Young talent is something every industry wants to attract. But what about retention? Who are the individuals who’ve chosen our sector, carved a career in it and are current – and likely future – protagonists and even leaders?
OPI set to find out. The ‘results’ were interesting as much as they were encouraging. We have 13 women in our ‘40 under 40’ list, for example, about a third of the total. Secondly, 19 people have spent their entire career so far in the business supplies industry. This bodes well in terms of commitment, acquired knowledge and experience. It also signals a promising future.
FOCUS: JAN/SAN JUGGERNAUT GATHERS PACE
The expected closing of the BradyIFS/ Envoy Solutions deal as announced was a rather vague “in the coming months”. This is probably due to the complicated nature of a transaction involving multiple parties rather than any regulatory concerns – it is highly improbable the merger will be blocked due to competition issues.
As business products resellers from the OP channel delve further into the jan/san sector, it will be interesting to see to what extent they play a part in this consolidation process, either as buyers or sellers. For all the talk of single-source suppliers and the need to diversify, there has been little meaningful cross-fertilisation between the office supplies and jan/san worlds.
16 Focus Mega jan/san merger in the US
18 Special Feature Business leaders of the future: who and where are they?
30 Interview
Pukka Pads’ Alex Bonarius shares his OP journey
34 Category Update An uncertain future for the stamping sector
38 Advertorial S.P. Richards celebrates 20 years of Lorell
40 Category Update A sector in constant motion: mailroom and packaging supplies
44 Advertorial Sustainable synergies at Global Notes by UPM Raflatac
46 Feature OPI Top 100 list of industry personalities –2023 update
50 Preview: OPI Global Forum Chicagoland plays host to an industry must-attend event
52 Preview: Climb of Life 2023 In support of the Institute of Cancer Research
54 Review: City of Hope Gala Dinner Fundraising concludes for the ACCOmplishing Hope campaign
5 Comment
6 News
12 Green Thinking News
14 OPI Small Talk
56 5 minutes with... Lincoln Dix
58 Final Word Brooks Smith
Editor
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Earlier in the year, I talked in this column about embracing equity. It was part of our focus on shining the light on an underrepresented – and too invisible – demographic in our industry: women in senior leadership positions.
Not only was that special feature a joy to put together, but it also seriously boosted my book of contacts and knowledge of these amazing leaders I’m slightly ashamed to admit. And it was a big hit with our readership.
As many of you know, typically in this issue of OPI, we profile executives from our long-running Top 100 list – what the top performers have done over the past year, who’s gone, who’s new, etc. We are not doing that this time – the list is still there (page 48), plus a synopsis of how it’s been shaping up this year, but more can be found on opi.net – just look for the Top 100 icon on our home page.
Instead, we’ve ventured down a different avenue which, we firmly believe, is vitally important to the continued success – survival even – of the business supplies sector. We sought to find those young individuals who will – or have already done so – take on the baton of leadership. These are people who have made it through the early stages of their careers, excelled in their roles and moved on to bigger and better things. They chose (so far) to stay in our industry because they’ve found something in it, like so many of us, that really stuck.
After highlighting our ‘40 under 40’ (page 18), we then zoomed in a bit further, asking one of these individuals – Pukka Pads’ Alex Bonarius – what the magic potion for him is in terms of first picking and then sticking with ‘OP’ (page 30)
Why is it so important to acknowledge and develop new talent? Because, as Brooks Smith so eloquently explains in our Final Word (page 58), they are the people who typically have a different perception of our industry and add another dimension.
You only have to read our updates on the stamping as well as mailroom and packaging categories (pages 34 and 40, respectively) to appreciate the challenges operators are facing.
A new dimension might just be what we need to complement – also important –longevity and experience.
A new dimension might just be what we need to complement [...] longevity and experienceHEIKE DIECKMANN, EDITOR
The Danish Competition and Consumer Authority (DCCA) has confirmed it is still investigating Lyreco’s proposed acquisition of online reseller Lomax.
The transaction was initially announced in August 2022, with the hope it would close in the first quarter of this year. In March, Lyreco said it was hoping for a DCCA decision by the end of June. OPI recontacted the France-based group in August, and it was confirmed the process was still ongoing but in the “final stage”.
However, a notice on the DCCA website reveals that, on 13 September, a second questionnaire was sent to the companies’ customers. This, said the DCCA, was because it had “received new information” about the transaction and was therefore opening a new, shorter investigation related to purchases of office supplies and facilities products.
It’s not clear whether this is a positive development for the merging parties, but it seems likely any decision by the DCCA will not be forthcoming until the end of this year at the earliest.
The deal is intended to strengthen Codex’s office furniture arm, which has already grown 225% since 2019, and has seen a 30% increase in sales this year as companies continue to transition to a hybrid working environment. The reseller currently offers office fit-outs, space design, furniture allocation as well as office supplies, with the takeover set to expand its overall range of products and services.
Xerox has said it is buying back all the stock owned by its largest shareholder, activist investor Carl Icahn. In a press release, the print OEM confirmed it would repurchase all common stock owned by Icahn and his affiliates for $15.48 per share, a total dollar amount of $542 million.
Icahn’s involvement in Xerox – which he once told Fortune was “one of the worst-run companies I ever saw” – will likely be remembered for the role he played in spinning off business process outsourcing division Conduent, scuppering the proposed $6.1 billion acquisition of Xerox by Fujifilm, and the failed attempt to acquire HP Inc.
In April 2018, Icahn told Fujifilm that Xerox was worth $45 a share, calling the Japanese firm’s offer of $28.17 an “insult to long-suffering Xerox shareholders”. Prior to COVID, Xerox’s share price had risen to just under $40, but fell off a cliff in March 2020 and has not recovered since then. Year-to-date, the share price has been averaging around $15.
Five years on, the Fujifilm offer does not look so bad, although, Icahn – with a stake in Xerox of approximately 20% – has pocketed close to $200 million in dividends since then.
Icahn is not the only investor cutting his losses in the print segment. Major HP shareholder Warren Buffett has dumped more than $540 million worth of the company’s shares in the past few weeks.
Paper manufacturer Mondi has announced an agreement to sell its Syktyvkar operations in Russia.
Just over three months after a previous RUB95 billion ($980 million) deal fell through, the vendor has confirmed it has reached an agreement to sell the assets to Sezar Invest for RUB80 billion. The acquiror is a subsidiary of Moscow-based property development company Sezar Group.
The transaction is set to close at the end of December 2023 and will mark the exit of Mondi from the Russian market.
Armor Print Solutions – part of the Armor Group – has announced the acquisition of THS Group, a Germany-based specialist in office automation systems that offers solutions in printing consumables, spare parts and MPS software for photocopiers and printers.
Founded in 1995 as Ingolf Hell, THS (Team Hell and Schulte) was established ten years later following the investment in the business of current CEO Christian Schulte. The group – which includes software arm MHS – has a production plant in Hemer (near Dortmund) and a sales and distribution network throughout Europe.
