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United Nations Department of Economic and Social Affairs Sustainable Development

ISAIC Detroit

ISAIC (Industrial Sewing and Innovation Center) (
Philanthropic organization
)
#SDGAction61365
Description
Description

ISAIC is a national nonprofit committed to transforming manufacturing in the textile and apparel industry by emphasizing a human-centered approach to innovation, skilling, and workplace culture. ISAIC is the missing link in the industry’s transformation, providing a real-world validation hub for scalable, waste-free apparel production, bridging brands, technologies and workers to test and speed the adoption of proven profitable new models. Based in Detroit, globally connected. 24 local industry and community partners 30 national clients, licensees and partners 11 industrial sewing training licensees nationwide 9 innovation pilots launched We equip innovators and manufacturers with the confidence to adopt and implement new technologies that will transform traditional practices and enhance operations efficiency and sustainability on a global scale. We are the ONLY organization in the nation that iteratively tests, validates, and trains new technology under one roof to accelerate industry transformation and widespread adoption. Our focus areas are: Innovation: De-risking new and advanced technologies to speed adoption Skilling: Educating on introductory and innovative skills to support industry growth Workplace culture: Support with culture building to advance manufacturing, aligning incentives, and give workers a stake in the organization’s success. We also have an Employee Business Unit (EBU) program at ISAIC that runs revenue-generating production lines for various clients. It advances ISAIC’s mission by providing a paid opportunity for employees to learn business fundamentals, enabling them to actively contribute to increased efficiency and productivity at ISAIC and to deepen their own business acumen. The EBU is designed to be flexible and benefit as many people as possible without creating any additional risk for employees. 

Arrangements for Capacity-Building and Technology Transfer

We also have an Employee Business Unit (EBU) program at ISAIC that runs revenue-generating production lines for various clients. It advances ISAIC’s mission by providing a paid opportunity for employees to learn business fundamentals, enabling them to actively contribute to increased efficiency and productivity at ISAIC and to deepen their own business acumen. The EBU is designed to be flexible and benefit as many people as possible without creating any additional risk for employees.

Coordination mechanisms

ISAIC initiatives are governed through a structured leadership model that combines executive oversight with department-level expertise. With a staff of 25 across production, innovation, training, and skilling, ISAIC ensures initiatives are strategically aligned, operationally sound, and responsive to industry needs. ISAIC is supported through a Board of Directors that advises the organization’s overall strategic direction. Overall governance is led by Jen Guarino, President, CEO, and Co-Founder, who sets organizational vision, strategic priorities, and long-term direction. A nationally recognized leader in advanced manufacturing, Guarino provides executive oversight to ensure ISAIC initiatives advance responsible supply chains, workforce development, and industry transformation. Lionel Vargas Cruz, VP of Manufacturing and Innovation, oversees the execution and scalability of initiatives, ensuring new technologies and skills are practical, adoptable, and ready for industry-wide implementation. His leadership ensures programs meet operational standards and support real-world manufacturing applications. Ellie Schneider, Director of Programming and Strategy, oversees program design, delivery, and evaluation. She leads strategic planning, manages ISAIC’s skilling programs and Employee Business Unit, and oversees partnerships with national and global collaborators to ensure initiatives align with ISAIC’s mission and strategic goals. Jenna Foley, Director of Finance and Control, leads the organization’s financial strategy, overseeing budgeting, reporting, compliance, and grant management. She establishes financial targets and supervises all audit and internal control processes to ensure compliance with financial laws and guidelines. As a strategic partner to leadership, she guides financial sustainability and supports efficient, effective operations. Together, this leadership team provides clear governance, accountability, and cross-functional coordination to guide ISAIC initiatives from strategy through implementation and impact. 

