The $5 Million Question: Can American Tactical-Gear Manufacturing Still Work?

Award-winning entrepreneur Anton Mironenko replied, “yes,” recounting how he built 945 Industries from a garage into a profitable Atlanta operation, while competitors opted for offshore production. He used KPI-driven methodology from TechnoLog, achieving 3000% growth with 30% net profit margins, and shares a precise approach to processing 35,000 orders yearly that executives can apply across various scenarios and industries. 

American tactical-gear manufacturers face a choice that seems binary: offshore production to compete on cost, or watch margins evaporate trying to produce domestically. Industry conventional wisdom says U.S. labor and material costs make profitable manufacturing impossible. Anton Mironenko, co-founder of 945 Industries, built his entire business model on proving that wisdom wrong—and the numbers suggest he succeeded.

Starting in a garage without investors or departments in 2023, he co-founded and conceptually developed 945 Industries, shaping its strategy and innovation framework for U.S. manufacturing. While competitors moved operations overseas, 945 Industries achieved 30% net profit margins under his strategic framework—triple typical manufacturing returns—by applying the same systems-thinking methodology that previously helped scale TechnoLog—an international logistics operator working with European and Asian supply chains—by over 3000%. His framework combines laser-cutting technology, digital patterning, custom ERP systems, and KPI-driven operations, measuring on-time delivery, error rates, and repeat purchase behavior. Results validate the approach: 35,000 orders annually at $120 average ticket, 30% customer return rate within twelve months, and 150 affiliate partners. In 2025, Cases&Faces International Business Congress recognized this methodology with their Innovator of the Year award.

His transition from Moscow-based business development roles spanning sales and logistics, to international supply chain strategy involving European and Asian markets, and later to U.S. manufacturing, demonstrates how system-level thinking translates across industries and geographies. As U.S. manufacturing added 12.6 million jobs by late 2024, according to St. Louis Fed data, the conversation shifted from whether to reshore to how to make domestic production profitable. Anton’s tactical-gear startup answers that question through systems rather than slogans.

Anton, 945 Industries stands as a new model for effective U.S. manufacturing, but few realize how improvised its origins were. Before the processes and patents, a more modest beginning existed: a garage, a stubborn idea, and a nonexistent product. Now, take us down memory lane. What made you start, and how did it evolve from nothing? 

Everything began in a garage—no investors, no departments, not even the assurance of continuity. Just an idea and a firm belief that when no solution exists, you must find one. On the one hand, my partner handled the engineering. On the other, I focused on the concept and messaging: how to transform a technical object into something people would desire.

In the U.S., guns form part of the culture, but good concealed-carry designs often fail to strike the right balance between ease, purpose, and looks. So, I wanted to change that by creating something that felt natural to use and respectable to wear.

In hindsight, I appreciate those nights of experimentation. Each challenge pushed us to think more deeply, create better designs, and strengthen our belief. That shaped our DNA: toughness through constant improvement. 945 Industries wasn’t born perfect; we built it one determined step at a time.

Perfect! You climbed the ladder from hands-on jobs in Moscow to big-picture roles in Europe to co-founding a factory in the U.S. How did your past jobs help you achieve that? 

I started out in sales, operations, and logistics in Russia, where I watched strong products fail simply because the systems around them were weak. Later, as a Business Development Director at TechnoLog LLC, working with international supply chains involving European and Asian partners, I led business growth that increased turnover by more than 30 times through KPI-driven management, automation, and structured operational processes. When we later started 945 Industries in Atlanta, I applied the same systems-based approach to help architect the operational framework and coordinate key partnerships, contributing to the development of a self-sustaining U.S. manufacturing model. This background in international logistics and finance shaped my ability to view production as an integrated system rather than a collection of isolated functions, enabling data-driven decision-making, contingency planning, and scalable operational control, even under supplier disruptions and operational constraints

Many in the tactical-gear sector depend on offshore production and low cost, but you chose the opposite. Why did you do that, and how has that given 945 Industries its edge? 

