By any modern measure, American manufacturing is under pressure. Supply chains are fragile, skilled labor is harder to find, and customers expect speed without sacrificing precision. Against that backdrop, the story of Brewster Washers feels almost improbable. Founded in 1919, the company has survived world wars, recessions, globalization, and waves of technological change. Today, it is led by Brielle Freda Seminerio, a president who believes longevity is not about clinging to the past but about respecting it while doing the work required to move forward.
This is not a story of overnight success or dramatic reinvention. It is a story about consistency, responsibility, and leadership that understands the weight of time.
Learning the Business From the Inside Out
Seminerio graduated from Miami University of Ohio in 2016. Like many young professionals, she entered the workforce at a moment when manufacturing was often portrayed as a declining industry. She chose a different path. That same year, she joined Brewster Washers and began learning the business from the inside, not as a distant executive, but as someone embedded in day-to-day operations.
“I didn’t come in with the idea that leadership meant having all the answers,” she says. “It meant listening, learning, and understanding how things really worked.”
Over the years, she gained firsthand exposure to the realities of manufacturing. Tight tolerances. Customer deadlines. Scheduling pressure. The discipline required to get things right the first time. When she stepped into the presidential role just over two years ago, she brought with her nearly a decade of institutional knowledge and a deep respect for the people who keep the business running.
A Company Founded on Craft
Brewster Washers was established in 1919 by Bill Brewster, an inventor who loved working with his hands. Though he passed away in 1957, his influence still shapes the company’s approach. From its Fairfield, New Jersey, facility, Brewster Washers manages every stage of production in-house, from receiving raw material and inspection to tool building, stamping, deburring, and final quality checks.
That level of integration is increasingly rare. Many manufacturers outsource key steps to reduce costs. Brewster has taken the opposite approach, believing control over the process is essential to quality and dependability.
What truly sets the company apart is its focus on custom manufacturing. Rather than producing washers that simply meet standard specifications, Brewster builds parts to customer blueprints and requirements. There are no tooling charges and no minimum order quantities, an approach that prioritizes partnership over volume.
“Our customers come to us because they have a specific need,” Seminerio explains. “Our job is to meet that need exactly, not to force them into a standard solution.”
Modernizing With Purpose
Leading a company with more than a hundred years of history requires restraint as much as ambition. Seminerio is careful not to frame modernization as a break from tradition. Instead, she sees it as a continuation of the company’s original mindset, finding better ways to do the work.
Over the past two years, her focus has been on improving efficiency, time management, and internal processes. The aim has been steady refinement rather than sweeping change, strengthening what already works while addressing areas that slow the operation down.
That philosophy was put to the test with a major capital decision, one that demanded clarity and discipline rather than speed.
Investing Without Losing the Plot
One of the quieter tests of leadership comes not during crisis, but during moments of opportunity. For Seminerio, that moment arrived with the decision to pursue funding through New Jersey’s Manufacturing Voucher Program. Grants are often talked about as easy wins. The reality is more demanding. Applications require time, documentation, and a clear sense of direction. More importantly, accepting funding commits a company to a future path.
“It forces you to be honest about where you’re going,” Seminerio says. “You can’t just buy equipment because it looks impressive. It has to fit your operation and your values.”
The grant allowed Brewster Washers to invest in three new machines, each selected to address a specific operational need. Some improved throughput. Others reduced manual strain or expanded the company’s ability to take on new types of work. The goal was not to replace people but to support them, giving skilled operators better tools to do their jobs well.
“There’s a temptation to chase what everyone else is doing,” she says. “But if it doesn’t serve your customers or your team, it’s not the right move.”
That mindset has helped Brewster Washers avoid common pitfalls. Instead of stretching too fast or overcommitting resources, the company continues to build capacity in measured steps. It is a slower approach, but one aligned with a business that has already proven it can endure.
A Vision Built on Trust
Seminerio’s long-term vision for Brewster Washers is grounded in trust. She wants the company to be known not just for its products, but for its reliability, integrity, and consistency over time.
“We are focused on building something that lasts,” she says. “That means thinking beyond short term gains and making decisions that support long term stability.”
Connecting employees to that vision is a daily practice. Seminerio emphasizes clear communication and transparency, explaining the reasoning behind decisions and how individual roles contribute to the company’s success. Goals are measurable. Expectations are consistent. Accountability applies at every level.
“When people understand why we do things a certain way, they take ownership. That’s how you build a strong team,” she notes.
Facing Industry Challenges Head On
Manufacturing today faces no shortage of challenges. Supply chain disruptions remain a persistent concern, driven by geopolitical tension, lingering effects of the pandemic, and environmental events. At the same time, workforce shortages and skill gaps are reshaping the labor landscape as experienced workers retire and fewer young people enter the field.
Seminerio does not shy away from these realities. Instead, she treats them as reasons to plan carefully and invest thoughtfully. Brewster Washers is focused on strengthening internal processes, training its workforce, and adopting technology that improves productivity while reducing waste.
“These challenges aren’t going away,” she says. “The question is how prepared you are to deal with them.”
The Strength of Reliability
After more than a century in business, Brewster Washers’ greatest asset is its reputation. Customers know they can rely on the company for quality products delivered on time. That reputation has been built over decades and reinforced daily through attention to detail and responsiveness.
Customer satisfaction is tracked through scorecards and direct conversations. When discrepancies arise, they are addressed quickly and openly. While the company’s overall strategy remains steady, it adapts where specific customer needs require it.
“Our approach doesn’t change every time the market shifts,” Seminerio explains. “But we listen closely and make adjustments where it matters.”
Leading With Empathy and Accountability
One of the defining aspects of Seminerio’s leadership style is her emphasis on empathy and openness. She believes understanding employees’ perspectives leads to better decisions and stronger working relationships.
“Empathy helps you see the full picture,” she says. “People perform better when they feel respected and heard.”
Vulnerability also plays a role. Seminerio is willing to acknowledge uncertainty and ask for input, creating an environment where employees feel comfortable raising concerns and offering ideas. Disagreements are handled with a listening-first approach, separating emotion from facts and focusing on solutions.
“Constructive criticism isn’t personal,” she says. “It’s an opportunity to improve.”
Looking Ahead
Over the next three to five years, Brewster Washers plans to continue strengthening operational efficiency, improving product consistency, and expanding its customer base without compromising dependability. Investments in equipment, process improvement, and workforce development will remain priorities, even as rising costs and labor challenges require careful planning.
Seminerio is realistic about the barriers ahead, but optimistic about the company’s ability to navigate them. “If you stay focused on your people and your processes, you can adapt,” she says.
Advice for Aspiring Leaders
For those looking to build their own businesses or step into leadership roles, Seminerio offers straightforward advice.
“Focus on credibility and character first,” she says. “Your reputation for fairness and follow-through will matter more than any title.”
She encourages continuous learning and adaptability, paired with a strong sense of values. Industries change. Integrity endures.
A Legacy in Motion
Brewster Washers has lasted more than a century not because it chased trends, but because it committed to doing its work well and treating customers fairly. Under Brielle Freda Seminerio’s leadership, that commitment continues, shaped by modern tools but guided by principles that have stood the test of time.
In a business world often obsessed with speed and scale, Brewster Washers stands as proof that patience, precision, and trust still have a place.