Evaluation

ISAIC measures impact through a comprehensive, data-driven annual report that evaluates outcomes across all areas of the organization. Key metrics include total training hours delivered, sewing course graduates, job placement rates, innovation pilots launched, and the number of skilling licensees and clients. Impact is also measured through engagement with ISAIC’s Employee Business Unit (EBU) members, partners, and funders, as well as total financial investment in new technology and innovation. Together, these quantitative measures ensure accountability and track progress toward workforce development, industry transformation, and sustainable manufacturing goals.

Partners

Carhartt, Gilbert Family Foundation, William Davidson Foundation, Community Catalyst, EGLE, Autodesk Foundation, M&M Fisher, W.K. Kellogg Foundation, Ford Philanthropy, General Motors, Walters Family Foundation, DTE Foundation, Community Foundation, Huntington, Juki, JP Morgan Chase, New Economy Initiative, Comerica Charitable Foundation, Valade Family Foundation, Michigan Central, Airtex, Citizens for Humanity, Goodwill Industries International, Create Me, Tukatech, CGS, ProdSmart

Goal 9

Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation

Goal 9

9.1

Develop quality, reliable, sustainable and resilient infrastructure, including regional and transborder infrastructure, to support economic development and human well-being, with a focus on affordable and equitable access for all
9.1.1

Proportion of the rural population who live within 2 km of an all-season road

9.1.2

Passenger and freight volumes, by mode of transport

9.2

Promote inclusive and sustainable industrialization and, by 2030, significantly raise industry’s share of employment and gross domestic product, in line with national circumstances, and double its share in least developed countries

9.2.1

Manufacturing value added as a proportion of GDP and per capita

9.2.2

Manufacturing employment as a proportion of total employment

9.3

Increase the access of small-scale industrial and other enterprises, in particular in developing countries, to financial services, including affordable credit, and their integration into value chains and markets
9.3.1

Proportion of small-scale industries in total industry value added, based on (a) international classification and (b) national classifications

9.3.2

Proportion of small-scale industries with a loan or line of credit

9.4

By 2030, upgrade infrastructure and retrofit industries to make them sustainable, with increased resource-use efficiency and greater adoption of clean and environmentally sound technologies and industrial processes, with all countries taking action in accordance with their respective capabilities

9.4.1

CO2 emission per unit of value added

9.5

Enhance scientific research, upgrade the technological capabilities of industrial sectors in all countries, in particular developing countries, including, by 2030, encouraging innovation and substantially increasing the number of research and development workers per 1 million people and public and private research and development spending
9.5.1

Research and development expenditure as a proportion of GDP

9.5.2

Researchers (in full-time equivalent) per million inhabitants

9.a

Facilitate sustainable and resilient infrastructure development in developing countries through enhanced financial, technological and technical support to African countries, least developed countries, landlocked developing countries and small island developing States
9.a.1

Total official international support (official development assistance plus other official flows) to infrastructure

9.b

Support domestic technology development, research and innovation in developing countries, including by ensuring a conducive policy environment for, inter alia, industrial diversification and value addition to commodities
9.b.1

Proportion of medium and high-tech industry value added in total value added

9.c

Significantly increase access to information and communications technology and strive to provide universal and affordable access to the Internet in least developed countries by 2020

9.c.1

Proportion of population covered by a mobile network, by technology

Goal 12

Ensure sustainable consumption and production patterns

Goal 12

12.1

Implement the 10-Year Framework of Programmes on Sustainable Consumption and Production Patterns, all countries taking action, with developed countries taking the lead, taking into account the development and capabilities of developing countries

12.1.1

Number of countries developing, adopting or implementing policy instruments aimed at supporting the shift to sustainable consumption and production

12.2

By 2030, achieve the sustainable management and efficient use of natural resources

12.2.1

Material footprint, material footprint per capita, and material footprint per GDP

12.2.2

Domestic material consumption, domestic material consumption per capita, and domestic material consumption per GDP

12.3

By 2030, halve per capita global food waste at the retail and consumer levels and reduce food losses along production and supply chains, including post-harvest losses