Announcing the deal, Armor said: “From a print consumables market perspective, the two companies operate in different sales channels and are therefore highly complementary. Armor Print Solutions relies on a network of office products resellers, while THS Group works more extensively with specialist resellers. [...] The combination will strengthen the position of both players in Europe, particularly in Germany and the UK.”
Armor Print Solutions CEO Gerwald van der Gijp estimates there is only a 5% product overlap between the two companies. He also believes THS’s ‘made in Germany’ positioning “fits perfectly with [Armor’s] identity as a quality European manufacturer and supplier”.
The businesses will continue to operate as before, with no changes announced in names, brands, teams or general management. Combined, they employ around 700 staff and generate sales of €90 million ($95 million).
Leading Australian office products organisations GNS Wholesale, Office Brands and Office Choice co-hosted their first-ever joint trade show, OPIx 2023, in Melbourne in early September.
OPIx has been running for several years, but this is the first time that both leading dealer groups – Office Brands and Office Choice – have taken part. It also included members of buying group ASA-Australia and leading newsagents. As a result, Office Choice called the development “ground-breaking,” adding: “It was an unprecedented gathering of innovators, trendsetters and decision-makers.”
Long-standing ExaClair Managing Director Mark Daisley has announced his retirement, effective 31 January 2024. Daisley has been with the business (formerly Tollit & Harvey) for over 30 years. He became Managing Director in 2010, two years after it had been acquired by Exacompta Clairefontaine and rebranded to ExaClair. Succeeding him is none other than Chris Exner, currently Chief Commercial Officer at OPI, who will join ExaClair on 1 December. The following two months will then be spent on transitioning the leadership.
Wulff Beltton, the direct business of Wulff in Sweden, has been bought by the person who set up the company 30 years ago.
Veijo Ågerfalk – along with his daughter and son – have acquired the entire share capital of the Wulff Beltton AB entity in Sweden as well as its business in Norway. Ågerfalk already had significant minority stakes in each business: 25% in Sweden and 20% in Norway.
Ågerfalk himself has taken on the CEO role. Daughter Ewelina is in charge of the commercial and purchasing functions, while son Adam oversees new product categories and the online strategy. The transaction closed on 1 September and has resulted in a rebranding of the business to simply Beltton.
It had been on the cards for a while and the US Federal Trade Commission (FTC) finally confirmed it has filed a lawsuit against Amazon.com.
The FTC – along with 17 supporting states – filed a complaint with the District Court Western District of Washington (WA) on 26 September. It alleges that the online retail and technology company is a “monopolist that uses a set of interlocking anticompetitive and unfair strategies to illegally maintain its monopoly power”.
“By stifling competition on price, product selection, quality, and by preventing its current or future rivals from attracting a critical mass of shoppers and sellers, Amazon ensures that no current or future rival can threaten its dominance,” said the FTC in a press release.
It continued: “Amazon’s illegal, exclusionary conduct makes it impossible for competitors to gain a foothold. With its amassed power [...] Amazon extracts enormous monopoly rents from everyone within its reach.”
Specific tactics the FTC accuses Amazon of include:
• Anti-discounting measures that punish sellers and deter other online retailers from offering prices lower than Amazon, keeping prices higher across the internet.
• Conditioning sellers’ ability to obtain Prime eligibility for their products – a virtual necessity for doing business on Amazon – on sellers using Amazon’s costly fulfilment service, which has made it substantially more expensive for sellers to also offer their products on other platforms.
• Degrading the customer experience by replacing relevant, organic search results with paid advertisements – and increasing junk ads that worsen search quality and
frustrate both shoppers seeking products and sellers who are promised a return on their advertising purchase.
• Biasing search results to preference Amazon’s own products over ones Amazon knows are of better quality.
• Charging costly fees to sellers that currently have no choice but to rely on Amazon to stay in business. These fees range from a monthly fee sellers must pay for each item sold, to advertising fees that have become virtually necessary for sellers to do business.
The FTC and its state partners are seeking a permanent injunction in federal court that would “prohibit Amazon from engaging in its unlawful conduct and pry loose Amazon’s monopolistic control to restore competition”.
Amazon was quick to hit back at the lawsuit. In a response posted online, its General Counsel David Zapolsky accused the FTC of a “fundamental misunderstanding of retail”. He further stated that the e-tailer’s “innovations and customer-centric focus have benefited American consumers through low prices and increased competition”.
Ninestar has filed a lawsuit with a US federal court in an attempt to overturn a ban on importing products into the country.
In June, the Department of Homeland Security (DHS) added Ninestar and several of its Zhuhai-based subsidiaries to the Uyghur Forced Labor Prevention Act (UFLPA) entity list. This made it illegal to import goods into the US made by or sourced from these companies.
After saying it would assess the potential impact of the ban, Ninestar has now confirmed it is taking legal action. Referring to the “irreparable harm” caused by the ban, it is suing the DHS and other related parties before the US Court of International Trade, claiming their actions are unlawful. Importantly, Ninestar has also filed a motion with the same court requesting a preliminary injunction on the company’s inclusion on the UFLPA list.
In a Chinese stock market filing, Ninestar said the DHS ban was not only harming its business and reputation in the US, but also on a global basis.
Acme United has made an opportunistic acquisition in its hugely successful first aid category. The vendor has paid around $1 million for “selected assets” of Canadian company Hawktree Solutions, a supplier of first aid and survival kits, medical supplies and training that was placed into receivership in July.
One of the main assets Acme has purchased is an exclusive licence for first aid, safety and survival products with the Canadian Red Cross. The acquired business will be operated from Acme’s facilities in Laval, Canada.
US dealer group Independent Suppliers Group (ISG) has announced its new President and CEO, who will take over from the retiring Mike Gentile.
James Rodgers joined ISG at the beginning of October. He spent the past four years ascending from Director of Sales and Operations to VP of Supplier Development at Network Distribution, one of the jan/san industry’s largest buying groups.
Jan/san, incidentally, is the fastest-growing adjacent market for ISG members. No stranger to the OP channel either, Rodgers previously held various marketing, sales and sales leadership positions during his ten-year tenure with Essendant.
Shortly after the CEO announcement, ISG promoted EVP Charles Forman to the position of COO, also effective from October. In his expanded responsibilities, Forman will oversee the EPIC Business Essentials programme and its cooperative contracts.
Over the next few months, Gentile will be working closely with both Rodgers and Forman to help facilitate a smooth leadership transition.
The BOSS Federation has elected its first-ever female Chair to succeed the outgoing Simon Drakeford. YPO Finance Director – and former Office Friendly Managing Director – Julie Hawley will take over from Drakeford following the organisation’s AGM in mid-October.
Hawley, who joined YPO in 2021, has more than 30 years of experience in the business products industry.