Outsourcing exposes you to risks. For example, you lose control over materials, quality, logistics, and new ideas. At 945 Industries, we did just the opposite: we moved production back to the U.S., and then added digital systems, namely laser-cutting, textile-printing, digital patterning, and a custom ERP system connecting raw material to online orders. This two-pronged approach gives us flexibility, accountability, and responsiveness. Now, we can change product designs based on real customer feedback within days, not weeks. We also have control over quality and can respond to supply issues quickly. For leaders in any field, the lesson is simple: having your own chain and data is not a luxury; it’s a key strategy.

Looking back at your time with TechnoLog, you dealt with two economic slumps and immense growth. What lessons helped you turn 945 Industries into a multimillion-dollar business, and what performance metrics show that legacy? 

Hard times test your systems. At TechnoLog, we didn’t just grow fast; we built discipline. We kept track of everything, used machines where we could, and set up structures to handle shocks. This way of thinking is the backbone of 945 Industries now. We monitor on-time delivery, error rates, and how often people buy again—the same precision I used in logistics. Now, about 30% of our buyers come back within a year. This number counts because it shows the whole system works, not just the product. Growth comes from good planning, not chance.

Interesting how 945 Industries has evolved! Now, can you point to a key decision or product line that changed things for your company, and how you used it to get even bigger? 

The company I co-founded reached a key milestone when it began producing both concealed-carry bags and holsters domestically. Many firms separate bags and holsters, get holsters from other countries, and bring in bags from elsewhere. Contrastingly, we did everything in Atlanta. This lets us link feedback between the accessory and the main product, streamline packaging, shipping, and marketing as one, and update designs faster. When that line took off, with about 35,000 orders a year at an average ticket of $120, with 30% of buyers coming back, we grew our affiliate network and content strategy. This move proved our all-in-one, U.S.-based production and digital-control approach worked and prepared us to grow even more.

Your approaches, from KPI-based logistics to integrated production and e-commerce loops, have already influenced the work of other manufacturers. Why do you consider your position as a teacher and influencer in your industry and your ever-expanding online presence? 

I did not want to be an influencer from day one. It just happened. When people start copying your systems, it means that you have established a new standard. At 945 Industries, we developed a complete production, content, sales, and analytics loop, which other companies started to adapt.

I also started a YouTube channel and consulting sessions to help people understand our processes better and why they work.

Nowadays, our audience is not only customers, but entrepreneurs, engineers, and students. They need proof that manufacturing can be creative, data-driven, and profitable at the same time.

No wonder you won the Innovator of the Year award recently. What does this recognition mean to you and your team? 

This award confirms our belief that innovation can mean precision and accountability, not just complexity. It shows that our products are not just of very high standards, but the processes behind them: automation, waste reduction, and measurable output. For our team, it proved that even as a new company, we can compete with global leaders. This kind of recognition motivates us to keep getting better.

Now, what is next for you and 945 Industries? 

We are preparing for the SHOT Show 2026 in Las Vegas, where we will showcase our new patented products. We are also expanding our affiliate base, which is now 150 partners. At the same time, we are exploring sustainable materials for our next generation of gear. My larger objective, however, is to demonstrate that efficiency, transparency, and responsibility can coexist in the manufacturing industry. If we maintain that balance, our company and the industry at large will continue to grow.

Finally, as a successful entrepreneur, what advice would you give to leaders expanding production or operations today, and where do you think the industry is heading next? 

Build your control system before you try to expand. Many founders focus on marketing, campaigns, and visibility. However, if your back-end can’t handle the load, you scale chaos. Your systems should work even when you’re not around.

Looking forward, local production will not just be a branding choice, but highly necessary. Again, digital automation will become crucial for staying competitive. The companies that combine craftsmanship with analytics and flexibility with structure will lead the next wave.