12.3.1

(a) Food loss index and (b) food waste index

12.4

By 2020, achieve the environmentally sound management of chemicals and all wastes throughout their life cycle, in accordance with agreed international frameworks, and significantly reduce their release to air, water and soil in order to minimize their adverse impacts on human health and the environment

12.4.1
Number of parties to international multilateral environmental agreements on hazardous waste, and other chemicals that meet their commitments and obligations in transmitting information as required by each relevant agreement
12.4.2

(a) Hazardous waste generated per capita; and (b) proportion of hazardous waste treated, by type of treatment

12.5

By 2030, substantially reduce waste generation through prevention, reduction, recycling and reuse

12.5.1

National recycling rate, tons of material recycled

12.6

Encourage companies, especially large and transnational companies, to adopt sustainable practices and to integrate sustainability information into their reporting cycle

12.6.1
Number of companies publishing sustainability reports

12.7

Promote public procurement practices that are sustainable, in accordance with national policies and priorities

12.7.1

Number of countries implementing sustainable public procurement policies and action plans

12.8

By 2030, ensure that people everywhere have the relevant information and awareness for sustainable development and lifestyles in harmony with nature

12.8.1

Extent to which (i) global citizenship education and (ii) education for sustainable development are mainstreamed in (a) national education policies; (b) curricula; (c) teacher education; and (d) student assessment

12.a

Support developing countries to strengthen their scientific and technological capacity to move towards more sustainable patterns of consumption and production

12.a.1

Installed renewable energy-generating capacity in developing and developed countries (in watts per capita)

12.b

Develop and implement tools to monitor sustainable development impacts for sustainable tourism that creates jobs and promotes local culture and products

12.b.1

Implementation of standard accounting tools to monitor the economic and environmental aspects of tourism sustainability

12.c

Rationalize inefficient fossil-fuel subsidies that encourage wasteful consumption by removing market distortions, in accordance with national circumstances, including by restructuring taxation and phasing out those harmful subsidies, where they exist, to reflect their environmental impacts, taking fully into account the specific needs and conditions of developing countries and minimizing the possible adverse impacts on their development in a manner that protects the poor and the affected communities

12.c.1

Amount of fossil-fuel subsidies (production and consumption) per unit of GDP

2025/2026 Strategic Plan Roadmap

EBU Case Study

A18 Case Study

Staff / Technical expertise
ISAIC initiatives are governed through a structured leadership model that combines executive oversight with department-level expertise. With a staff of 25 across production, innovation, training, and skilling, ISAIC ensures initiatives are strategically a
In-kind contribution
ISAIC has received in-kind contributions from Carhartt, Autodesk, and Tukatech.
Financing (in USD)
ISAIC receives financial support through various partners and sponsors. These range from community organizations in human services, education, and politics to employers across the manufacturing spectrum. In the year 2025 ISAIC raised $2,227,021 $1,240,20
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Action Network
Conscious Fashion and Lifestyle Network
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Timeline
30 March 2026 (start date)
31 March 2030 (date of completion)
Entity
N/A
SDGs
9 12
Region
  1. North America
Geographical coverage
Detroit, USA
Other beneficiaries

ISAIC initiatives benefit both people and the planet. ISAIC employees and Employee Business Unit (EBU) members gain hands-on experience with advanced technologies, continuous skill development, and opportunities to contribute to innovative, real-world manufacturing solutions. Industry partners gain the expertise, tools, and confidence to adopt new technologies that improve efficiency, reduce waste, and support more sustainable, human-centered manufacturing practices. Alumni and program participants build in-demand skills, access advanced equipment, and strengthen career pathways across the apparel and textile industry. Community members, including jobseekers, entrepreneurs, designers, and artists, benefit from access to training, technical assistance, and innovation resources that elevate people while advancing practices that are better for both people and the planet.

More information
Countries
United States of America
United States of America
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