Brian Montanari is president and CEO of Habco Industries, a Connecticut-based manufacturer serving the aerospace and defense sectors. He oversees the company’s operations and strategic direction.
Over the past year, Montanari said Habco consolidated two Connecticut operations into a new Windsor campus and completed a change in ownership. On Jan. 29, 2026, the company was sold to Cook Inlet Region Inc., an Alaska Native corporation, following a formal capital-structure process.
Montanari said the company’s next phase will focus on measured growth as it integrates with CIRI, while maintaining its existing operations and workforce. He said Habco is also investing in infrastructure and internal processes to support future expansion.
Montanari joined Habco in 2007 and led the acquisition of the company in 2012. His prior experience includes leadership roles at The Wiremold Co., C&M Corp., Respironics Novametrix and HID Global. He has taught Lean management at Eastern Connecticut State University and is chair of the Connecticut Business & Industry Association’s board of directors.
What qualities are most essential for effective leadership today?
Great leadership starts with a balance of passion and compassion — a relentless drive to build something meaningful, paired with real care for the people whose lives are shaped by that effort.
Humility is critical. Leaders must be willing to learn, admit what they don’t know and evolve. Just as important is leading by example — being present, rolling up your sleeves and demonstrating the standards you expect from others.
Ultimately, leadership is built on transparency and trust. In a world of constant change, people don’t follow titles; they follow leaders who are authentic, accountable and consistent.
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What do you value most about living or doing business in Connecticut?
Connecticut is home in the truest sense of the word. My wife and I have raised our daughters here, built our careers here, and invested deeply in the communities, schools and athletic programs that shape the state’s character.
Professionally, I’ve seen firsthand how unique Connecticut’s business community is. Through organizations like CBIA, CCAT and CONNSTEP, leaders across industries come together not just to advocate for policy, but to solve problems, share ideas and strengthen the state’s economic foundation. That spirit of collaboration is something I value deeply.
Connecticut’s manufacturing heritage — particularly in aerospace and defense— gives the state a depth of talent and capability that few places can match. It’s a place where craftsmanship, innovation and leadership intersect, making it an exceptional environment to build companies, develop people and create long-term impact.
What is one change that would make Connecticut more competitive economically?
Connecticut would be most competitive if we stopped treating business growth and workforce success as opposing goals.
When companies are able to invest and innovate, employees benefit through better jobs, higher wages and stronger communities. Aligning policy around that reality — while addressing high health care and energy costs and expanding technical education — would unlock Connecticut’s full economic potential.
If the state can align around the strategic roadmap advanced by the CBIA Foundation and unite business, government and education around a shared growth agenda, Connecticut can become the benchmark for economic competitiveness.
Book Recommendation: “The 7 Habits of Highly Effective People” by Stephen Covey
Go-to news media outlet: HBJ
Favorite Podcast: Daily podcasts on the Bible App, primarily from “The Bible Project”
Hobby or leisure activity: Golf and boating with my wife, college sports, curing Italian meats and custom-infused spirits.