Former ACCO World – now ACCO Brands – Vice Chairman Desmond ‘Dez’ LaPlace passed away on 23 September at the age of 91, OPI has learned.
Dez was a driving force behind the international expansion of ACCO from the 1970s to the 1990s, working alongside the likes of Doug Chapman. He retired in 1996.
OPI extends its heartfelt condolences to Dez’s family and friends.
HP Inc’s Stephanie Dismore has moved to the UK to take on the role of Managing Director, Northwest Europe, at the tech giant. She held the same title in the North American market for the previous four years. Dismore will be replaced in the US by Anneliese Olson.
Stora Enso has appointed Hans Sohlström as CEO, succeeding Annica Bresky. Sohlström previously spent 20 years in leadership positions at UPM.
Mondi has promoted Bernhard Cantzler to Sales and Marketing Director of its Uncoated Fine Paper (UFP) division. Cantzler has been with the group for 18 years, most recently as Head of Marketing and Innovation at UFP.
OptiGroup has named Henrik Hjalmarsson as its new CEO, succeeding Sören Gaardboe. Until Hjalmarsson assumes office in March 2024, CFO Thomas Eriksson will be interim CEO.
Avitor UK names CEO
Avitor Distribution has appointed Suzanne Tiernan as CEO of its UK subsidiary. Tiernan joins from tech accessories supplier Neomounts.
Durable has reorganised the management team at its France subsidiary. Former Key Account Manager Delphine Cléron is now Commercial Director, reporting directly to CEO Rolf Schifferens. Vincent Blanchard, Operations Director of Durable France since 2022, has left the company.
Workspace furniture vendor
Royal Ahrend has promoted Rolf Vurspuij to the CEO role, effective 1 December 2023. Currently CFO/COO, Vurspuij will succeed Eugène Sterken.
187,000 SKUs stocked by Japanese reseller Askul
Staples Inc CEO John Lederer has been awarded the Order of Canada. He was recognised for his leadership in business, and for his philanthropy in support of the community and health sectors.
On average, German employees spend 17% of their working hours at home, according to Munich-based research firm IFO. In the IT and advertising sectors, it’s almost 66%, while the average for white-collar workers in service industries is around 25%.
German online retailer Böttcher has donated €5,000 ($5,326) to the palliative care ward at University Hospital Jena. CEO Udo Böttcher and his team have been active supporters of the Living Also Means Dying charitable association at the hospital for the past ten years.
£276 million
The amount the UK government collected during the first year of the plastic packaging tax
40% Firms using the metaverse and augmented reality by 2027
PICTURE OF THE MONTH
On 19 September, Australian reseller COS brought staff together to celebrate the country’s annual Family Business Day. In a coup for the company, Forbes Australia chose co-CEOs Amie and Belinda Lyone for its 2023 Family Business Day feature.
86%of US workers say that air purification systems are a officemust-have amenity
German working trends revealed
The ability of [AI] to create outcomes in your environment will be determined not by the power of generative AI, but in the data and the predictive AI models behind it
Clover Imaging Group has announced its commitment to convert all its printer cartridge exterior packaging to sustainable material –coated recycled paperboard (CRB) – by the end of 2023.
CRB is fully recyclable and made using 100% post-consumer recycled content. Clover claims the switch will conserve almost 600,000 lbs (272,155 kg) of cardboard annually.
A report by the Port of London Authority, Cross River Partnership and Transport for London (TfL) has detailed the best approach to marine and landside infrastructure in London, UK, to transport more parcels by river and reduce carbon emissions.
The organisations released the report to meet growing demand to reduce the transportation of small goods by road. The aim is to moderate traffic in central London while still providing a sustainable and financially viable delivery solution. Suggestions include utilising existing pier infrastructure and increasing e-cargo bikes on and near Thames-side piers.
The guidance focuses on the general technical and spatial requirements for a light freight service to operate from a typical pier, including recommended access spacings, gradient considerations and water edge safety implications. In addition, it provides advice on the operations side of such a service, including rider training and etiquette.
Lyreco is one of the operators in the business supplies industry that has taken steps to improve river transport. The reseller was involved in the London Light Freight River Trial, which began in February, first to deliver to the Thames bankside area, then around the capital. By taking part in the trial, Lyreco has taken one delivery vehicle off the road.
Adhesive products supplier tesa has begun construction of a photovoltaic system at its Offenburg plant in Germany. The initiative is expected to cover around 25% of the site’s energy requirements by the end of 2024.
Solar panels will be installed at three locations on the factory site, producing a total output of 5,600 kWp (six million kWh/year).
Tesa aims for climate-neutral production by 2030 (Scope 1 and Scope 2). Since 2020, all office and production sites have purchased electricity exclusively from renewable sources.
ODP Business Solutions has published its Diverse Supplier catalogue for 2023, which includes 1,800 products sourced from certified minority-, women-, disabled-, LGBTQ+-, veteran-owned and small businesses.
Additionally, it features around 800 products which also contain eco-attributes or ecolabels. New to the 2023 catalogue is chair mat manufacturer ES Robbins, a certified women-owned business.
Packaging and paper manufacturer Metsä Group has announced plans to boost biodiversity in its mill areas across Europe –starting with a pilot project in Kemi, Finland.
The Kemi location includes a bioproduct mill, currently under construction, and a paperboard mill. The company said the goal is to modify land use on the site and improve the state of nature in industrial environments. Plans include adding around 12 hectares (120,000 sq m) of land to the area while utilising local vegetation to establish open habitats for endangered species to thrive.
The manufacturer said that various measures will be carried out at other locations over the next few years, using the operating models developed in Kemi.
The UK government has outlined bans and restrictions on a range of polluting single-use plastic products which came into force on 1 October. As of that date, no business – including retailers, takeaway outlets, food vendors or parts of the hospitality industry – will be able to sell single-use plastic cutlery, balloon sticks, polystyrene cups or food containers in England.
The ban will not apply to single-use plastic plates, trays and bowls used as packaging in shelf-ready, pre-packaged food. However, these will be included in future plans for an extended producer responsibility scheme which aims to incentivise manufacturers to use less packaging and meet higher recycling targets.
The new regulations were first announced in January and form part of the UK’s intention to eliminate all avoidable plastic waste by 2042. Responses from the public demonstrated support for the ban, with 95% in favour of all prohibitions.
In April 2022, the government introduced a packaging tax, which charges more than £200 ($245) per tonne for plastic packaging manufactured in or imported into the UK that does not contain at least 30% recycled plastic.
The Waste and Resources Action Programme (WRAP), meanwhile, has been working with businesses across the UK since 2018 to eliminate unnecessary and unrecyclable plastic packaging. Since then, 620 million single-use plastic items have been removed from shops.
Head of Material Systems at WRAP, Helen Bird, said of the latest restrictions: “Single-use plastics dominate our world and have even become embedded into the planet itself. This ban is an important moment in tackling the scourge of plastic pollution.”
