Brooklyn Navy Yard CEO Runs A Thriving Manufacturing Hub By Keeping Its Spirit Alive

A former U.S. Navy shipbuilding facility dating back to the early 1800s, the Brooklyn Navy Yard is now one of the nation’s largest urban manufacturing hubs—home to more than 550 businesses, generating more than $2.5 billion per year in economic impact for the city.

However, some things have remained the same over the centuries: “What I find most compelling is that many of the core principles that shaped the Yard from the beginning with the Navy—innovation, accessibility and inclusivity—remain central to its identity today,” says CEO Lindsay Greene.

Running a massive business ecosystem like the Brooklyn Navy Yard doesn’t come without challenge. In an interview, Greene discusses the future of urban manufacturing and how she’s building systems to ensure advanced industries in America can thrive.

What is the Brooklyn Navy Yard and how is it different from other industrial parks and innovation hubs?

The Brooklyn Navy Yard, a former U.S. Navy shipbuilding facility with roots dating back to the early 1800s, has evolved into a thriving center of innovation and industry, employing more than 13,000 people and generating more than $2.5 billion per year in economic impact for the city.

Today, the Yard is home to more than 550 businesses, including leaders in film production, Steiner Studios; 3D printing & digital fabrication, Duggal Visual Solutions; advanced manufacturing, Qunnect; medical devices, 10xBeta; urban agriculture, Brooklyn Grange; fashion, Lafayette 148; robotics, Reflex Robotics and custom display/experience fabrication, Bednark Studio.

What I find most compelling is that many of the core principles that shaped the Yard from the beginning with the Navy—innovation, accessibility and inclusivity—remain central to its identity today. The Yard’s collaborative ecosystem and dynamic, mission-driven environment distinguish it from traditional industrial parks or innovation hubs anywhere in the country.

The root of the ecosystem and why it works is that we focus on the future of manufacturing, preparing for the industries and companies on the horizon and the talent they will hire as they grow and mature.

We do our part as an economic development institution to prepare physical infrastructure, shape and cultivate talent pipelines and grow the network of partners with value-add services that will help those industries and companies succeed.

Why would advanced manufacturing companies choose to locate in a large city like NYC?  What is the Brooklyn Navy Yard doing specifically to help these companies grow?

For advanced manufacturers, there’s tremendous upside and strategic advantages in choosing an urban location like New York City. With direct access to a large and highly skilled talent pool, a massive customer base and innovation ecosystem, New York City enables manufacturers to stay close to clients, accelerate prototyping and collaborate with designers, researchers and entrepreneurs.

In many ways, we view ourselves as more than a landlord, offering business development support, community connection, regulatory advocacy, local talent cultivation and connection and even help redesigning job roles to reduce turnover. The Yard is home to an ecosystem of businesses, and one of the things we do best is provide the supportive structures and services to support companies as they grow.

Why do you think economic development efforts must evolve beyond a focus on real estate? How can this evolution lead to larger positive impacts on local communities?

The “build it, and they will come” mentality is no longer enough. If we want advanced industries to grow in American cities, we have to build systems—not just buildings. At the Yard, it’s the ecosystem of companies and proximity to talent and customers that often draws new tenants’ interest.

I mentioned earlier that our role as a landlord is to support that ecosystem. We do that by offering physical space, but we also invest in workforce development, job design consultation, innovation supports including piloting and test beds and regulatory advocacy. This approach is a win/win as it also has the potential to greatly impact local communities.

For example, we support local hiring and inclusive economic development through programs like our Employment Center, which connect local residents, especially from underrepresented communities, to relevant training and the jobs within the Yard.

We have also seen firsthand how U.S.-based manufacturing is evolving and have and will continue investing in training infrastructure and programs to prepare New Yorkers for the production jobs of the future.  Some of those jobs require college degrees more than in the past, and many jobs will require purpose-built industry aligned training, which is increasingly technical.

To achieve impact and the local benefit of new industry, we have to solve the puzzle of identifying, training and educating for those future jobs. That requires a hefty investment of time in learning and understanding new technologies and being able to adapt when some achieve longevity and some do not.

Industry is a constant process of evolution, so what we do in economic development policy needs to evolve a bit more than we have all acknowledged. By leaning into this shift, we see the Yard as an incredible example of how historic industrial sites can be repurposed for modern, sustainable and inclusive economic development.

What should leaders of manufacturing and other industrial companies consider when looking to “future proof” their business models?

Location, cost and access to skilled labor remain some of the key factors that are driving today’s manufacturers. In a fast-evolving global marketplace, leading companies are adopting technologies and strategies that boost resilience, agility and sustainability.

Successful innovative companies know the value of deliberately cultivating talent, launching in-house training programs and partnering with schools and workforce centers to reskill employees in automation, digital systems and advanced materials.

At the Yard, we understand the importance of supporting businesses through targeted workforce programs. When many of our high-tech manufacturing tenants faced challenges hiring skilled computer numerical control operators, we responded.

In April 2022, we launched a CNC training program to equip workers with the skills needed to support industries from jewelry design to automotive parts production. Future-proofing ultimately hinges on securing, and continually developing, the right people: Companies that invest deeply in their teams, and stay nimble enough to scale when opportunity strikes, are the ones pulling ahead.

What kind of leadership will be needed to attract advanced manufacturers and innovation jobs to U.S. cities?

Attracting advanced manufacturers and innovation jobs to U.S. cities will require forward-thinking, collaborative and mission-driven leadership. Being future-focused isn’t always easy, but it’s essential for drawing and retaining the kinds of companies that are positioned to solve some of the most complex challenges of our time.

I firmly believe that the future of nearly every industry is deeply connected to manufacturing, and our ability to invest in this sector will be critical to maintaining global competitiveness and long-term economic success. Furthermore, the complexity of those challenges will require a real breadth and diversity of entrepreneurial talent that must be identified and cultivated and connected to that manufacturing economy.

What are some of the lessons that the Brooklyn Navy Yard has learned that other cities can learn from? Any success stories to share?

Advanced manufacturing doesn’t always get the attention it deserves, but when you place a spotlight on some of the companies here and the impactful work they are doing, it is truly a fascinating sector. We have seen many successes at the Yard that started small and scaled: Kelvin, a NYC startup redefining radiator efficiency, and Bednark, a high-touch fabrication firm building custom sets for the likes of Google and EV companies, are two strong examples.

On a larger scale is Newlab, one of our anchor tenants that transformed 84,000 square feet of space into a cutting-edge hub for the acceleration of critical technologies. As a multidisciplinary innovation center, Newlab exemplifies what’s possible at the Yard, housing a wide range of startups that have achieved major breakthroughs in areas like wireless charging and clean energy solutions, with many more on the horizon as they grow globally, leveraging their Brooklyn HQ at the Yard.

One of the biggest lessons we have learned over the years is finding ways to ensure that we are prepared as a campus to be the future of industry, for the benefit of New York City and its people and beyond. This might sound lofty, but it is our reality.