KENOSHA, WIS. — Austan Goolsbee, president of the Chicago Federal Reserve Bank, visited Snap-on headquarters in Kenosha, Wisconsin on July 17, 2026 to observe the company’s U.S.-based manufacturing operations and its model of customized tool production. The visit highlighted Snap-on as an example of industrial resilience and high-value domestic manufacturing in a region that houses the nation’s highest concentration of manufacturing activity.

Goolsbee toured the facility to examine how Snap-on sustains a large-scale American production footprint while catering to highly specialized professional demands. “Customization is why they get paid a premium and how they still manufacture in America,” Goolsbee said during the visit. He added that Snap-on “scratches a very, very specific itch” and called the experience “fun to see” and “interesting to see,” underscoring his interest in the company’s approach to productivity and market differentiation.

Snap-on, which has been making high-end tools for auto mechanics for over a century, operates 15 U.S. factories where it produces 80% of the tools it sells domestically. The company makes 85,000 different tools tailored to specific needs, including 74 varieties of 10 mm sockets alone. Its factories are nimble, changing production models multiple times each day to meet evolving professional requirements. Snap-on tools are used not only for fixing cars but also airplanes and rocket ships, reflecting the breadth of its precision engineering.

The company serves professional users exclusively and deliberately avoids marketing its tools to the general public. “If there's a rule in Snap-on that's irrevocable, it's that Thou Shalt Not Sell to Do-It-Yourself people,” said Nick Pinchuk, CEO of Snap-on. He explained that this policy exists because selling to non-professionals “undermines the cachet of the brand.” According to Pinchuk, “People use Snap-on tools to declare to the world they're doing something special,” reinforcing the brand’s identity as a professional standard.

Snap-on’s business model relies on deep engagement with mechanics at their workplaces. “Our philosophy is to be at the point of work, observing it, and figuring out what are the most sticky tasks,” Pinchuk said. “And then using those insights to create a tool which will make it easier.” He emphasized that “people will pay for this,” pointing to the value professionals place on efficiency and precision.

Mechanics are often introduced to Snap-on tools during technical school or apprenticeships, embedding brand loyalty early in their careers. For some, that loyalty endures beyond their working lives—some mechanics have even chosen to have their ashes stored in miniature Snap-on toolboxes.

The company reaches its professional customers through a fleet of 3,400 rolling showrooms—mobile stores operated by franchisees who visit nearly a million mechanics every week. These franchisees also provide credit, enabling mechanics to finance tool purchases over time. This direct, relationship-based sales approach allows Snap-on to gather real-time feedback from the field, fueling its cycle of product innovation and customization.

Pinchuk described the current repair economy as robust. “Vehicle repair is one of the great businesses,” he said, noting that “everybody's got to get their vehicles repaired.” He added, “The garages are humming,” a reflection of rising repair spending as consumers hold onto their vehicles longer. This trend supports sustained demand for professional-grade tools and reinforces Snap-on’s market position.

Goolsbee’s visit reflects the Federal Reserve’s interest in understanding how U.S. manufacturers maintain competitiveness through specialization and domestic production. The Chicago Fed district, which includes parts of the Upper Midwest, contains the nation’s highest concentration of manufacturing, making companies like Snap-on key indicators of regional economic health. By focusing on customization, workforce engagement, and disciplined brand positioning, Snap-on offers a case study in sustaining high-value manufacturing in the U.S. despite global competition.

The company’s strategy—centered on solving specific, on-the-job problems for professionals—demonstrates a pathway to premium pricing and domestic job retention. With 80% of its U.S. sales fulfilled by American-made tools and a production system agile enough to shift models multiple times daily, Snap-on exemplifies the kind of industrial adaptability that policymakers like Goolsbee seek to understand and support.