Powering Progress: Why Big Joe’s Bet on HR is a Bet on Automation

MADISON, WI – September 09, 2026 – In a move that speaks volumes about the future of industrial work, Big Joe Forklifts has appointed Kelly Stewart as its new Vice President of Human Resources. While a leadership change in HR might typically be relegated to the business pages, this appointment, coming as the company celebrates its 75th anniversary, is a critical signal. It underscores a fundamental truth of our modern industrial transition: as automation and electrification advance, the strategic management of people becomes more important, not less.

Founded in 1951, Big Joe is a legacy manufacturer navigating a profound industry shift. The company that once built its name on sturdy, reliable warehouse equipment is now aggressively positioning itself at the forefront of lithium-ion and autonomous material handling. In this context, Stewart’s appointment is not merely about managing personnel; it’s about architecting the human infrastructure required to power a technological revolution.

“People are at the heart of everything we do at Big Joe, and bringing Kelly onto our leadership team strengthens our ability to invest in our employees and our future,” said Dan Rosskamm, president and CEO of Big Joe Forklifts. Stewart, who brings over 15 years of experience from manufacturing, healthcare, and consulting, echoed this sentiment. “I look forward to partnering with the leadership team and employees to... ensure our people and culture remain a competitive advantage,” she stated. These are not platitudes; they are statements of strategic intent in an industry where the workforce itself is being re-engineered.

The Human Factor in an Automated System

The material handling industry is at a pivotal crossroads. The relentless push for efficiency, coupled with persistent labor shortages, has made automation a necessity. Big Joe has leaned into this reality, debuting a suite of user-directed autonomous vehicles like the AP44 pallet truck and the ASC40 stacker. These machines are designed to operate flexibly—manually, semi-autonomously, or fully autonomously—often alongside human workers.

This creates a fascinating paradox. While automation reduces the need for certain manual tasks, it simultaneously creates a surging demand for a more skilled workforce. The industry no longer just needs operators; it needs technicians who can maintain complex electrical and robotic systems, programmers who can integrate solutions, and data analysts who can optimize workflows based on the information these connected machines generate. The warehouse floor is transforming into a high-tech ecosystem, and its human inhabitants must evolve with it.

This is the challenge Stewart inherits. Her role transcends traditional HR functions. It involves spearheading comprehensive upskilling and reskilling initiatives to prepare the existing workforce for new roles. It means creating a culture that embraces technological change rather than fearing it. And it requires a recruitment strategy that can attract a new generation of talent with expertise in robotics, software, and data science—individuals who might not have previously considered a career in the forklift industry. Stewart's extensive background supporting organizations through periods of significant growth and change, particularly her recent nine-year tenure in the complex field of cancer diagnostics, provides her with a unique perspective on managing high-stakes transitions.

From Legacy Manufacturer to Tech Disruptor

Big Joe's 75th anniversary, celebrated throughout 2026 under the theme “Powering Progress,” is more than a milestone; it's a narrative framework for its transformation. The company that began as a modest Midwest manufacturer has, since its 2009 integration into the EP Equipment family, accelerated its investment in the very technologies disrupting its legacy market. It’s a classic case study in industrial evolution: adapt or become a relic.

This evolution is tangible. At recent trade shows like MODEX and Automate, the company has showcased not just concepts but market-ready products, from heavy-duty electric counterbalance forklifts to its new line of autonomous solutions developed with partners like Thoro.ai. The company’s vision is clear: to be “the trusted partner delivering disruptive solutions that accelerate the industry’s transformation from internal combustion to electric to fully autonomous.”

To achieve this, the entire organization must be aligned. This strategic pivot impacts every department, from engineering and product development to sales and service. Cultivating a workforce that understands and champions this vision is paramount. Stewart’s task will be to ensure that as Big Joe disrupts the market with new technology, it doesn’t disrupt its own internal stability. She must build the cultural and organizational scaffolding that can support rapid innovation and expansion, ensuring the foundation built over 75 years serves as a “launch pad for the next 75,” as Rosskamm puts it.

Architecting a Culture for the Future

Big Joe's mission statement is to “Empower the People Who Move Things,” a mantra that now applies as much to its own employees as its customers. The company’s leadership understands that a positive internal culture is a prerequisite for external success. While online employee testimonials paint a picture of a generally supportive environment, they also hint at the natural growing pains of a company in transition, with some anonymous feedback mentioning challenges in management alignment and departmental turnover.

This is where a strategic HR leader becomes indispensable. Stewart's objective will be to smooth these rough edges and build upon the company's strengths. Her experience scaling organizations across disparate industries—from startups to healthcare—is precisely what’s needed to unify a diverse workforce around a singular, ambitious goal. Her focus will be on developing leadership, creating clear career progression paths for the new roles emerging from automation, and ensuring that the company’s people-first philosophy is more than just a tagline.

By appointing a seasoned leader like Stewart at this critical juncture, Big Joe Forklifts is making a definitive statement. The company recognizes that its ambitious technological goals—to lead the charge in electrification and make automation approachable—are entirely dependent on its human capital. The most advanced forklift is ineffective without a skilled team to design, build, sell, and maintain it. In the end, Big Joe's biggest bet isn't on lithium-ion batteries or self-driving pallet jacks; it's on the people who will power its progress for the next 75 years.