Further guidance on the ban for businesses can be found at https://www.gov.uk/guidance/single-use-plastics-ban-plates-bowlstrays-containers-cutlery-and-balloon-sticks
The American Forest & Paper Association has reported that 2022 paper recycling rates in the US reached 67.9% – essentially flat versus 2021’s figure of 68%.
It noted that paper and cardboard were some of the most highly recycled materials. In addition, cardboard boxes – or old corrugated containers – were the most recycled packaging material at 93%, a slight increase over the previous year’s rate (91.4%).
The report also said that nearly 50 million tons of used paper had been recycled into sustainable paper products.
Leading Australian independent dealer COS has urged staff to be more engaged with their employers’ philanthropic activities. The call came after a survey revealed 54% of respondents said their companies donate to charity, but almost half (42%) don’t know which causes the monies support.
The reseller also found that two-thirds of staff would like to be included in the decision on where the funds go. Other key findings include:
• Of the surveyed employees whose companies donate to charity, 46% said they believe all organisations should give back.
• 35% added that they like working for a company which supports the community.
• Nearly two-thirds of respondents from firms that are not engaged in charity giving said they wished their organisation was.
Sustainability is not just about using more recycled materials, it’s about reducing excess in non-essential areas, BIC demonstrated at a recent investor conference.
During the Paris event on 11 September, CFO Chad Spooner (pictured) talked about ‘value engineering’ – meaning focusing on what is important for the customer – in the design of BIC’s products. For example, engineers have redesigned the clip of the BIC 4-Colour retractable pen so it requires 10% less plastic in the mould. This equates to reducing plastic consumption by 24 tonnes a year.
Out of the 200 value engineering ideas the BIC teams have presented in the past year, 15 have been approved. These will lead to savings of €7 million ($7.5 million) a year.
Boris Elisman: I’ve been lucky and privileged to determine my own timing; that’s not always the case with CEOs. We began planning and preparing for this with the board a few years ago to make sure there’s a smooth succession and transition.
Why now? As OPI readers can imagine, being a CEO – while it’s a great job – involves a lot of stress, responsibility and travel, and your time is not really your own. I’m now of an age – not too old or young – when I want to spend more time with my wife and family.
The past few years have not been easy with COVID-19 and its after-effects. Clearly, that would not have been a good time for a CEO change. Today, the situation is a bit more stable and I believe the company is in good shape. We certainly have a great person to take over in Tom Tedford so, all things considered, it seemed a perfect time.
The external environment has been very difficult. As an industry, we have gone through a lot of consolidation, particularly in the past ten years; as a supplier, you are always facing pressures because of this. When customers consolidate, they buy less and you have to race to refill that bucket.
I believe this has been much more challenging than in other sectors. There are a lot of firms either no longer in existence or a shadow of their former selves.
Firstly, our product portfolio is very different now compared to when I joined the 14 www.opi.net
I would split what happened during my tenure into ‘hard’ and ‘soft’ changes.
organisation in 2004. Back then, we were predominantly an office products company; you could even say a ‘back office’ products company. By that, I mean a supplier of brands which weren’t particularly well known; they were purchased by buyers as opposed to being demanded by end users.
We went through a fairly radical transition to reposition ourselves towards consumer-centric brands required and bought by customers and supplied by our channel partners. We’re not done with that, but I’m pleased with what we have been able to accomplish. The portfolio is also much more balanced in terms of geography and faster-growing categories.
Financially, we are much stronger and more profitable than we used to be, and we have solid free cash flow generation ability. Even though we are more highly levered today than I would like – based on the PowerA acquisition we made in 2020 – we are definitely on track to get ourselves to the right leverage situation.
On the soft side, I feel our culture has evolved for the better. It’s really based on meritocracy. People enjoy working at ACCO Brands; they have the freedom to do what they want in an environment that is both accountable and respectful.
Nothing is ever perfect. I wish our stock price was ten times higher, but – overall – I’m proud of my time at ACCO Brands.
We went through a fairly radical transition to reposition ourselves towards consumer-centric brands required and bought by customers and supplied by our channel partners
Consolidation in the US janitorial space is accelerating with the tie-up between BradyIFS and Envoy Solutions – by Andy Braithwaite
Many long-standing business products execs will recall the heady days of the 1990s and early 2000s when consolidation in the then-fragmented reseller channel was in full swing. The likes of USOP, Staples, Office Depot, Boise Cascade and Buhrmann were snapping up businesses left, right and centre. While M&A still takes place, the feeding frenzy that shaped our world at the time is long gone. The same cannot be said of the North American jan/san distribution channel, which has increasingly attracted the interest of private equity investors in the past few years.
Leading the charge in terms of the sheer number of deals is Imperial Dade which, as of early October, had made 74 acquisitions since father and son team Bob and Jason Tillis took charge in 2007. More than 60 of those have happened since the combination of Imperial Bag & Paper and Dade Paper in 2017. The vision to create a national supplier was backed by Audax Private Equity and then Bain Capital, with Advent International joining in 2022. But Imperial Dade is far from the only 800-lb gorilla in the room. Two of its rivals, BradyIFS and Envoy Solutions have also been buying up independent resellers at regular intervals. Both BradyIFS and Envoy Solutions are relatively new entities.
In 2019, Kelso & Company acquired Individual FoodService, buying Brady Industries a year later to create BradyIFS. Meanwhile, Envoy Solutions was formed in 2020 when FEMSA (a Mexico-based conglomerate mainly known for its soft drinks bottling operations) purchased regional distributors WAXIE and North American Paper. Now, in a major development, BradyIFS and Envoy Solutions are set to merge to create a $5 billion distribution giant.
Going back to February 2023, FEMSA announced it was exploring ‘strategic alternatives’ for its US-based distribution platform. It said these could include a sale of the company or the “potential addition of new strategic partners”.
At the time, OPI speculated whether a tie-up with Imperial Dade or BradyIFS might be on the cards or if Envoy could be a private equity play in its own right. In fact, it is a combination of these two scenarios that has come to pass.
At the end of August, FEMSA confirmed it had entered into a definitive agreement with
If you look at what it brings to each party, this merger really does make sense
Kelso to combine Envoy and BradyIFS. FEMSA will receive approximately $1.7 billion in cash and retain an ownership stake of 37% in the new entity. The remaining 63% will be owned by Kelso, Brady IFS management, private equity giant Warburg Pincus and the current minority shareholders of Envoy Solutions –although the specific shareholdings of each have not been disclosed.
One person who has a good perspective on this transaction is Mike Rowsey, business products industry veteran and CEO of manufacturer rep group Harbinger International. He suggests the BradyIFS/ Envoy Solutions combination is a logical strategic fit on many levels. “If you look at what it brings to each party, this merger really does make sense,” he notes.
platform model, akin to the Federation strategy at ODP Business Solutions, where local companies have kept their original identities.
