From Strategy to Execution: How JLG is Driving Growth and Innovation in EMEAI

When Rogerio dos Santos assumed the role of Vice President, EMEAI Region and Global Strategy/Mergers & Acquisitions for JLG, he said that growth, innovation and regional integration were his top priorities. With more than two decades at JLG and a track record of leading transformative initiatives, dos Santos is now steering the company’s expansion across Europe, the Middle East, Africa and India (EMEAI).

Building on recent strategic acquisitions, a strong talent base and a customer-focused approach, he is positioning JLG to not only anticipate market needs but also to purpose-built products best suited to the regional needs. In a recent interview with dos Santos, he talked more about JLG’s path forward in EMEAI.

 

You’ve been with JLG since 2003 — an impressive tenure in any industry. What has continued to fuel your passion for the company and the access equipment industry over the years, and how has your connection to the mission evolved?

I’ve always found the access equipment industry fascinating; it's a space where innovation directly impacts how people work safely and efficiently at height. Since John L. Grove (JLG) pioneered the first aerial work platform more than 50 years ago, the industry has continued to evolve in both scope and complexity. What keeps me passionate is how JLG consistently leads that evolution, developing customer-centric technologies, expanding our product portfolio, and driving industry standards forward.

My connection with the mission has certainly evolved. I started focusing on engineering and product development, but over time, my role has shifted towards shaping broader strategies, finding the right partners, integrating capabilities we didn’t have and aligning business objectives with customer outcomes. That progression keeps me energized every day.

 

Please share an example of a significant management transformation initiative you've led or overseen at JLG. What were the biggest challenges and outcomes?

In late 2024, I transitioned from the U.S. to lead the EMEAI region during a pivotal moment for the business. My mandate was clear: implement our global LIFT strategy across the region by strengthening our core product portfolio, accelerating growth in aftermarket and service, completing the relocation of production to Europe and successfully integrating our recent acquisitions of Hinowa in Italy and AUSA in Spain.

I was fortunate to inherit a capable and committed team, and from day one they were incredibly supportive of my transition. The early challenge was not about fixing what was broken, but about evolving how we operate to support growth and scale more effectively across a complex and diverse region.

One of the first changes I led was restructuring the organization in three key areas: Sales, Service and Support and Aftermarket, shifting from geography-based functions to a regional structure. This allowed us to better align around customer needs, drive operational consistency, and ensure we could deliver on our long-term strategic objectives with greater cohesion.

As part of that transformation, we also promoted several leaders and gave them broader responsibilities across EMEAI. These changes were not just structural; they signaled trust, created growth opportunities and reinforced our commitment to developing internal talent.

I’ve had to adapt my own leadership approach to this new context, learning when to focus on strategic priorities and when to pivot quickly to address more immediate, tactical challenges. While it’s still early in the journey, the team is highly engaged, and we’re already seeing encouraging signs. Teams are building aligned strategies and initiatives proactively, driven not by directives, but by a shared vision and a clear sense of purpose.

This experience has reinforced a core leadership belief for me: when you trust your people, give them the right structure, and support them with clarity and accountability, they will deliver. We have strong talent in place, and my role is to enable them, not to get in their way.

 

What does “taking JLG to the next level” look like in your current strategic vision, and what are the core levers you're pulling to achieve that transformation (e.g M&A's/ integrations such as Hinowa and AUSA)?

Taking JLG to the next level is about more than just growth; it’s about anticipating the future needs of our customers and building a business that’s agile, resilient and globally positioned to deliver. At the heart of our strategy is a strong belief in the power of people. We’re investing deeply in talent, bringing in new perspectives, developing our teams and fostering a culture that empowers individuals to lead and innovate.

Operational excellence also plays a central role. We’ve been refining our systems and processes to operate more efficiently, maintain healthy margins, and protect the strength of our core business. This level of discipline enables us to stay competitive while remaining focused on long-term sustainability.

Also, innovation continues to be a driving force at JLG. Whether it’s refreshing proven platforms or launching entirely new products, we are committed to staying ahead of the curve and leading in the markets where we see the greatest opportunity for growth.

Finally, we’re transforming the shape of our business. Strategic acquisitions like Hinowa and AUSA allow us to diversify thoughtfully, extend into adjacent market segments and unlock new value for our customers and stakeholders. Together, these efforts are not just elevating JLG but they're positioning us for the future, with a strategy rooted in resilience, innovation and people-led progress.

 

Innovation is often cited as a competitive necessity. How is JLG fostering a culture of innovation, and how do you balance disruptive thinking with operational excellence (e.g purpose-built products)?

At JLG, innovation isn’t confined to a department; it’s a mindset woven into everything we do. We stay closely connected to the market, encourage ideas from every level through company-wide innovation challenges and back it all with a dedicated innovation team focused on developing and validating future-ready technologies.

By designing the JLG^® ClearSky Smart Fleet™ IoT (Internet of Things) platform, we’ve taken a major step forward by evolving from traditional, one-way telematics to a two-way IoT-enabled solution. This isn’t just about seeing where your equipment is, it’s about solving real problems in real time.

