What happens when a small-town kid from Iowa becomes a corporate attorney, transforms into a CEO, and then buys the company she once served? You get Megan Gluth, the unapologetic capitalist behind Catalynt, a global chemical supply and manufacturing company with a mission as bold as its leader.
On a recent episode of The Real Finds Podcast, host Gordon Lamphere sat down with Gluth to explore a wide range of issues—from her unconventional path to the C-suite to her unfiltered take on inflation, interest rates, policy reform, hiring, and what it really means to create a high-performing company culture.
From Poverty to Ownership
Gluth’s story begins where most corporate origin stories don’t: below the poverty line. Raised in rural Iowa, she didn’t grow up dreaming about EBITDA or global logistics. But what she did have was ambition, curiosity, and a relentless drive to change her circumstances.
“I didn’t really know what I wanted to be,” Gluth said, “but I knew I didn’t want to stay where I was.”
That clarity led her to law school, then to advising high-net-worth families and business owners. Eventually, she joined a manufacturing company as general counsel. Years later, she bought it.
Seeing Business Like Real Estate: A Vision for What’s Bigger
Gluth believes the entrepreneurial spirit is rooted in a simple but profound mindset: the ability to look at something small—an idea, a duplex, a raw material—and see something bigger.
“I think the real estate world and the business world are inherently the same,” she said. “Business starts when someone looks at something that exists and says, ‘this could be something more.’”
That commercial real estate perspective has shaped how she runs Catalynt, a company that manages both the sourcing and manufacturing of chemical inputs used in everything from infant formula to oil drilling fluids. With facilities in Chicago and global procurement reach, Gluth sees the full spectrum of supply chain stress and opportunity.
The Supply Chain Storm: One Week at a Time
Asked how she’s managing global trade uncertainty, Gluth’s answer was blunt: “One day at a time.”
Without clear or consistent policy direction on tariffs, imports, or industrial investment, companies like hers are flying blind.
“We’re trying to run businesses in an environment that lacks durable guidance,” she said. “You turn on the news every day and ask, ‘What’s it going to be today?’ That’s not a strategy.”
Catalynt sources raw materials from around the world and repackages or manufactures them for American companies. That dual role—as both a supplier and a producer—gives her a 360-degree view of how policy chaos affects real business.
Interest Rates: Killing the Investment We Say We Want
One of the most pressing headwinds? Interest rates, especially in the world of industrial real estate.
Gluth breaks it down: “If you’re asking me to build a new plant and the borrowing costs are sky-high, and I also can’t forecast demand, then my incentive to invest is very low.”
She acknowledges the goal of controlling inflation, but warns that without clear assumptions about what inflation levels are tolerable, we’re using economic tools without understanding the trade-offs.
“This inflation-interest rate game is a chicken-and-egg scenario,” she said. “If we’re going to mandate wages, then let’s also be honest about what kind of inflation that’s going to cause.”
Real Talk on Wage Policy, Inflation, and Public Assumptions
Gluth doesn’t shy away from politically loaded topics, she simply strips away the ideology.
“You can’t force a business owner to raise wages and then act shocked when the price of milk goes up,” she explained. “That’s not corporate greed—that’s just math.”
She argues that policymakers need to stop viewing labor and inflation as isolated levers. “If we’re serious about inclusive growth, we need to revisit the assumptions we’re making—and be transparent with the public about what’s realistic.”
Human-Centered Capitalism: Dignity and Incentives
Despite her capitalist backbone, Gluth believes deeply in creating environments where people feel seen, respected, and rewarded.
“I’m not ashamed to say I want to make money,” she said. “But I also want to treat people with dignity.”
Her hiring process is radically inclusive: no résumés, no degrees required. “I don’t care where you went to school,” she said. “I care about your drive, your hustle, and your integrity.”
She interviews for values—not credentials—and believes that work ethic is more predictive of success than pedigree.
Pay for Performance. Praise in Public. Fire Fast.
Gluth’s management style is crystal clear:
-
Pay is tied to performance, not tenure.
-
Ideas that make money get rewarded.
-
Praise is public; corrections are private.
-
And if someone’s dragging the team down? You fire fast.
“A-players don’t want to work with C-players,” she said. “And the worst thing you can do is make your top performers carry the weight of underperformers.”
She insists that creating a great culture isn’t about free snacks or wellness slogans—it’s about consistency, clarity, and meaningful opportunity.
Technology Will Shape the Future—but So Will People
Looking 10 years ahead, Gluth predicts a rise in automation and smart machinery across industrial operations. But she’s equally convinced of the enduring value of human roles.
“Tech will do a lot—but it won’t unclog your toilet,” she quipped. “And when something goes wrong in our supply chain, my customers want a human to pick up the phone.”
Her forecast? Companies that blend cutting-edge tools with high-touch service will win.
Advice to Her Younger Self—and Today’s Executives
When asked what she’d tell her younger self, Gluth was reflective: “Not everyone deserves a seat at your table. And the best advice comes from people with no skin in your game.”
For fellow executives, she urges a rethinking of traditional HR models and performance evaluation.
“Ditch the matrix. Get to know your people. Ask what drives them. Reward results, not time served. And never underestimate the power of your words.”
Final Thoughts
Megan Gluth represents a rare fusion of grit, intelligence, compassion, and clarity. She’s building a business that doesn’t just survive complex markets, it thrives by being pragmatic, human, and performance-driven.
Her story is a masterclass in modern leadership. In a time of uncertainty, Megan Gluth reminds us: clarity, culture, and courage still matter.
Sign Up For A Free Consultation