In an industry where change comes slowly and old habits die hard, Nick Grant is moving fast. As CEO of InTest Corporation, a niche test and process technology company founded in the 1980s, Grant has reimagined its scale, culture, and ambitions—transforming it from a modest player into a growing global force with eyes on doubling its business again by the end of the decade.

“I came in during the pandemic, in August 2020, right in the thick of global uncertainty,” Grant says. “And from day one, the focus was on setting a clear, professionalized vision for growth—one that could actually scale.” What emerged was Vision 2030, a roadmap built on five core pillars that now underpin every major decision in the company: Global & Market Expansion, Innovation & Differentiation, Strategic Acquisitions & Partnerships, Service & Support, and Talent & Culture.

Each of these points may sound like typical corporate jargon. But under Grant, they’ve become operational doctrine. The company has already more than doubled in size over the past five years, grown its geographic footprint significantly, and executed a series of targeted acquisitions that have expanded its reach into fast-growth sectors like EV battery testing and automotive electronics.

“The work we’ve done since 2020 isn’t just a flash in the pan—it’s about building a sustainable machine,” Grant says.

Global Goals

For years, InTest’s footprint was primarily U.S.-centric, with some activity in Europe. Asia remained a largely underpenetrated market—something Grant was quick to address. The company recently launched a new Center of Excellence in Penang, Malaysia, which now serves as an engineering, procurement, customer service, and soon, manufacturing hub.

“We looked at where our customers are, where the gaps were, and where we could grow,” Grant says. “Malaysia ticked every box.” The facility began taking shape in late 2023 and was largely operational by mid-2024. It gives InTest not just proximity to customers in the region, but also the infrastructure to go after competitive accounts that were previously out of reach.

Crucially, it’s not a one-off. “We’re building this out over the next year or two, and then we’ll identify the next region for expansion,” he says. The goal is to replicate this model: enter high-growth markets with boots on the ground, local engineering talent, and faster turnaround for customers.

Innovation That Moves Markets

When Grant first stepped in, he found teams running on a reactive loop—designing bespoke solutions for individual customers based on ad hoc requests. “It was a job-shop mentality,” he says. “Customer says jump, we say how high. But that doesn’t scale.”

He pushed the company toward a more market-driven innovation process: building product roadmaps informed by customer pain points, industry trends, and the potential to scale across sectors. “We started thinking in terms of platforms—products that could be reused, reconfigured, and applied across multiple industries,” Grant explains. “And the results speak for themselves. We’ve released more new products in the past four years than in the prior decade.”

That innovation has opened doors to new verticals: industrial automation, defense applications, and especially automotive. And while InTest works with customers who are often less open to change, Grant believes that’s actually a strength. “When they adopt your product, it sticks. The follow-on business is real. You just have to prove you can deliver.”

Strategic M&A with Surgical Intent

Some CEOs treat acquisitions like trophies. Grant treats them like catalysts. “M&A is a passion of mine,” he says. “But we don’t chase logos. We go after strategic fits—companies that align with our culture, bring technology we can scale, and are ready for that next level.”

Under his leadership, InTest has made a series of surgical acquisitions—each one designed to either open up a new market or reinforce a strategic position. The Alfamation deal gave the company a stronghold in automotive testing, from onboard computing systems to infotainment and lighting. The Acculogic acquisition expanded its footprint into EV battery testing and circuit board validation, pushing the company into drone, military, and even medical device segments.

“These were private, lifestyle businesses that had grown to a certain point and plateaued,” Grant says. “We’re now giving them capital, structure, and a global platform to grow beyond what they thought was possible.”

Building the Forever Customer

A key concept in Grant’s model is what he calls the “forever customer”—a relationship that starts well before the sale and continues long after installation. That requires not just a good product, but a seamless process: from pre-sales engineering to post-sales support.

“We want the customer experience to be effortless,” he says. “That’s how you build trust. That’s how you win follow-on business. That’s how you stop competing purely on price.”

To do that, InTest has invested heavily in strengthening its service infrastructure across geographies. The Penang facility, for example, will allow regional customers to access support without waiting on U.S. time zones or shipping logistics. “The closer we are to our customers, the more competitive we become,” Grant says.

Culture as an Engine

Perhaps the most radical shift has been internal. “The company had been public since 1997, but it still operated like a family business,” Grant says. “We had to professionalize the culture—make it performance-driven, results-focused, accountable.”

That meant a near-total overhaul of the executive team. “Everyone on my staff today joined after I did,” he says. “Now we’ve got alignment. And alignment is what drives outcomes.”

The cultural reboot also extended globally. As InTest expands into Asia and elsewhere, the focus is on hiring local talent who not only align with corporate values, but who can challenge legacy assumptions. “You’ve got to be humble enough to know that good ideas come from everywhere,” he says. “We don’t have all the answers in New Jersey.”

Embracing the Inevitable: AI

Like every technology company today, InTest is exploring how artificial intelligence will shape its future. Grant is candid: “We’re still early, but the potential is massive.”

The company’s test solutions generate mountains of data. With AI, that data can be turned into insight—helping customers diagnose failures faster, identify patterns, and optimize performance. “We’re building in AI capabilities to make our products smarter and more predictive,” he says.

But it’s not just product-side. AI will also help compress product development cycles, improve simulation accuracy, and reduce time to market. “We’re treating AI as an enabler across the board,” Grant says. “It’s going to touch everything.”

Beyond 2030

While Vision 2030 remains the guiding document, Grant is already looking past it. “2030 is just our next five-year checkpoint,” he says. “What we’re building is a company that can keep growing long after that.”

That means continued investment in talent, products, and partnerships. It means evolving how InTest serves both its industrial and technology customers. And it means staying nimble—especially as global supply chains, labor markets, and geopolitical landscapes continue to shift.

“We’ve already proven we can weather the storm,” Grant says, referencing the COVID-era disruption, the supply chain chaos that followed, and the global inflationary pressures many of his peers are still navigating. “Now it’s about building resilience into everything we do.”

Staying Grounded

Despite the high stakes and the rapid pace of transformation, Grant maintains a sense of personal balance—something he’s learned to protect fiercely.

“You’ve got to have a healthy work-life rhythm,” he says. “For me, that means family first. My wife, my kids, and especially my six-year-old granddaughter—they’re the center of everything.”

When he’s not leading strategic acquisitions or opening new global facilities, you might find him on a golf course or playing pickup basketball. “Keeps the mind sharp,” he says, grinning. And yes, in case you’re wondering—he’s team Michael Jordan. “There’s no comparison,” he laughs. “I’m from that era.”

Final Word

In an industry that rarely makes headlines and often moves at glacial speed, InTest is quietly building momentum. Under Nick Grant’s leadership, the company has found its footing and a clear path forward. With a disciplined strategy, a rebuilt culture, and a global vision that’s already taking shape, InTest may not stay under the radar for long.

“We’re not here to make noise,” Grant says. “We’re here to build something that lasts.”