Sometimes the best innovations come from the most unexpected places. For TAB Industries, that moment of inspiration struck while watching farmers wrap hay bales in a field. What began as a simple observation would eventually transform a fledgling distribution business into a global manufacturing success story. This family-owned metal fabrication company has weathered recessions, navigated a global pandemic and adapted to an ever-changing economic landscape—all while maintaining the close-knit culture that defines their approach to business. Join us as we explore how the Brizek family turned a packaging problem into a revolutionary product, built a company that treats every employee like family, and demonstrated that sometimes the biggest breakthroughs come from simply paying attention to the world around you.
Sometimes the best innovations come from the most unexpected places. For TAB Industries, that moment of inspiration struck while watching farmers wrap hay bales in a field. What began as a simple observation would eventually transform a fledgling distribution business into a global manufacturing success story. This family-owned metal fabrication company has weathered recessions, navigated a global pandemic and adapted to an ever-changing economic landscape—all while maintaining the close-knit culture that defines their approach to business. Join us as we explore how the Brizek family turned a packaging problem into a revolutionary product, built a company that treats every employee like family, and demonstrated that sometimes the biggest breakthroughs come from simply paying attention to the world around you.
The Story Behind TAB Industries
TAB Industries' journey began in 2005 when Tom Brizek and his wife started distributing steel doors and frames from a modest 2,000-square-foot garage. A California-based company had approached Tom, recognizing his experience in the door hardware industry and seeking someone to expand its East Coast presence.
“At the time, we were only doing maybe one to 20 doors a week, which you couldn't build a livelihood on," he explains. Drawing on his manufacturing background, the company began brokering manufacturing jobs for customers, creating a dual revenue stream that solidified their growth.
As both sides of the business expanded, TAB quickly outgrew their garage and moved to an 8,000-square-foot facility, then to 11,000-square-feet in Goodville. Each move represented not just growth, but response to evolving times and needs. The company was learning to adapt, to diversify and to identify opportunities where others saw obstacles.
Today, TAB Industries operates from a facility that houses not just manufacturing equipment, but a complete ecosystem of capabilities—from engineering and design to quality control and shipping. What started as a distribution business has evolved into a comprehensive solutions provider, with its proprietary TAB Wrapper now representing 65-75% of its revenue, manufacturing about 25%.
And today? Its original door distribution business represents just 5% of TAB's revenue—a dramatic shift that reflects both the company's willingness to embrace change and the necessity of adaptation for long-term survival. Rather than clinging only to its founding product line, TAB recognized that business resilience often comes from identifying new opportunities—and being brave enough to chase them.
The Story Behind TAB Industries
TAB Industries' journey began in 2005 when Tom Brizek and his wife started distributing steel doors and frames from a modest 2,000-square-foot garage. A California-based company had approached Tom, recognizing his experience in the door hardware industry and seeking someone to expand its East Coast presence.
“At the time, we were only doing maybe one to 20 doors a week, which you couldn't build a livelihood on," he explains. Drawing on his manufacturing background, the company began brokering manufacturing jobs for customers, creating a dual revenue stream that solidified their growth.
As both sides of the business expanded, TAB quickly outgrew their garage and moved to an 8,000-square-foot facility, then to 11,000-square-feet in Goodville. Each move represented not just growth, but response to evolving times and needs. The company was learning to adapt, to diversify and to identify opportunities where others saw obstacles.
Today, TAB Industries operates from a facility that houses not just manufacturing equipment, but a complete ecosystem of capabilities—from engineering and design to quality control and shipping. What started as a distribution business has evolved into a comprehensive solutions provider, with its proprietary TAB Wrapper now representing 65-75% of its revenue, manufacturing about 25%.
And today? Its original door distribution business represents just 5% of TAB's revenue—a dramatic shift that reflects both the company's willingness to embrace change and the necessity of adaptation for long-term survival. Rather than clinging only to its founding product line, TAB recognized that business resilience often comes from identifying new opportunities—and being brave enough to chase them.
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Change often arrives in the most unexpected moments. For TAB Industries, a seed of transformation blossomed while watching farmers work in a field, wrapping hay bales with orbital technology.
"We were shipping out doors and frames, but we were getting damage claims, freight claims," Tom explains. The inconsistent wrapping of its products was creating worker's compensation issues and frustrated customers. Traditional wrapping methods required three people—one on a forklift, two others going over and under—an inefficient and sometimes risky process.
Facing mounting costs and operational challenges, Tom saw opportunity in that hayfield where others might have seen just farming equipment. Rather than spending $50,000 on existing machinery it couldn't afford, TAB decided to bootstrap its own solution.