This, notes Rowsey, raises questions as to the future of some of the individual brands. WAXIE, for example, is a well-known and respected name on the US West Coast.
An aspect of the transaction Rowsey finds potentially surprising is the continued ownership stake of FEMSA post-closing. One way of looking at it is that FEMSA is more than happy to maintain a shareholding because of the positive returns it has seen since 2020 and the belief there is more value to be unlocked.
That said, the FEMSA Forward strategic plan announced earlier this year underlined a desire to focus on the core businesses of retail, Coca-Cola and digital, not industrial distribution. Perhaps the Mexican group’s asking price was too high and it was obliged to keep a slice of the business?
One area is the complementary product offering. Just as ‘office products’ no longer refer simply to stationery, so the jan/san channel comprises many different categories. In addition to cleaning and hygiene, they now include foodservice disposables, safety, PPE, MRO and packaging – and OP.
Packaging in particular, where we only have to look at the spectacular success of Uline, is a fast-growing adjacency more resellers are looking to enhance. Here, the strong presence of Envoy Solutions will dovetail with BradyIFS’s range in verticals such as foodservice.
Rowsey also points to the ability the enlarged business will have to develop its own brands, source globally and negotiate better pricing with vendors. Then there is the expanded geographic presence across the US, with an estimated 175 combined locations.
Despite some overlap between the firms, he believes there will initially be enough “low-hanging fruit” for the owners to take cost out without disrupting customer relationships. Non-consumer-facing synergies could include a more centralised approach to purchasing and consolidation of some corporate roles.
Tied in with the customer relationship aspects of the merger is the question of branding. Over the past three years, BradyIFS and Envoy Solutions have adopted different approaches to integrating acquisitions. The former has morphed firms into the BradyIFS name while Envoy Solutions has developed more of a
Regardless, FEMSA has confirmed it does not expect to contribute incremental capital to the combined entity going forward. This could be where new investor Warburg Pincus comes in. With more than $83 billion in assets under management, it is a real financial powerhouse which will give the new business the clout to pursue its growth strategy.
Rowsey does not doubt that further acquisitions will follow, but sees a window of opportunity for Imperial Dade, both before the transaction is finalised and for a period post-closing. “There could be some things on the back burner until people understand how this merger will pan out,” he says.
“If I was Imperial Dade, I would be going out there after everyone I can with the pitch: ‘You know who we are, what we do and how we do it. But you have no idea what this transaction is going to look like in the end’.”
How long Imperial’s window will last is not clear. The expected closing of the BradyIFS/ Envoy Solutions deal as announced was a rather vague “in the coming months”. This is probably due to the complicated nature of a transaction involving multiple parties rather than any regulatory concerns – it is highly improbable the merger will be blocked due to competition issues.
As business products resellers from the OP channel delve further into the jan/san sector, it will be interesting to see to what extent they play a part in this consolidation process, either as buyers or sellers. For all the talk of single-source suppliers and the need to diversify, there has been little meaningful cross-fertilisation between the office supplies and jan/san worlds.
If I was Imperial Dade, I would be going out there after everyone I canMike
Rowsey
Young talent is something every industry wants to attract and I don’t think we’re doing too badly in that regard. But what about retention?
A couple of years ago, on the occasion of OPI’s 30th anniversary, we profiled ‘30 under 30’. Some of these individuals are making a reappearance here, which is fantastic, but I also know that quite a few have moved on. Business supplies for them was a stepping stone, not a career.
So who are the people who’ve chosen our industry, carved a career in it and are current –and future – protagonists and even leaders?
Have they stumbled into our space almost by accident – through a university placement or fresh-out-of-school apprenticeship? Or been involved in the family business all their lives? Maybe they’ve moved through the ranks in various channels and companies in our sector; or entered completely from the outside.
The pages that follow show it’s all of the above. A couple of stats piqued my interest and came as a bit of a surprise: we have 13 women in our list, a healthy third of the total. Granted, it could and should be more equal, but it’s certainly a notch up from the 12% in our Top 100 list (page 46)
Second stat: 19 out of these 40 individuals have spent their entire career in the business
supplies industry. It may not necessarily be completely obvious from the entries – there literally wasn’t enough space to highlight everyone in minute detail – but our research and background information suggests this is definitely the case.
Putting this list together has been no mean feat and it wouldn’t be wrong to say it’s been a monumental effort. To start with, not every company wants to put their shining stars into the spotlight, so that was a hurdle to overcome.
Secondly, ‘ageism’ is a real thing and we had to ask some awkward – and not always welcome – questions. We were also quizzed about why the ‘cut off’ at 39 when there are so many amazing people in their forties, serving their companies and doing great things. Well, we don’t call it the Fortune 502 either, if that illustrates the point.
What’s really important to note is that the people highlighted in our list provide just a snapshot of this particular age demographic – they are brilliant at what they do and have the potential to do even more.
There is no doubt this inaugural list is incomplete in many ways and that there are hundreds of others – certainly more than 40 – who deserve a mention. But, I believe, it’s an excellent start and it’s been great getting to know these individuals throughout the process.
In this special feature, OPI gives a snapshot of 40 personalities who are impressing their companies – and our industry – with their work ethic and achievements. It bodes well for the future – by Heike Dieckmann
Cameron Ables is one of three sons of second-generation Ables-Land owner and CEO Gary Ables. He helps run the dealership in Texas, US, with his twin brothers Chris and Cody (who, for ‘age reasons’, aren’t featured more prominently in these pages).
Ables has been working full-time in the company – realistically you always start much earlier in a family business, he admits – for over a decade, straight after full-time education. He is currently in charge of sales in the Office Products division, a role he loves due to the close customer involvement it brings. OP is one of three core competencies at Ables-Land.
While Ables is quick to point out that all-round knowledge of and expertise in all aspects of running the organisation is essential, especially with succession in mind, he adds that a diversified and ‘parallel’ job share with his brothers has been working well so far.
After joining Pilot France’s marketing department as an intern in September 2008, Julien Barabant’s career went on a journey that took him from a number of local and national roles to fully-fledged European responsibilities.
For the first ten years, he worked for the company’s French subsidiary, serving as the Marketing Manager for customers in stationery stores as well as the office equipment, e-commerce and fine-writing channels.
In October 2020, he became Digital & Brand Manager of Pilot Corporation of Europe. His responsibilities include digitising the company’s operations by implementing a range of core solutions – a product information management system, for instance, and B2B ordering platforms. His role also includes harmonising Pilot’s overall brand image.
Before taking over as President in 2019, Daniel Benjamin learned the ropes of the US family business in a number of roles, first as Director of Business Development and then as VP. Over the past nine years at Benjamin Office Supply, he has worked to create a new go-to-market strategy, open new company headquarters and passionately serve customers.
As Benjamin’s second President, his vision for his leadership is to maintain a highly customer-centric dealership – it’s more than just selling pens and paper – fuelled by a strong employee culture. Creating a warm and respectful culture is something Benjamin feels strongly about: “I believe the people who work for Benjamin make it the company it is today and will be tomorrow. My greatest joy is being part of each employee’s journey to see them realising their full potential.”
