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C-SUITE | 2025 AWARDS HARTFORDBUSINESS.COM | SEPTEMBER 8, 2025 B7 Lou Auletta CEO BAUER Size of organization: $36M Employees: 110 Education: Master's degree in management, Rensselaer L ou Auletta is CEO and principal owner of Bauer, a global leader in aircraft component test equipment. As the company's visionary, he drives overall strategy, business development and key industry partnerships. Under his leadership, Bauer has expanded its international presence and earned recog- nition for innovation and customer support. Auletta brings decades of experience in aerospace manufacturing and is deeply committed to advancing test technology and delivering exceptional value to customers worldwide. What have been your biggest professional accomplishments over the past year? I'm especially proud of leading the creation and adoption of Bauer's new purpose: Inspiring Customer Love, which now guides our culture and strategy. I was honored to be named the U.S. Small Business Administra- tion's National Exporter of the Year, recogniz- ing our global reach and impact. Bauer also achieved double-digit sales growth, reflecting strong execution and customer demand. To support continued growth, I led a senior leadership reorganiza- tion, establishing the roles of vice president and general manager and chief people officer to strengthen our foundation, elevate our people and position the company for long-term success. In what ways are you involved in the community? I actively serve as chairman of the board of Bristol Hospital and hold board positions with the University of Hartford's College of Engineering, Technology, and Architecture; Tunxis Foundation; and CCSU's Department of Engineering, supporting health care, education and workforce development in the community. On The Job Guiding business principle: Take care of our customers. Best way to keep your competitive edge: Continuous learning and fostering a high-per- formance culture. Best business decision: Buying the company back 10 years after my dad sold it. Worst business decision: Involving a part- ner when I acquired the business, but then I bought him out. Biggest missed opportunity: Taking longer than I should have to raise our business growth and performance expectations to take the company to the next level. Goal yet to be achieved: Achieving $100 million revenue/20%+ EBITDA. Personal touch in your office: Large format photo of Nantucket harbor. Personal Side Residence: Farmington Favorite way to relax: Nantucket outdoors Hobbies: Cooking, golf, reading and learning Last vacation: Mallorca and Bordeaux Favorite movie: "Caddyshack" WINNER CATEGORY | CEO, MEDIUM COMPANY, 76-199 EMPLOYEES James E. Shmerling President & CEO CONNECTICUT CHILDREN'S MEDICAL CENTER Size of Organization: $750M net revenue Education: Doctorate in healthcare administration and policy, Medical University of South Carolina J ames E. Shmerling is the president and CEO at Connecticut Children's, a nationally recognized leader for driving innova- tion in pediatrics and pediatric research. For over four decades, Shmerling has served in management roles in children's hospitals, devoting his career to advocating for children and healthy communities. In his capacity as CEO, Shmerling is responsible for overseeing the medical center, the physician practice group (Connecticut Children's Specialty Group), its foundation, and its home care company (All Pointe). e health system operates in over 40 sites of service throughout the state of Connecticut, eastern Massachusetts and western New York. What have been the biggest professional accomplishments in your career? Over the course of the last 45 years in children's hospitals, I have had the privilege of overseeing the construction of two children's hospitals, the first at Vanderbilt University (Monroe Carrell Chil- dren's Hospital at Vanderbilt University) and the second in Colorado (Colorado Children's). Both of these institutions were built to expand access to state-of- the-art children's hospitals affiliated with strong academic medical centers that advance discovery and innovation, benefiting chil- dren's health and healing. In addition, I have served in leadership roles in national boards and committees related to children's health, including the Children's Hospital Association and the American Hospital Association's Maternal and Child Health Council. I am even more pleased that six children's hospital executives across the country have worked with and for me in various capac- ities, leading to their current leadership roles. It is the legacy I am most proud of. In what ways are you involved in the community? Over the last 10 years, while serving as the CEO of Connecticut Children's, I have engaged in a number of community leadership roles. I served as a board member on the Hartford Board of Educa- tion and currently serve on the board of the United Way of Central and Northeastern Connecticut. On the Job Guiding business principle: 'If you don't know where you are going, you might end up somewhere else,' Yogi Bera. Best way to keep your competitive edge: 'If a window of opportu- nity appears, don't pull down the shade,' Tom Peters. Best business decision: Hiring executives much smarter than me, six of whom are now leading children's hospitals across the country. Worst business decision: Deciding to retire early at the age of 71. Biggest missed opportunity: Not retiring in 2024. Goal yet to be achieved: Attending and graduating from law school. Personal touch in your office: Photos of my 10 grandchildren, which consume most of my shelf space. Personal Side Place of residence: Hartford Favorite way to relax: Reading "alternative literature," i.e., fiction. Hobbies: Travel and photography Last vacation: London, Liverpool, and a cross-country tour through Scotland. Favorite movie: "Fiddler on the Roof " e car you drive: Lexus RX450 H Currently reading: "Deadly Bonds," by L.J. Sellers Favorite cause: Childhood literacy; Imagination Library Second choice career: M&A law practice