“Countries around the world are setting net zero targets and accelerating the move towards clean energy alternatives in vehicles and equipment. We are proud to be supporting these targets and this expansion and investment in new, advanced equipment will allow us to continue being a key global supply chain player in this pace,” says Paul Ghotra, CEO of CIMtech.

Paul Ghotra – Leading the Way

Paul moved to Vancouver, Canada in 1988 and started his manufacturing engineering career in one of the leadings hi-technology companies in British Columbia, Canada. Being a part of company that had a growth from 10 employee start up to 5000 employees in a fifteen year’s period has enhanced his passion to continue to grow and push through the obstacles for his own business.

During his childhood, his father had great desire to educate him to become a pioneer in the engineering field. His father passed away when he was a young boy. Since then, he has made his lifelong mission to pursue this profession to fulfil his father’s passion for engineering. Paul was trained in one of top technical institute in precision mechanics, instrumentation, and manufacturing engineering.

When Paul started CIMtech Mfg. two decades ago he has been instrumental guiding engineers in high-technology companies on DFM processes. The objective is to design economically. Because cost is driven by time, the design must minimize not only the time required to manufacture, but also to optimize development time to reduce time to market.

He has been a part of new product development cycles guiding engineers in high-tech companies optimizing part designs for manufacturing. From proof of concept to scaled production giving him rich understanding in optimizing manufacturing cost reduction during initial stages of the design phase.

Strong Team, Stronger Values-

CIMtech Mfg.’s work culture is based on following principles:

Economic Thinking –

Paul Ghotra CIMtech Mfg.’s CEO, has worked on teaching every employee the basics of economic decision making. CIMtech Mfg. employees are empowered to make decisions based on economic thinking within their role capabilities.

“By having every employee understand the basics of economic thinking, we can discuss at any team meeting decisions from a shared objective viewpoint and compare alternatives in terms of their costs and benefits instead of using opinion and authority,” said Paul

Distributed Decision Making –

According to Paul, big Distributed Decision-Making is opposite of hierarchical decision-making. And Distributed Decision Making requires three elements:

 – Employees that are smart, confident, and empowered enough to learn principles and be able and expected to apply them

 – A shared understanding of direct, indirect, and opportunity costs

 – Information sharing about current company revenue and expenditures to make contextually good decisions

Act Like You Own the Company-

Any decision must be rational and based on the best information you have now. The results of being trusted to make good, distributed decisions meant occasionally having to verify that your decision-making criteria were correct.

Leadership without Management-

In a traditional corporate hierarchy, managers try to create perceived value by holding information and making decisions for their team, as opposed to leaders who share information and are rewarded by their team for being autonomous, learning from their shared mistakes, and growing in scope and expertise.


Making a commitment is not about trust. It is a promise of delivery. At CIMtech, the team members trust each other to be honest and to do the best of their ability within the time and resources.