Alex Bonarius, Global Sales Director, Pukka Pads
Rooted firmly in the business supplies manufacturing community where he’s been for the past eight years, Alex Bonarius has embraced all aspects of our sector wholeheartedly. Sales is his passion, from the first meeting to signing on the dotted line, followed perhaps by a round of golf where he enthusiastically networks with his peers – with sales still in mind!
As highlighted in our interview which immediately follows this list of budding industry leaders (page 30), Bonarius started his OP career at UK vendor Rapesco where his previously learned skills of speaking fluent German stood him in excellent stead to develop the brand in key European markets – Germany being one of them – and beyond.
In his current role as Global Sales Director of fellow British vendor Pukka Pads, he is responsible for all sales channels and markets across the business and its multiple brands.
Gemma Bush, Account Manager, GNS Wholesale Stationers
A 15-year sales expert, Gemma Bush has vast experience across the wholesale, retail and convenience sectors, currently as Account Manager of GNS Wholesale Stationers in Australia. Having joined the organisation in 2014 as a Business Development Representative servicing newsagents, her sales knowledge and training skills helped her territory’s revenue grow consistently across all major seasonal retail promotions.
Five years ago, Bush took on a wider sales remit to also include GNS’ commercial reseller customers. According to company Managing Director Paul Yardley, she has brilliantly adapted to and excelled at everything thrown at her, always going “above and beyond”.
Bush’s latest challenge happened in 2022 when she successfully took on managing GNS’s national multisite retail chain customer Spotlight.
Scott Castle, Head of Campaign Marketing, EVO Group
Scott Castle joined the business supplies space in 2013 as Marketing Manager of VOW Retail. Over the past decade, he’s enjoyed a variety of positions within EVO Group, excelling in all of them. As Product Marketing Manager for VOW Wholesale, for instance, he won the Young Executive of the Year at the 2019 European Office Products Awards (EOPA) while in the same year also scooping the BOSS Emerging Professional of the Year award.
Just over a year ago, Castle was promoted to Head of Campaign Marketing for EVO Group, responsible for managing the product marketing team, building relationships with suppliers, and planning and activating all product marketing activities across EVO’s businesses.
Castle has also displayed a wide-ranging commitment to the industry as a whole. He chaired the BOSS Leaders of the Future Committee between 2020 and 2022, for instance.
Tyler Condry, President, Sundance Office
Tyler Condry grew up with and in Sundance Office and, following graduation, joined the family business as Marketing Director. He has been President since 2021.
Condry has explored a variety of different avenues at Sundance. In 2012, for instance, he launched UrbanGirl – an internet start-up that was focused on the sale of fashionable office products. After struggling to scale the business, he changed tack, using the talent on the team to instead create – very successfully – a custom print and promotional products division, known as Sundance Promos.
In addition to constantly seeking to make the dealership bigger and better, Condry is also deeply involved in community projects. He’s been instrumental in developing Sundance Cares, for example, a programme which gives back to Oklahoma communities.
Kristian Danielson is a Key Account Manager at BIC World. Having started his career working for McCain Foods, he quickly realised account management was the career path for him. He subsequently moved to Henkel and then Comvita in similar account management positions, experiences that allowed him to learn new methods and approaches to succeed.
The opportunity to work at BIC in the UK arose in 2019. As Key Account Manager, he works closely with all the main wholesalers and dealer groups. No two days are the same, Danielson enthuses, saying he might find himself negotiating pricing, delivering sales training, evaluating promotional effectiveness or meeting end users at trade shows. Working collaboratively with a variety of stakeholders is another aspect of the job he enjoys plus – and he’s not the first one to say this – the friendliness of the people in the industry.
James
Among incredibly tough competition, James Day was this year’s EOPA winner in the Young Executive of the Year category. Day joined Durable UK in 2018 and has impressed ever since with his outstanding work ethic and talent for building trust with channel partners.
He began his career at the vendor as Senior National Account Manager, progressed to Head of Commercial and, most recently, Sales & Marketing Director. In his current role, Day has more opportunities to guide the strategic direction of the business as he oversees Durable UK’s complete sales and marketing functions.
He has a clear vision of how Durable can grow with its resellers and has made a real impact at the vendor. He is also a keen advocate of bringing young talent into our sector and has served on the BOSS Leaders of the Future Committee since 2021.
The only ‘joint’ team in our list, husband and wife team Marc Deu Grota and Camila Riveros Jaramillo are Co-owners and CEOs of Spanish reseller Office24. With Deu Grota having grown up in the office supplies industry through family connections, he carried on the tradition when he joined Office24 in 2009; his wife joined him four years later.
Both individuals ascended through the organisation, reaching management level, with Deu Grota being COO and Riveros Jaramillo CMO. In 2021, when the company was close to shutting its doors as a result of the COVID-19 challenges, they had the opportunity to buy Office24 and its partner wholesale company, Distribution of Supplies for Offices (DSO).
The couple worked hard to introduce a wide range of new business ideas, entering the office and school supplies market, and launching various e-commerce projects.
Scott Ellis has been in the business supplies industry for over 15 years. He’s worked at Banner, now part of EVO Group, for all this time, being a core contributor to its success. He was recently asked to join the senior leadership team as Head of Corporate Accounts.
Ellis began his career in 2008 as a Customer Service Advisor in Banner’s government team. Two years later, during the acquisition of Accord, he was instrumental in transitioning accounts between the two organisations. Moving further up the ranks in various roles, he became Sales Manager in 2022.
Ellis credits his success to Banner’s unwavering support – in terms of both personal and professional development. This, coupled with plenty of ambition and an ability to adapt, has served him well so far and, no doubt, will continue to do so in the future.
For almost ten years, Kelly Ennis has been the force behind growing JAM Paper & Envelope’s – now JAM BNC – product sales. She joined the e-commerce focused operator – a subsidiary of Hudson Envelope Corporation – straight out of college in 2013.
In 2021, JAM Paper merged with BIGNAME Commerce, with all of the latter’s office supply channel relationships falling under her remit. She currently manages a team of more than two dozen people as Chief Revenue Officer and is responsible for e-commerce sales.
Ennis has led the development of numerous custom business intelligence reports and interactive dashboards that now drive informed decision-making at all levels of the organisation. These have included the design of a proprietary forecasting algorithm that has proven to be a game changer for efficient inventory management.
Adam Fox, VP of Marketing, S.P. Richards
Currently VP of Marketing at S.P. Richards (SPR), Adam Fox came to the wholesaler with an already distinguished career in marketing through various positions in the foodservice and jan/san industries. When he joined SPR in 2019 as Channel Marketing Manager, he rapidly developed his knowledge of the OP side of the business and was soon identified as a high-potential candidate who could overhaul the company’s marketing activities.
