Driving the Future of Autonomous Material Handling: An Exclusive Conversation with Nick Malewicki

As warehouses and manufacturing facilities accelerate toward intelligent automation, autonomous material handling is emerging as a critical pillar of industrial transformation. In this exclusive conversation, Nick Malewicki, General Manager of the Autonomous Division at Big Joe Forklifts, shares his vision on embodied AI, customer-centric automation, leadership, and the future of autonomous operations.

Q1. Nick, could you begin by introducing yourself and sharing your journey into industrial automation?

Ans. I currently serve as the General Manager of the Autonomous Division at Big Joe Forklifts, headquartered in Wisconsin. Interestingly, for most of my career, I was actually a customer of automation rather than a provider.My background is deeply rooted in manufacturing, logistics, and operations management, where I spent years solving operational challenges - improving efficiency, optimizing workflows, and addressing labor shortages. One thing became clear: organizations cannot optimize productivity if they lack the workforce to support operations.

That experience shaped my perspective on automation. I view automation not as a tool for workforce replacement, but as a solution for labor augmentation - helping companies bridge labor gaps while empowering employees to focus on higher-value activities.Joining Big Joe presented a unique opportunity to build an autonomous business from the ground up. We leveraged our heritage as a global leader in Class III forklifts and focused on automating what we know best: material movement.

Q2. Artificial Intelligence is reshaping every industry. How is AI influencing your work and Big Joe's autonomous strategy?

Ans. At Big Joe, we are heavily focused on embodied AI - an emerging area that enables robots to make intelligent decisions independently in real-world environments.Through our software partner, Thorough AI, we are developing systems that allow autonomous vehicles to interpret their surroundings, make decisions in real time, and continue operating safely even when disruptions occur.

For example, our robots can recognize various pallet types, identify pedestrians and forklifts, predict movement patterns, determine right-of-way, and dynamically adjust their behavior. Instead of stopping whenever uncertainty arises, the system continuously evaluates the environment and decides the safest and most productive path forward.The ultimate objective is simple: keep robots moving safely while maximizing productivity.

Q3. What are the biggest challenges in automation adoption today, and what does Big Joe's roadmap look like over the next three years?

Ans. We see automation through three key operational pillars:

1. Autonomous material movement

2. Stacking, destacking, and rack interactions

3.A Trailer loading and unloading

Currently, our primary focus is autonomous horizontal material movement because it's where organizations can achieve the fastest return on investment.Many facilities still rely on employees to perform repetitive and low-value tasks such as transporting pallets from one point to another. These "boring but essential" workflows are ideal candidates for automation.

Rather than tackling the most complex automation challenges first, we believe organizations should secure quick wins. Early successes build confidence, demonstrate ROI, and create momentum for broader automation adoption.Trying to automate the most difficult processes from day one often leads to frustration and delays. Scalability begins with success.

Q4. Universities and industry often struggle to align talent with market needs. What skills will define the future automation workforce?

Ans. Technical expertise certainly matters, but it's not the only requirement.At Big Joe, we look for individuals who understand automation concepts and, equally important, possess strong customer engagement, communication, and problem-solving skills. Our team includes professionals from remarkably diverse backgrounds - self-driving vehicles, retail, education, operations, and customer service. Interestingly, none of our current team members hold traditional robotics engineering degrees.

What matters most is adaptability, curiosity, and empathy toward customer challenges.We can train individuals on products, applications, and equipment. What is harder to teach is the ability to build relationships, solve problems under pressure, and genuinely understand customer pain points.Diverse perspectives create stronger teams and ultimately deliver better customer outcomes.

Q5.Supply chains have experienced significant disruptions in recent years. What trends are you currently observing?

Ans. The industry has seen substantial improvements in equipment availability and cost reduction.Technologies such as 3D LiDAR, which once cost thousands of dollars, have become significantly more affordable. This reduction is helping accelerate automation adoption across the market.

However, we're now seeing increased demand for advanced computing hardware and AI-related chipsets due to the rapid growth of artificial intelligence and data centers. This demand is placing pressure on component availability and pricing.Despite these challenges, overall equipment accessibility has improved dramatically, allowing manufacturers to deliver more cost-effective automation solutions to customers.

Q6. Which emerging technologies do you believe will have the greatest impact on industrial automation?

Ans. Three technologies stand out.

First is embodied AI, which will fundamentally transform how autonomous systems interact with dynamic industrial environments.

Second is the use of 3D LiDAR for digital twins and simulation. Affordable handheld LiDAR systems now allow us to create highly accurate digital representations of customer facilities. These digital twins enable simulation, optimization, and accelerated deployments.

Third - and perhaps my long-term vision—is achieving a true plug-and-play autonomous experience.

Imagine receiving an autonomous vehicle, opening the crate, powering it on, and being guided through setup much like activating a new smartphone.Removing deployment complexity and enabling remote commissioning could dramatically accelerate customer adoption and democratize automation.

Q7.Your leadership philosophy strongly emphasizes empowerment. How would you describe your leadership style?

Ans. My leadership style is highly collaborative.I often say our environment is a democracy - until it isn't. I encourage team members to make decisions independently because perfection isn't the goal; progress is.I value excellence over perfection.

We're not performing heart surgery. Mistakes happen, and that's okay. What's important is making decisions, learning quickly, and continuing to move forward.I also believe strongly in exposing team members to executive leadership and customer-facing opportunities. Everyone on the team owns their customer relationships, presents directly to executives, and contributes to solving challenges.Empowered employees develop confidence, accountability, and a stronger commitment to customer success.

Q8. Collaboration is becoming increasingly important in the automation ecosystem. How is Big Joe approaching partnerships?

Ans. Collaboration is essential for industry growth.Our partnership with Thorough AI forms the backbone of our autonomous platform, but beyond that, we maintain relationships with numerous software providers and technology innovators.As a hardware manufacturer, we frequently support software companies through customized equipment and white-label solutions

More broadly, I believe the entire automation industry must become more collaborative.The market opportunity is enormous—no single company will capture it all. When automation companies fail, it impacts the entire industry by creating customer skepticism.Instead of competing in isolation, solution providers should work together to deliver integrated, end-to-end solutions that solve all customer challenges. Collaboration ultimately benefits everyone - especially the customer.

Q9. How does Big Joe view global expansion and international opportunities?

Ans. Big Joe is part of the global EP Equipment family, which provides us with a significant international footprint.Our primary focus remains North America, where operational requirements, pallet standards, warehouse designs, and logistics processes differ significantly from other regions.

That said, through our global network, we support customers worldwide and collaborate closely with teams across Europe, Asia, Australia, the Middle East, and other regions.Every market is unique, and successful automation requires understanding local operational realities. A one-size-fits-all approach simply doesn't work in global automation.

"Automation is not about replacing people - it's about empowering them to perform higher-value work while technology handles repetitive tasks. The future belongs to organizations that embrace collaboration, intelligent automation, and continuous innovation."