From Code to Control, How Todd Pugh Powers Smart Manufacturing

Todd Pugh, Chief Technology Officer, Sugar Creek

Todd Pugh, Chief Technology Officer, Sugar Creek

Todd Pugh graduated from Ohio University with a Bachelor’s Degree in Business Administration, majoring in Management Information Systems (MIS). He began his career as a mainframe programmer and progressively advanced through roles including lead developer, team lead, manager, and ultimately CTO. He joined SugarCreek in March of 2000 as an IT project leader and assumed the role of CTO in June 2023.

In an exclusive interview with Network Infrastructure he shared invaluable insights on aligning IT with manufacturing goals, overcoming scaling challenges, leveraging real-time data, and driving transformation through practical tech adoption, collaboration, and a business-first approach to innovation and security.

1. Can You Walk Us Through Your Career Path And The Pivotal Moments That Led To Your Role At Sugar Creek?

I started as a mainframe programmer in 1989. I worked on mainframes for the first 10 years of my career. In the late 90s, I started doing client server, development working with VB and SQL Server. As I progressed in experience, I progressed in responsibility. I moved from developer to lead to architect to Project leader. Eventually, I became the IT Director and then CTO. Most of my career has been in the manufacturing space. Dealing with something physical makes it easier for me to comprehend.

2. What Are The Biggest Challenges You Face When Scaling Digital Infrastructure Across Multiple Facilities Or Geographies, And How Do You Address Them?

Most of the time, it is convincing people that their business processes are not snowflakes. You make something, use something and ship something. There isn’t a lot of difference when you are dealing with ERP systems. Now, from the OT side, of course, there are a lot of differences. Most processing machines have their nuances that make them different.

3. How Do You Approach Aligning It Strategy With Operational Goals In A Manufacturing Environment Where Consistency, Safety, And Speed Are Mission-Critical?

It can be difficult. Making sure that all of the technical people understand that we are support services for what the plants are doing can be a challenge. Most technical people want to get the best software, hardware, and services, available but we have to temper that with the amount of capital we have to spend as a company. Making our products the best and safest possible is the number one priority of the company, so when it comes down to buying a new IT gadget vs buying a new plant machine, IT typically comes in 2nd.

“Don't start it projects to test technology, every project must solve a business goal, or it's a waste of time.”

4. How Are You Leveraging Data Analytics And Real-Time Monitoring To Make More Agile Business Decisions?

We recently implemented a new ERP system that provides data on a much more real time basis. Between that and the monitoring from our OT systems, the business has information much faster than what we were able to do before.

We know instantly when each pallet of product is created and how much. We know instantly as each pallet of ingredients is used and how much. This, coupled with real-time statistics from the machines, makes a big difference.

5. What Role Does Cross-Functional Collaboration Play In Successful Tech Rollouts Across The Enterprise, From Plant Floor To Executive Suite?

There cannot be silos any longer. With the speed of growth and change, no one team can manage it all. Between the vendors and engineers setting up new equipment, to the plant floor people doing scanning, to the Purchasing team buying supplies and ingredients, to the shipping people delivering products. Everyone must participate in moving the company forward at the pace that we have to move.

6. What Technologies Or Trends Are You Most Excited About In The Next 3–5 Years, And How Do You See Them Impacting Your Industry?

I’m anxious to see where AI and ML are getting to. I am hoping that the trends we have seen in the past help us to better predict what is coming towards us in the future. If we can better predict, then we will be in a much better place to serve our customers.

7. What advice would you offer to fellow CTOS navigating digital transformation in industries where tradition and technology must co-exist?

Do not start IT projects to test technology. Projects must solve business goals, or they are a waste of time. With rapid growth, never lose sight of security. For every new project, data feed, or new customer, you must evaluate how this affects your security posture.