Two-way communication means machines can now both send and receive information. That allows customers to remotely diagnose issues, update software, and adjust settings, without needing a technician on site. It’s about reducing downtime and giving time back to the people who need it most.

We’ve also digitized tools like our Bluetooth^® analyzer, which used to be a handheld device, is now fully integrated into the ClearSky Smart Fleet app, giving users full diagnostic capabilities right from their phones.

And then there’s the new EC450AJ compact boom lift, which made its debut at Bauma in April 2025. This next generation of boom lifts was designed here in Europe from the ground up for longer runtime. It is compact, powerful and built to perform. Importantly, the EC450AJ Compact is only 2-m wide with true zero tail swing, providing excellent maneuverability on site and allowing operation in the most constrained spaces.

 

Strategic partnerships are vital to long-term success. How does JLG approach building and maintaining high-value supplier relationships, and what do you believe defines a truly ‘excellent’ partnership?

Strategic partnerships are fundamental to JLG’s long-term success, and we see it as a key lever for growth and resilience moving forward. We’re actively looking to expand into adjacent markets, and one way we’re doing that is through strategic mergers and acquisitions. The additions of Power Towers, AUSA and Hinowa products are great examples of how we’ve extended our capabilities into compact equipment, specialty applications and new geographies. We remain open and ready to move when the right opportunities come along.

 

In times of supply chain disruption, how has JLG leaned into key supplier relationships to maintain resilience and performance?

We are focused on strengthening our core business through innovation, cost competitiveness and a “local for local” strategy. For example, machine platforms are global, but customizations can be localized to specific regional needs. We will prioritize work with each region to determine local customers’ needs and offer purpose-built products tailored to local conditions. By developing regionally relevant products and scaling our manufacturing and supply chains accordingly, we aim to grow our market share in the segments we already lead.

 

How is sustainability integrated into JLG’s core business strategy, and what progress or milestones are you most proud of so far?

In 2006, JLG was acquired by Oshkosh Truck Corporation (now known as Oshkosh Corporation) and became part of the Oshkosh family. Oshkosh Corporation is an Industrial Technology Company driven by innovation and is leading the way in electrifying purpose-built, route-based commercial fleets. The company recently introduced industry-altering, electrified products in nearly every end market we serve.

Oshkosh technology enables people to do their jobs more safely, efficiently and sustainably. Oshkosh Corporation is made up of 13 leading brands and operates with approximately 17,000 employees across 147 facilities in 22 countries.

And that is why JLG sustainability is not an afterthought; it’s woven into our entire value chain. Our approach goes far beyond reducing our environmental footprint: it’s about creating a company, a culture, and a world built to thrive well into the future.

It starts with our people. Creating a culture where every employee feels empowered, engaged, and valued is the foundation for sustainable growth. We’re proud of how our product innovation supports this mission. Whether it’s electrified machines, zero-emission vehicles, or lighter, more energy-efficient materials, we’re engineering solutions that help customers operate more sustainably without compromising performance.

In 2024 alone, our teams contributed over 22,000 volunteer hours and $3.1 million in community investments. We’re holding ourselves accountable through measurable environmental goals, including ambitious science-based targets. In just one year, we diverted 90% of our waste from landfills, sold more than 40,000 electric, zero-emission, or hybrid units, and reduced our facility greenhouse gas emissions by over 4%.

Some of the milestones I’m most proud of include receiving formal validation from the Science Based Targets initiative and earning a place on the Dow Jones Sustainability World Index for six consecutive years.

Ultimately, sustainability at JLG is a team effort. It’s not just about setting goals; it’s about driving real progress together.

 

How has your own leadership philosophy evolved over time, and in what ways has it influenced the broader leadership culture at JLG?

The next 3-5 years hold tremendous opportunity for JLG, particularly in how we bring technology and innovation together to serve our customers better and address global trends like labor shortages and sustainability.

We have exciting new products coming up on their way. Over the coming year, we’ll roll out the new EC600AJ and EC450AJ Compact boom lifts, both first unveiled in Germany at Bauma 2025, alongside a range of new models across our scissor lift, low-level access and telehandler categories.

Just as importantly, we’re making continuous progress with JLG’s ClearSky Smart Fleet IoT platform, driving the development of intelligent construction ecosystems that support greater safety, productivity, and fleet performance for our customers. That’s where innovation truly delivers by tackling real challenges on the job site.

We’ll continue to expand and modernize our product portfolio to meet evolving customer needs, while also investing in adjacent markets that provide new avenues for growth. Our international expansion, particularly across EMEAI, is another key strategic lever.

None of this can be achieved without strong leadership, a culture of innovation, and a deep-rooted commitment to sustainability. These elements are not separate initiatives; they are integrated into how we operate.

 

Learn more about dos Santos’ leadership role in JLG’s EMEAI region at https://www.jlg.com/en/press-releases/jlg-names-new-leader-for-emeai.