Named Director of Marketing in 2020, he built a creative team that has enabled SPR’s customers to expand into the digital marketing and social media spaces, allowing them to better compete in today’s online world. He was promoted to his current role earlier this year.
Away from SPR, Fox is working alongside industry colleagues on the Emerging Leaders Council at City of Hope.
Beth Freeman, EVP, FSIoffice
EVP of FSIoffice, Beth Freeman is the daughter of company CEO Kim Leazer, following in the giant footsteps of her mother, grandmother and aunt as an emerging female leader in our industry. She has already had a broad impact on the dealership through her efforts in sales, marketing and procurement, while also being the driving force behind comprehensively modernising the family business.
After graduating in 2006, Freeman joined FSI full-time as Corporate Administration and Pricing Specialist, before being promoted to Assistant VP of Sales and then becoming EVP in 2018. Her passion for advancing her own company and the industry she works in – she is also President of the board of directors at AOPD – was recognised when she won the Young Executive of the Year at the North American Office Products Awards (NAOPA) 2019.
John Friedrich, Senior Account Manager, Fellowes Brands
John Friedrich’s journey in the OP industry has been shaped, he says, by the guidance of many remarkable leaders and mentors, who helped make him the manager he is today.
Prior to joining Fellowes Brands in 2020, he honed his skills as a National Account Manager at The HON Company. Using his customer service experience, he helped train team members, while managing a dedicated market and fulfilment channel, solidifying his reputation as a trusted professional within the industry.
Friedrich currently serves as a Senior Account Manager at Fellowes Brands. In this role, he oversees the independent dealer, wholesale and IT channels, as well as key accounts. An active member of industry organisations, he contributes to the BSA Executive Board, the AOPD Business Partner Advisory Board, and the City of Hope Emerging Leaders Council.
Lindsay Gibbons, VP of Supply Chain, S.P. Richards
Lindsay Gibbons joined S.P. Richards (SPR) as Customer Supply Chain Director in 2018. A year on, she became Senior Director, with a further promotion in 2020 to VP of Supply Chain.
Gibbons brings to the SPR table not only an Ivy League undergraduate degree, but also two Masters’ degrees. She balances that impressive educational background with a personal, caring touch that allows her to build a strong team.
With an immaculate record of driving operational excellence and achieving substantial cost savings for the wholesaler, Gibbons’ strong focus on inventory management, demand planning and supplier relationships has meant her team consistently exceeds SPR’s expectations. Her colleagues also specifically highlight her outstanding leadership and resourcefulness – in supply chain terms – during the intensely difficult COVID-19 period.
Christopher Götz, Director of Marketing & E-Commerce, Avery Zweckform
Christopher Götz was appointed Director of Marketing & E-Commerce at Avery Zweckform in Germany earlier this year, another step up the ladder in his 14-year career at the manufacturer which he began as an industrial placement during his university studies.
Götz’s knowledge and expertise is comprehensive and has been accumulated during years of learning his craft, from product management and trade marketing to business development and digital know-how. Most recently, his remit has been to set up and expand Avery’s presence in the e-commerce channel.
A thorough appreciation of where customers are and how they want to buy has been key to Götz’s success. Indeed, technologically savvy and forward-thinking is how he is described by his peers – both in his own market of Germany, but also by his colleagues globally.
Elizabeth Hawver, VP Wholesale & Office Distribution, Essity
As VP of Essity’s Wholesale and Office Distribution team, Elizabeth Hawver is in charge of the strategy and execution of the company’s growth plans in this channel.
She leads a seasoned team of over 30 sales and marketing professionals and is responsible for some of the company’s key strategic distribution partners, while focused on driving sales for the Tork brand of professional hygiene products.
Hawver began her career at Essity in 2009 as a Strategic Analyst. Her talent was quickly recognised and resulted in rapid career progression, culminating in her becoming the youngest director in the company. Since then, she has demonstrated continued success with roles across finance, global strategic planning, competitive intelligence and commercial sales leadership.
Emily Hiner, Shopper Marketing Leader Office Channel, 3M
Emily Hiner is currently 3M’s Shopper Marketing Leader responsible for account-specific activations within the office, grocery and craft channels. She began her consumer career in 2011 where she gained valuable knowledge in sales, analytics and shopper marketing. Although she has worked in multiple channels over the years, Hiner argues that the office channel has been the most remarkable experience for her due to the people and also the important work the industry does in the community.
Hiner is a proud member of the Emerging Leaders Council for City of Hope, again an opportunity that wouldn’t have been possible outside the office channel. In terms of her priorities, Hiner wants to continue to stay close to the customer and loves building 3M solutions for the end user based on insights.
Jean-Francois Houle, National Customer Service Director, Novexco
Jean-Francois Houle was appointed National Customer Service Director for Novexco’s three sales channels – wholesale, Hamster commercial customers and Hamster dealers – in 2019. He has worked in a variety of roles at the Canadian operator for the past 11 years.
Houle’s current position involves working with a team of 40 customer service representatives, meeting the needs of Novexco’s 65,000 customers. He implemented ‘The One Call Resolution’ that allowed his team to resolve all types of customer requests on the first call. Another example of Houle’s commitment to building positive relationships is his presence on the Novexco Customer Experience Committee which focuses on “delighting” more people every time they contact the operator. Novexco CEO Denis Mathieu credits Houle with being a key player in the organisation, regularly maintaining above 95% in customer retention figures.
Jordan Hoxie, Commercial Account Manager, Beatties (Staples Professional Canada)
Some people are born into this industry and Jordan Hoxie is an excellent example of this. Hoxie is part of family business Beatties which dates back to 1860 (but, incidentally, was bought by Staples Professional Canada in August in another big-box dealer buyout).
Over the past 16 years, he’s been on a steady progression course, dipping his toes into many parts of the business, including warehousing and logistics, purchasing and retail. Commercial Account Manager for the past ten years, he oversees Beatties’ sales in south-western Ontario. In this role – and still operating in a separate entity from Staples –Hoxie assists clients in managing and optimising their procurement spend.
On a wider industry scale, Hoxie has been serving on the board of the Canadian Office Products Association for the past two years.
Hunter Jordan, Director of Sales, Herald Office Solutions
This and the next entry are further proof of just how important family-run dealerships are in our industry, especially in North America. Hunter Jordan, a Young Executive of the Year NAOPA winner in 2021, needs little introduction. Son of company owner and President Thomas Jordan and brother of Myers (below), his skill set firmly lies in sales.
Starting straight after college in the furniture segment of the company where he worked on government contracts, Jordan quickly progressed to run the whole Interiors division, posting record revenue increases. This has since been further extended to include the Business Products and Office Equipment verticals. Since 2020, he’s held the title of Director of Sales. Jordan previously served on the Furniture Purchasing Committee for Independent Suppliers Group and is currently Chairman of its NEXT Committee.
