not establish whether Altschuler accepts sponsorships or advisory work; ask directly if either is a possibility.
A worked campaign example
For a manufacturing technology company evaluating Altschuler as a strategic advisor on AI-enabled supply chain growth and seeking a concrete first collaboration rather than a general introduction.
Worked angle — "where does our intelligence sit inside software our customers already use?"
That is the Siemens question applied to a different product, and it is an argument Altschuler already makes in public: reach expands when the tool lives inside the engineer's existing software instead of behind a separate login.
Start with a 60-minute working session built around three questions from their posts, so the conversation begins with substance rather than credentials: (1) of aerospace, medical, robotics, defense, and automotive — the verticals Altschuler names — which ones pull AI-enabled quoting furthest upstream into design, and which stall; (2) whether embedding inside an incumbent's software beats a standalone platform for a company without Xometry's installed base, and what the integration has to prove in the first two quarters; (3) what metrics demonstrate a two-sided marketplace is compounding, given that Altschuler pairs 36% revenue growth and 39% gross profit growth with 20% more active buyers and credits manufacturers, buyers, and engineers rather than the numbers alone.
The session's deliverable is a short, jointly drafted point of view on embedded distribution and AI quoting, for internal use and, if Altschuler agrees, publication under both names.
Follow up with a second session on measurement.
The tradeoff is real: Xometry is Altschuler's reference case, so the advice will reflect a two-sided marketplace model that a smaller or single-sided company may not be able to copy.
Any company that sells into or competes with Xometry's platform should resolve the conflict before the first call.
The role is unadvertised, so expect an open-ended individual conversation rather than a published process.
Before committing budget, ask about Altschuler's availability, the scope and term of an advisory or board relationship, and whether an Xometry conflict blocks the category.
If Altschuler declines or has a conflict, the same three-question session works as an internal planning exercise using the published accounts of the Siemens integration and the Q1 2026 results as the reference.
A better choice when a company wants an advisor who has built the commercial machinery for a platform vendor’s manufacturing vertical from inside one, rather than someone who has run a two-sided marketplace.
Read more
Dunnell joined ServiceNow as VP, Global Head of Manufacturing Industry GTM, and describes the job in terms relevant to a company focused on AI, IT/OT convergence, supply chain resilience, and the pressure to connect plant floor performance to enterprise outcomes, with ServiceNow positioned as the AI control tower that orchestrates across the manufacturing value chain.
The second post shows the same buyer’s problem from the operator’s side: a controller fails on a CNC machine, gets swapped for a replacement two firmware versions behind with a known exploited flaw, and is caught only six weeks later because the work order and vulnerability list live in different systems.
That is a supply chain and asset-management argument, not a product pitch, and a useful starting point for an advisory session.
Choose Dunnell over Altschuler when the question is how to join a manufacturer’s operational and security records or build a manufacturing go-to-market motion, and when a large incumbent platform—not a marketplace—is the reference point.
Dunnell’s reference case is ServiceNow, a software platform selling into manufacturers, not a marketplace matching buyers to suppliers.
A company building supply-demand matching or quoting intelligence would miss the operating detail Altschuler can supply.
The posts are a first-person role announcement and a short essay, with no financial results, account of how candidates are judged or boards composed, or commercial terms, rates, or availability for advisory or board work.
A company competing with or selling into ServiceNow’s manufacturing offering has an unaddressed conflict.
A better choice when the AI-enabled supply chain question is really about hardware and power: where AI capacity gets built, what it runs on, and how a manufacturer keeps production, engineers, and supply chains inside the regions it serves while maintaining a global technology base.
Read more
Koerte makes that argument publicly, treating digital and energy sovereignty as one conversation and pairing a national-strategy discussion with two new US plants costing more than 200 million dollars in Georgia and Texas that make the electrical equipment AI data centers run on.
The second post offers a rarer angle: apprentices in the Amberg factory built an industrial miniature world in the middle of the factory floor, powered and controlled entirely by the relays, safety devices, contactors, and power supplies they manufacture every day.
Colleagues who turned out to be model builders joined in.
For a company weighing advice on industrial capability, workforce, or where plant investment meets grid demand, that firsthand account of how a factory floor absorbs a project is useful.
Choose Koerte over Altschuler when the decision turns on industrial operations, power infrastructure, or regional manufacturing footprint.
The posts do not cover marketplaces, quoting, supplier matching, or matching demand to available capacity—the core of an AI-enabled supply chain growth question.
They offer no commercial detail: terms, advisory or board availability, rates, or how a candidate or partner would be evaluated.
One is a policy-adjacent reflection crediting a named conversation; the other is a factory-culture story.
Together, they show how Koerte thinks about industrial infrastructure, not what an advisory engagement would look like.
Because the posts sit inside a large industrial employer, a company that competes with or sells into that employer’s equipment business should settle the conflict first.
A better choice when the AI-enabled supply chain question is narrower than manufacturing and sits inside building operations and asset value.
Read more
Clement argues that commercial real estate investors who historically assessed assets on location, occupancy, and rental income increasingly have to weigh energy performance: most of a building’s lifecycle cost falls during operations, while rising regulatory expectations, occupier demands, and investor attention are changing the economics.
The argument is framed as a decision for buyers, not a sustainability pitch: the conversation is no longer sustainability versus profitability, but how intelligent, efficient buildings deliver both, with digitalization and AI reducing operating costs, improving resilience, and protecting asset value.
The second post is a working schedule for MIPIM 2026, including a panel on the economics of energy resilience and making the business case for net-zero assets.
It names the co-panelists and organisations involved.
Choose Clement over Altschuler when the company’s product affects how buildings perform, or when the advisory question is how operational data changes an asset’s financial case and who inside a large organisation to bring into that conversation.
The subject is buildings and real estate asset value, not manufacturing supply chains.
A company asking about supplier matching, manufacturability, quoting, or production capacity gets no relevant operating experience here.
The posts do not cover a platform or marketplace or wider supply chain decisions.
Half the posts consist of an event schedule with registration links, showing where Clement speaks and who Clement speaks alongside, but not how Clement would advise a specific company.
Commercial availability is undocumented: no terms, rates, or advisory and board scope appear.
The posts are also partly promotional, pointing to an external article and a report; weigh them against the more substantive first post.
Randy Altschuler's LinkedIn posts here cover Xometry's record Q1 2026 results, the appointment of Lukas Biewald to the Xometry board, the move from CEO to executive chairman with Sanjeev Singh Sahni succeeding, a Cheddar segment with Justine Miller, and a CNBC Mad Money interview with Jim Cramer.
The posts contain text rather than interview transcripts or video content.
They carry no publication dates, so sequence is inferred from content, and the effective date of the executive-chairman transition is not stated.
Two posts each from Delphine Clement, Keith Dunnell, and Peter Koerte provide comparisons with other creators.
The posts are company news and results rather than long-form commentary, and they contain no audience or follower data and no terms, rates, or availability for advisory, board, or sponsorship work.