In mid-2024, AES Clean Technology brought in a new CEO to revamp operations for the changing market.
In their hunt, the Pennsylvania-based company appointed the ex-President of Exyte’s BioPharma and Life Sciences Global Business Unit, Chris Miller.
Miller took over from Grant Merrill in May 2024 and hit the ground running with the focus on “returning AES to market leadership”.
The CEO was first introduced to cleanrooms at a company that provided fully integrated design-build services for large projects.
In mid-2024, AES Clean Technology brought in a new CEO to revamp operations for the changing market
Over the years he has seen that cleanrooms are at the “heart of a facility. “It provides a great deal of satisfaction knowing that we are involved in projects that deliver results to patients in the most efficient and effective way possible,” he enthuses.
When it comes to running a major cleanroom firm, Miller has three key lessons. First, he explains that it is critical to set up a global relationship network.
Second, he thinks great people and organisational bureaucracy are needed to streamline operations. Third and lastly, he thinks in construction it is important to travel to meet your customers to make sure you are actually meeting their needs
Sectors are important
Cleanroom construction can cover many different industries, from pharma to semiconductors, from battery production to hospital pharmacies.
AES has always been well established in biopharmaceuticals and life science sectors, and Miller says this will continue to be a “robust area of growth”, but he gives a hint that in the future, the company is looking to expand its base in more advanced manufacturing.
Cleanroom construction can cover many different industries, from pharma to semiconductors, from battery production to hospital pharmacies
“Right now, the advanced technology market is dominating the cleanroom demand space,” Miller explains. “This will not slow down anytime soon as AI is just starting to infiltrate everything we do as a society.”
The CEO explains that as market dynamics and customer base continue to shift in response to new approaches to serving people’s needs, so will AES.
What are the roadblocks in 2025?
It is, and always has been, prudent to look at risk in the market. Miller looks at what the cleanroom sector is facing in 2025 and makes some observations about what could cause issues for AES and companies like it in the future.
A situation in the US and beyond is the lack of workers, or “talent scarcity” in construction.
There are many contributing factors to this, but Miller knows that this becomes a competition for the best talent, and that this will be a huge change driver for them as a company.
A situation in the US and beyond is the lack of workers, or “talent scarcity” in construction
Miller explains that the competition in the construction industry as a whole is also “fierce” in 2025, and he believes that this “limits the ability to invest in what is needed to move the industry forward”.
Amongst other “macro-economic headwinds”, he believes that these conditions will create some challenges to come when meeting the changes and opportunities in the industry in the future.
Despite the challenges these risks present, Miller’s overall attitude to the next few years seems enthusiastic and as if he is ready for the hard graft that is to come. “You need to have the courage to step out of your comfort zone whether that is a new market, new geography or new role to allow yourself to grow personally and professionally,” he says
Growing modern methods of construction
Another goal going forward for Miller is some more “niche” acquisitions. AES itself was acquired by a private investment group in 2019, so the backing is there alongside the new creative leadership, to create a diverse cleanroom company.
Acquisitions would expand the company’s capabilities and connections. However, another product that will do so is the CleanLock Module, which launched in April 2024, just before Miller began at the company in May.
The CleanLock Module is an airlock product for transitioning people and materials in and out of the cleanroom. One of the big benefits was that the product “modularises” these repeatable segments.
Modularisation and prefabrication are key paths for AES, generally too. He says that the clients want “more integrated, turnkey and off-site solutions to promote efficiencies”.
Another goal going forward for Miller is some more “niche” acquisitions
What Miller explains is essentially a constant feedback system to improve this service. “The field installer informs and improves the design engineer’s thoughts on better design approach to aid installation.
Our manufacturing team looks for ways to pull back field tasks to the factory, via off-site manufacturing, to save time and improve quality and safety,” he says. “These types of collaborations need to happen constantly for an organisation to improve with a “kaizen” based quick fix mindset.
Kaizen comes from two Japanese words that together translate as "good change" or "improvement." However, over the years, Kaizen has come to mean "continuous improvement" through its association with lean methodology and principles.
These principles promote safety and quality, which Miller thinks are what the client really wants at the end of the day. “I do not think that the expectations of our clients have dramatically changed over the last five years.
They want cost and schedule certainty,” he states. “The challenge is executing on these expectations, and the companies that consistently do these things will rise to be market leaders.”
Being a CEO
All of this change and risk is a lot of responsibility to take on, and Miller does see his role shifting over the years to try and address the needs of the business.
At the moment, his initial focus is on “strategic growth to return AES to a market leadership position”, but in the future, execution will take the limelight. “I do see a shift of my role to focus on relentless improvement in our execution, focused on cost efficiency and effectiveness of everything we do.”
Miller doesn’t have static thinking, he sees his role as CEO as a journey, not a destination. “It is another step in your professional journey.”
When it comes to success as the CEO of a cleanroom company, but also any company, Miler thinks that who you associate with and what you learn is make or break for your success
His advice to others is to never forget or abandon those things that allowed you to reach this part of your journey, and at the end of the day, it is just another job title. “What you do in the role will be another brick in your professional legacy,” he says.
When it comes to success as the CEO of a cleanroom company, but also any company, Miler thinks that who you associate with and what you learn is make or break for your success. "I believe you need to ask for and accept challenging tasks and assignments,” he explains.
With AES Miller sees a journey, and despite the risks and challenges in the sector today, the industry still excites him. “What happens in the cleanroom environment is where lives are changed and improved every single day,” he says. “The extraordinary science and engineering taking place in this sector excites me about the future of our society in solving very challenging problems we face today and those we will need to address in the future.
Top image: Middle: Chris Miller