Using basic materials—tubing, a one-horsepower motor, a toggle switch and a handheld stretch wrap device—the first orbital wrapper was built. The results were immediate and dramatic: damage claims disappeared overnight, manpower needs decreased, staging area requirements shrank and cash flow improved through faster shipping.
"Our customers started to take notice, and they said, 'Hey, could you make one for me?'" This moment of customer interest marked another pivotal change—TAB's evolution from manufacturing for itself to creating products for a global market.
Andy Brizek, fresh from college with entrepreneurial coursework and mentorship experience, took ownership of developing this new product line. He established sales and marketing systems, built the website, and created SEO campaigns that would eventually reach customers on every continent.
Today, TAB Wrappers ship to Saudi Arabia, Dubai, New Zealand, South America, Canada, Mexico and throughout Europe. What began as a solution to its own shipping problems has become a product line that dominates its revenue stream.
The lesson embedded in this journey is powerful: in times of uncertainty, the companies that thrive are those willing to look beyond their immediate industry, to observe solutions in unexpected places and to act decisively when the time comes.
Change often arrives in the most unexpected moments. For TAB Industries, a seed of transformation blossomed while watching farmers work in a field, wrapping hay bales with orbital technology.
"We were shipping out doors and frames, but we were getting damage claims, freight claims," Tom explains. The inconsistent wrapping of its products was creating worker's compensation issues and frustrated customers. Traditional wrapping methods required three people—one on a forklift, two others going over and under—an inefficient and sometimes risky process.
Facing mounting costs and operational challenges, Tom saw opportunity in that hayfield where others might have seen just farming equipment. Rather than spending $50,000 on existing machinery it couldn't afford, TAB decided to bootstrap its own solution.
Using basic materials—tubing, a one-horsepower motor, a toggle switch and a handheld stretch wrap device—the first orbital wrapper was built. The results were immediate and dramatic: damage claims disappeared overnight, manpower needs decreased, staging area requirements shrank and cash flow improved through faster shipping.
"Our customers started to take notice, and they said, 'Hey, could you make one for me?'" This moment of customer interest marked another pivotal change—TAB's evolution from manufacturing for itself to creating products for a global market.
Andy Brizek, fresh from college with entrepreneurial coursework and mentorship experience, took ownership of developing this new product line. He established sales and marketing systems, built the website, and created SEO campaigns that would eventually reach customers on every continent.
Today, TAB Wrappers ship to Saudi Arabia, Dubai, New Zealand, South America, Canada, Mexico and throughout Europe. What began as a solution to its own shipping problems has become a product line that dominates its revenue stream.
The lesson embedded in this journey is powerful: in times of uncertainty, the companies that thrive are those willing to look beyond their immediate industry, to observe solutions in unexpected places and to act decisively when the time comes.
Over nearly two decades in business, TAB Industries has faced a series of challenges that would have tested any company's resilience. From the 2008 recession through the COVID-19 pandemic to recent tariff uncertainties, Andy and Tom have learned that adapting to change isn't just beneficial—it's essential.
"We've had to weather a lot of storms, personal and business," Tom reflects. "I think that philosophy of diversifying yet continuous improvement has helped us weather that storm."
When COVID-19 struck, TAB was at a trade show in Atlanta as the lockdown measures were announced. "We had to get home," Andy recalls. "We packed up, got the last flight to Philadelphia, and then the next day the world shut down." The company went from 24 employees down to just three family members for two months, with Tom quarantined in his office while Andy pulled orders and maintained operations.
Recent tariff challenges brought different pressures, forcing TAB to make strategic decisions about inventory and supplier relationships. "About a month or two ago, we determined that we needed to protect ourselves," Tom explains. TAB locked in pricing with its vendors for six months, purchased a two-year supply of transformers from China before prices doubled and negotiated consignment arrangements to manage cash flow.
The key to navigating these uncertainties lies in TAB's diversified approach. "Usually if one division is a little down, possibly another or another two are on an upswing," Andy notes. When high-automation wrapper sales slow during economic downturns, it pivots to base models. When manufacturing slows, its service division picks up.
But perhaps most importantly, the Brizeks learned to view challenges as catalysts for improvement. "How do we turn a problem into a goal?" Tom asks. "Every time we get through one of these hurdles, it just gives you a little more confidence."
Over nearly two decades in business, TAB Industries has faced a series of challenges that would have tested any company's resilience. From the 2008 recession through the COVID-19 pandemic to recent tariff uncertainties, Andy and Tom have learned that adapting to change isn't just beneficial—it's essential.
