He is a former pro football player, a Rutgers University graduate, and the third-generation president and CEO of a successful medical device manufacturer started by his grandfather in 1955. This Fall, board member Dax Strohmeyer adds another position to his resume: Chairman of the Board for the 900-member Commerce and Industry Association of New Jersey.

“I am excited to welcome Dax Strohmeyer as our new Chair and look forward to working with him as we grow this organization,” Anthony Russo, President of CIANJ stated, while also expressing gratitude to the outgoing chair for her dedication to the organization.

“A special thanks goes to Audrey Murphy for her tremendous contribution to our organization,” notes Tony Russo. “During Audrey’s tenure as Chair, CIANJ has weathered the aftermath of COVID-19 to become a stronger, more focused organization.”

“Dax will be an excellent Chair,” adds Murphy, Esq, MSN, RN, Executive Vice President and Co-Chief Legal Officer, and Chief Officer for Team Member Health & Safety at ​Hackensack Meridian Health. “As a long-time board member and leader of a family-owned manufacturing business, he has the experience to understand New Jersey business owners’ daily challenges. In addition, his energy and positive attitude will spark excitement and growth in the coming years,” she said.

Growth and attention to generational shifts are high priorities for Dax, who intends to leverage his years of experience in team building to help CIANJ attract younger business professionals to the organization.

“I would like to help the association find ways of bringing in the next generation of business leaders,” Strohmeyer says. “For the long-term success and prosperity of CIANJ, we need more 30-somethings and 40-somethings coming into the organization to carry us into the future.”

He also acknowledges that the fundamental changes in the workplace post-COVID-19, including remote workers and virtual meetings, are challenges the organization must find creative ways to leverage.

“Having served on the (CIANJ) executive board for a few years now and knowing the challenges we talk about every month; the biggest challenge is understanding how the business world has changed throughout the last couple of years with in-person versus virtual meetings. We need to discover how to improve upon the value proposition that we give to our members in both remote and in-person settings. I think that’s something we need to address moving forward,” he reflects.

The impact of his past career in professional sports continues to play a positive role for Dax, not only from the benefits of being a team player but also from the invaluable leadership lessons.

“All the time, I pull from that experience,” he relates. “While my professional career was shorter than I might have liked, I’ve had the privilege of—whether in college or the pros—playing for over 25 different coaches who eventually either were or would become head coaches in the NFL. I draw from my experience playing for those incredible leaders all the time. From these experiences and dynamic personalities, I have learned different ways to go about things,” he explains.

He still employs two specific leadership lessons every day. “First, I have learned that there are multiple ways to skin a cat,” he offers, with a chuckle. “But the most important thing is to stay true to your personality and who you are. People can see through fake. Genuine leadership skills usually come from within. Don’t try to be somebody else or act the way you think you’re supposed to act. Just be genuine. It is essential when it comes to leadership.”

Some might call it common sense, but Dax’s leadership skills have helped to transform Triangle Manufacturing into a vibrant, growing company, with 235 employees spread over four facilities that create precision-machined devices for orthopedics, spine, small bone, joint, maxillofacial, and ENT applications. The company works in both metal and plastic CNC machining. It is demanding work that requires the highest standards of quality and precision.

“At one point in my life, I wanted to be a lawyer,” Dax continues. “I enjoy the legal aspect of my role at Triangle with contract negotiations and related issues, but that’s just one responsibility. For the most part, my role is now focused on strategic planning for the future, as well as significant time invested in human resources activities. We are constantly asking how Triangle can become the go-to manufacturer in the state and how can we enhance our employee experience.  We are constantly trying to find new ways to become a top employer by choice. That’s a challenge,” he explains.

Dax also brings to CIANJ his close ties to and deep passion for New Jersey’s manufacturing community.

“Few people realize there are still over 11,000 manufacturers in New Jersey. I’m a board member of the New Jersey Manufacturing Extension Program (NJMEP), and I’m personally committed to advocating for manufacturing in the state. We are trying to build an environment that is friendly to manufacturing. I think it’s important that we have a strong manufacturing base in the U.S., and specifically in New Jersey.”

As we face a year of change in the political landscape, Strohmeyer is also positive about the prospects for New Jersey and the country overall. “I believe there is tremendous opportunity regardless of who gets elected as Governor and President. Change is a given, and I think there should be optimism about the growth and development of business in our state. Sure, New Jersey has its complexities. They have been there for a long time and always will be.  But I think they distinguish our great state,” he says.

For example, Dax notes the upcoming FIFA championship in 2026 to be held in the Meadowlands. “It’s a great opportunity to have eyes on New Jersey. I think it’s something that we all can potentially rally around.”

Dax is equally positive about the value derived from his involvement with CIANJ.

“For me, the most valuable takeaway from my experience with CIANJ has been the building of personal relationships. Just meeting and getting to know people—both within manufacturing and outside different industries—has been invaluable. I now have a network of folks I can lean on. That’s the real CIANJ experience. I can pick up the phone or send an email and know that somebody from any walk of life or industry will answer my question. That’s the heart of it, isn’t it?” he concludes.