From Strategy to Impact: JLG’s President Mahesh Narang Offers New Insights

Strategic leadership has never been more critical as the access equipment industry continues to evolve in response to global trends and regional demands. Mahesh Narang, President of JLG, is steering the organization with a clear focus on aligning innovation with customer-centric solutions. Sitting down with industry journlists at Bauma in Germany this past spring, Narang discussed how JLG translates key market dynamics into actionable strategies to drive measurable impact.

From strengthening the company’s core business to expanding through portfolio diversification, he offers valuable insights into how JLG is positioning itself for sustained growth while advancing its mission to support those who depend on its equipment daily.

 

You have been in your new position for over a year, almost a year and a half, now. How familiar have you become with the access industry?

It’s been an amazing journey over the last 18 months, and I’ve come to deeply appreciate the access industry, not just for what it does but for the purpose it serves. While it might be hidden to many, I’ve found it incredibly dynamic, innovative and essential.

One of the most rewarding parts of this role has been immersing myself in the needs of our customers across regions. I’ve learned that success in this industry requires more than just great products — it demands locally made solutions, tailored to unique market needs and powered by innovation and digitalization. That’s exactly where we’ve been focusing our energy at JLG.

What truly resonates with me is the sense of purpose that runs through this industry. It aligns perfectly with Oshkosh’s mission: To develop innovative technology solutions that support everyday heroes. At JLG, that means making life safer and more productive for construction workers and those who rely on our machines. That sense of impact is what drives me every day.

So, while I came into this role from outside the access industry, I feel incredibly connected to its mission, people and possibilities for the future.

 

What are some of the most important and impactful trends you see in the global access equipment market?

In the global access equipment market, we’re seeing three major trends that are fundamentally reshaping the way we innovate, operate, and support our customers: Regionalization, electrification, and the evolution of connected ecosystems. These trends aren’t just influencing product design, they’re redefining how we deliver value across every region we serve.

First, regionalization, as it’s being termed in the industry – the “local for local” strategy, is central to strengthening our core business. While our machine platforms are global, we’re investing in customizations tailored to specific regional needs. That means working closely with local teams and customers to understand their unique challenges and expectations, then delivering purpose-built solutions that fit their environment.

The core access equipment product categories — boom lifts, scissor lifts and telehandlers — remain consistent, but the features and performance customers expect are evolving. In Europe, for instance, we see growing demand for compact, electric boom lifts to meet urban worksite constraints and sustainability mandates. Meanwhile, in the U.S., there’s a shift toward higher-capacity equipment to boost productivity on more demanding job sites. The opportunity lies in customization — configuring the right platforms with the right features for each market. By aligning our manufacturing and supply chains accordingly, we’re positioned to deepen our leadership in the segments where we already have strong momentum.

Second, electrification is accelerating. Adoption has been steady, but we're entering a new phase. Customers are more focused than ever on sustainability, and we're enabling that transition with flexible, scalable solutions. From multi-fuel platforms to autonomous charging capabilities, we’re removing the practical barriers that have historically slowed adoption. These technologies allow customers to reduce their environmental footprint without sacrificing performance, especially in urban areas where zero-emission operation is becoming a job site requirement.

Third, connected ecosystems are enabling smarter, more efficient operations. As labor shortages persist across the industry, we are shifting from just “connecting” machines to making them more autonomous and intelligent. We're building systems beyond basic telematics; machines that can now reposition themselves, perform self-diagnostics and integrate into digital workflows to streamline job site productivity. This isn’t just about data; it’s about action. We're creating machines that inform decisions and help execute them.

Together, these trends represent a strategic inflection point. Regionalized product strategies, electrified platforms, and intelligent machine ecosystems aren’t just shaping the future — they’re enabling us to deliver more value, more efficiently, to more customers, wherever they are in the world.

 

As a market leader, what role is JLG playing in these trends and what is the future direction of the company, and its products and services?

JLG uses insights from market trends to inform future strategies. Our approach is twofold.

First, 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.

Second, portfolio diversification is very much on our radar, 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 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.

 

What are your future plans for JLG’s portfolio?

Diversifying JLG’s portfolio is a key part of our long-term strategy — both within our core access markets and into adjacent spaces. As we look at the broader Access segment, including products like Power Towers, Hinowa and AUSA, our approach is two-fold.

First, 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.

Second, we’re actively looking to expand into adjacent markets through strategic mergers and acquisitions. The additions of AUSA and Hinowa 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.

So yes, portfolio diversification is very much on our radar, and we see it as a key lever for growth and resilience moving forward.

 

In which areas (height, category, etc.) do you see market demand?

The core demand in terms of product categories — whether it’s MEWPs like boom lifts and scissor lifts or telehandlers — has remained relatively stable. What’s really evolving is what customers expect from those machines. It's not just about height or reach anymore; it's about features, functionality and regional preferences.

For instance, in Europe, we’re seeing increased demand for electric and compact boom lifts, largely driven by urban worksite constraints and sustainability goals. In the U.S., there's a strong interest in high-capacity equipment, as jobs get more demanding and productivity becomes an even bigger focus. These are not just trends; they're shifting expectations that we’re actively building into our roadmap.

So, while the product categories remain familiar, the opportunity lies in customization: Tailoring the right platforms with the right features for each region. That’s where we see real demand growth and where our focus on innovation and local responsiveness gives us a competitive edge.

 

Without getting too political, how do you view the current crises and conflicts worldwide? How do they impact JLG?

The current global landscape is undeniably complex, with a lot of uncertainty stemming from geopolitical tensions, trade disruptions and shifting tariff structures. While we try not to speculate too much, the reality is that these factors do impact the broader business environment, especially when it comes to pricing, supply chains and customer sentiment.

Tariffs, for instance, have been changing frequently, and we’re watching these developments very closely.  If tariffs affect our supply chain or products, we will adjust to mitigate that impact, using our global footprint to adapt. With many potential outcomes in this evolving scenario, we are prepared to limit impacts on our customers, including minimizing or eliminating the need for price increases resulting from tariffs.

 

How strong is the competition from China?

Chinese competitors are certainly active in the global market, and in some regions, their aggressive pricing strategy and fast time-to-market can present challenges. We’ve taken that as a learning opportunity. It has pushed us to double down on two key areas: Improving our cost competitiveness and accelerating our product development cycles, without compromising the quality, service and innovation JLG is known for.

At the same time, we firmly believe in fair competition. In our primary markets — like North America and Europe — trade frameworks, including anti-dumping and subsidy duties, help maintain a level playing field. These measures ultimately reinforce the value of quality, service and long-term customer partnerships, and we believe JLG is well-positioned to win in that environment.

 

What is your antidote?

For me, the antidote is simple: People. Connecting with people and solving real-world problems alongside a team I care deeply about keeps me grounded and motivated. When we work with purpose and passion, no competitor can match the strength of our culture and commitment.

 

Strategic Vision, Real-World Impact

Narang’s perspective underscores a pivotal moment for JLG and the broader access industry, one defined by purposeful innovation, regional responsiveness and long-term resilience.

As the company sharpens its focus on customer-driven solutions and expands into adjacent markets, it is clear that JLG is not just responding to change; it is shaping it. Backed by a strong leadership vision and a commitment to operational excellence, JLG is well-positioned to lead the industry forward, delivering value through strategic foresight and meaningful impact.

To learn more about Narang’s strategies JLG’s future, read: JLG.com/en/directaccess/strategies-for-the-future-interview-with-jlgs-president-mahesh-narang