"We've had to weather a lot of storms, personal and business," Tom reflects. "I think that philosophy of diversifying yet continuous improvement has helped us weather that storm."
When COVID-19 struck, TAB was at a trade show in Atlanta as the lockdown measures were announced. "We had to get home," Andy recalls. "We packed up, got the last flight to Philadelphia, and then the next day the world shut down." The company went from 24 employees down to just three family members for two months, with Tom quarantined in his office while Andy pulled orders and maintained operations.
Recent tariff challenges brought different pressures, forcing TAB to make strategic decisions about inventory and supplier relationships. "About a month or two ago, we determined that we needed to protect ourselves," Tom explains. TAB locked in pricing with its vendors for six months, purchased a two-year supply of transformers from China before prices doubled and negotiated consignment arrangements to manage cash flow.
The key to navigating these uncertainties lies in TAB's diversified approach. "Usually if one division is a little down, possibly another or another two are on an upswing," Andy notes. When high-automation wrapper sales slow during economic downturns, it pivots to base models. When manufacturing slows, its service division picks up.
But perhaps most importantly, the Brizeks learned to view challenges as catalysts for improvement. "How do we turn a problem into a goal?" Tom asks. "Every time we get through one of these hurdles, it just gives you a little more confidence."
In an era of constant change, one thing has remained steady at TAB Industries is its commitment to treating every employee like family. This philosophy has helped it build a workforce that's both loyal and adaptable.
"We're a family business, but we treat everyone like family," Tom emphasizes. "I'm confident if you would poll those that aren't family, they would feel that they're part of the team, part of the family."
This approach manifests in concrete ways that distinguish TAB from larger manufacturers. When team member Reagan walked in as a laborer, the company discovered her interest in electronics and trained her to become its lead technician on wrapper wiring and schematics. Its general manager also started in manual labor and now handles engineering and drafting responsibilities. Cross-training ensures that when business shifts, people can move between departments, keeping operations flowing smoothly no matter what comes its way.
The flexibility extends to work schedules and decision-making. During hot summer months, workers can start at 6 a.m. and finish at 2 p.m. Some employees work later shifts to accommodate morning responsibilities. "If the work's getting done, we're happy," Tom notes. "By giving them that freedom, it develops a sense of ownership in their position."
This trust-based approach has created remarkable retention. Many employees have been with TAB for over a decade, creating institutional knowledge that has proved invaluable during challenging periods. "Having those long-standing relationships with these employees over the years makes you feel like we're all in this together," Andy reflects.
During uncertain times, this family culture becomes TAB's greatest asset. "You fight not only for yourself and your family, but for these relationships you've developed over the years," Andy explains. When facing challenges, they're not just preserving a business—they're protecting a community they've built together.
In an era of constant change, one thing has remained steady at TAB Industries is its commitment to treating every employee like family. This philosophy has helped it build a workforce that's both loyal and adaptable.
"We're a family business, but we treat everyone like family," Tom emphasizes. "I'm confident if you would poll those that aren't family, they would feel that they're part of the team, part of the family."
This approach manifests in concrete ways that distinguish TAB from larger manufacturers. When team member Reagan walked in as a laborer, the company discovered her interest in electronics and trained her to become its lead technician on wrapper wiring and schematics. Its general manager also started in manual labor and now handles engineering and drafting responsibilities. Cross-training ensures that when business shifts, people can move between departments, keeping operations flowing smoothly no matter what comes its way.
The flexibility extends to work schedules and decision-making. During hot summer months, workers can start at 6 a.m. and finish at 2 p.m. Some employees work later shifts to accommodate morning responsibilities. "If the work's getting done, we're happy," Tom notes. "By giving them that freedom, it develops a sense of ownership in their position."
This trust-based approach has created remarkable retention. Many employees have been with TAB for over a decade, creating institutional knowledge that has proved invaluable during challenging periods. "Having those long-standing relationships with these employees over the years makes you feel like we're all in this together," Andy reflects.
During uncertain times, this family culture becomes TAB's greatest asset. "You fight not only for yourself and your family, but for these relationships you've developed over the years," Andy explains. When facing challenges, they're not just preserving a business—they're protecting a community they've built together.
Innovation on the Horizon
From a modest garage to a global manufacturer, TAB Industries' story illuminates a fundamental truth about navigating uncertainty in business: Change is inevitable. Success comes from embracing it as a catalyst for innovation. Through economic downturns, global pandemics and shifting trade policies, TAB Industries remains committed to the principles that have guided it through every challenge: treat people like family, never stop innovating and remember that today's problems often contain tomorrow's opportunities. In a world of constant change, that philosophy never goes out of style.
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