Former ABCorp Executive Launches GBI Group as 3D Printing Manufacturing Partner

A New Kind of Service Bureau

Neil Glazebrook has spent his entire career in manufacturing. He started in machining operations, moved into CAD/CAM sales, held a Product Management role at Cimquest, and most recently led the growth of ABCorp's 3D printing division from scratch into a 15-person operation growing over 100% year-over-year. In June 2026, he launched GBI Group, a new manufacturing service based in Massachusetts that combines CNC machining with both polymer and metal additive manufacturing.

The pitch is simple enough: most companies do not need another vendor selling machine time. They need a partner who can evaluate whether a given application actually benefits from additive manufacturing before committing to a specific process. Glazebrook calls it evaluating the application first and the manufacturing process second.

In-House Equipment

GBI Group currently runs Hurco CNC machines and Xact Metal LPBF systems in-house. The metal materials list includes Corrax, 400 series steels, M300 tool steel, 17-4 PH stainless steel, 316L stainless steel, and cobalt chrome. On the polymer side, the company plans to offer TPU, ABS, PETG, PLA, and carbon fiber-filled materials.

Glazebrook wants GBI to produce parts, not just run machines. The company plans to work with customers on design-for-additive-manufacturing, mass reduction, cost optimization, and scaling from prototype to production. GBI is ITAR-registered and is working toward AS9100 and ISO 9001 certifications.

Target Markets

GBI Group is focusing on defense, medical, industrial, and aerospace customers. Those sectors share a common challenge: qualifying a new manufacturing process takes time, and the people doing the qualifying face real career risk if something goes wrong. That risk-averse culture is the main barrier slowing additive adoption, according to Glazebrook.

His answer is to act as the de-risking layer between a customer's engineering team and a new manufacturing technology. Instead of handing a customer a file format checklist and waiting for perfect inputs, GBI plans to help iterate from concept through production. That means the customer does not have to master DfAM before engaging.

Why It Matters

The additive manufacturing industry has spent years selling printers. The next phase, if it arrives, is about selling outcomes: lighter brackets, consolidated assemblies, shorter supply chains. Service bureaus with strong conventional manufacturing backgrounds are well placed to bridge that gap. They understand tolerances, inspection, and qualification in ways that pure-play AM shops sometimes do not.

Glazebrook's background spans both sides of that equation. His experience at Cimquest covered conventional manufacturing. His time at ABCorp covered scaling an additive business. GBI Group is an attempt to combine those skill sets into a single offering.

Whether GBI succeeds at that depends partly on execution and partly on whether enough customers are ready to treat additive as a mainstream option rather than a last resort. Six straight quarters of market growth suggest the appetite is growing. GBI Group is trying to make sure its share of that growth is not limited by the customers who still do not know where to start.