Like his brother, Myers Jordan took a deep dive into the business supplies space from an early age, working at Herald Office Solutions after completing his first degree – and then during his Master’s in Business Administration studies which he completed at the University of South Carolina in 2016.
A can-do attitude, bags of enthusiasm and a willingness to learn have sent Jordan up the company ladder in a relatively short time. His specific product knowledge revolves around the breakroom and jan/san categories which he’s been hugely successful in moving forward for Herald.
He has combined his dealer-specific knowledge with a keen interest in getting immersed in the broader industry, serving on a wide range of committees and forums.
Falko Köhler won the Young Executive of the Year accolade at the 2022 EOPA and it’s easy to see why. His current position is Director of Business Innovation & Development (and Marketing & E-Commerce) at Lyreco Germany. This is another step up from his previous position of Director Customer Experience which changed in 2021 when Lyreco acquired parts of Staples Solutions’ European businesses.
Köhler, who joined the reseller in 2016, has steadily moved up through the ranks and brings with him an infectious and determined enthusiasm to, quite simply, enhance the customer experience. His job, he says, gives him the opportunity to add sustainable value to the entire business, while moving Lyreco from its transactional product and service offerings to becoming a true partner. There’s no doubt that his last promotion wasn’t the final one.
Alicia Kolbus,
Alicia Kolbus is an almost rare example of a young successful professional in the US side of our industry who is not related to the owners of her business. She initially worked in San Francisco pursuing a career in art institutions but, deciding to move to be closer to her family, found a position at Stinson’s through a job fair ten years ago.
Starting in sales, she quickly developed interests in analytics and marketing – areas where a full-time position didn’t really exist at the time. However, as Kolbus explains: “It was Stinson’s willingness and encouragement to let me pursue my interests and acquire new skills that really enticed me to stay. Together, we created a department focused on data analytics.”
In her current role as Analytics Specialist, she develops new marketing initiatives, while managing contracts and pricing programmes to support the sales and purchasing teams.
Margaux Lefaucheux has been a part of the AF International team for over a decade. Her journey started as Major Account Coordinator before being promoted to Key Account Manager. In 2021, she was named European Account Manager, followed by AF Brand Manager in 2022.
In this latest role, Lefaucheux embodies the image of AF International, presenting it enthusiastically in everything she does – within the company and in all external interactions, both in the OP industry and the wider B2C market.
After ten years, Lefaucheux eagerly anticipates further opportunities to contribute to AF International’s growth. Her dedication to the vendor, she explains, is rooted in its “dedication to excellence” which she shares a passion for.
With a background in retail, Rachael Lewis hasn’t been in our industry for that long, but she’s excelled in everything she’s done so far and is certainly one to watch in the future.
Lewis started as Head of Commercial Finance and Pricing for Spicers in 2019, before becoming the Head of Pricing and Margin for OT Group. After 18 months in this position, she was promoted to Sales Operations Director at the beginning of last year, where she now works closely with the group’s experienced sales team to drive growth and margin optimisation.
A crucial part of her role is to work alongside other departments on business-critical projects, all to ensure the group maximises the customer experience.
With her natural leadership ability, Lewis is also keen to develop young talent in our sector. She became Co-Chair of the BOSS Leaders of the Future Committee in 2022.
HB Macey, President, Perry Office Plus
HB Macey is another ‘40 under 40’ candidate who has learned the trade from the ground up. He started his career at Perry Office Plus in 2011 as a delivery driver and warehouse worker before becoming a sales rep. Here, he earned the respect of his peers due to his hard work, plus his dedication to the company and the wider industry. He became Sales Manager in 2014; since then sales have grown over 100%, with significant expansion particularly in the dealer’s jan/san category.
Macey was named President in 2021, adding a laundry/warewash and floor equipment division during the same year. In 2022, together with his wife Lynnsay, he purchased the family business from his retiring parents. He is part of the Independent Suppliers Group NEXT Committee and won last year’s NAOPA Young Executive of the Year accolade.
Jake Mages, VP of Sales, Guernsey
Jake Mages turned 16 the day his father – who recently retired from the US dealership after 26 years – called to offer him a job working in the warehouse. During these high school years, holidays were spent at the main distribution centre serving as receiving clerk, picking and packing orders, and occasionally filling in as a route driver.
After graduating, Mages took a job in outside sales, apprenticing in Guernsey’s largest contract account. He’s since held positions in category and mid-level sales management, before achieving his current position of VP of Sales.
He says: “No two days are the same and I love that. One day I may be working on a project for a school, the next I could be in an office demonstrating a high-end bean-to-cup coffee machine. I love problem-solving and coming up with creative solutions.”
Andrew McKenna, Marketing Director, ACCO Brands Australia & New Zealand
Andrew Kenna has been with ACCO Brands Australia for about 13 years, in roles of ever-increasing responsibility – from Junior Product Manager over Senior Brand Manager to his current position of Marketing Director.
McKenna, according to his peers, has the skill to combine creative thinking with the commercial discipline required in his present role which he’s held for the past two years. An outstanding work ethic, great management style and an ability to generate a positive culture are other character traits associated with him.
Working for an organisation like ACCO, which has seen so many changes, has been, in McKenna’s words “fantastic”. “From innovation across multiple product portfolios to the way we communicate with our consumers, it’s great to work in an industry so adaptive to change.”
Jiří Novotný joined Czech Republic-based OFFICEO in 2014 – then still under Office Depot Europe ownership – quickly climbing the career ladder to his current position as Head of Contract Sales which he assumed in 2021. He is well known in his organisation and beyond for his hard work, dedication and eagerness to succeed.
Parent company PBS Holding, which bought the Czech and Slovakian subsidiaries of Office Depot Europe in 2019, recognised Novotný’s potential early on, placing him on its high potential training programme which is designed to prepare those with key skills and talent for future leadership roles.
Novotný was also instrumental in the company‘s rebranding process – from Office Depot to OFFICEO – and the merger with PBS Holding’s Büroprofi.
Rasmus Olsen has spent the majority of his career at Danish reseller Lomax – 15 years so far. He began working in the technology products department while still being a student. After completion of his formal education, he began working as a Product Manager, in charge of office supplies, packaging and creative products – a portfolio of more than 10,000 SKUs.
In addition to this role, Olsen is also the Team Lead of Lomax’s online product specialists, which create all the content visible on the e-commerce websites in Denmark and Sweden.
He has long been involved in industry organisation KONPA and earlier this year was elected as a board member. He clearly loves what he does: “I’m constantly challenged in my job, but feel that the decisions I make and the development I help create directly contribute to driving the company forward. That’s a good place to be.”
When Jérôme Perhaut joined Fellowes Brands in 2015, he was an intern with a Master’s degree from the EM Normandy International Business School. He had previously worked at Henkel, Staedtler and Deflecto and, in fact, had been “raised” in the business supplies industry as his father had managed Staedtler France. It was certainly enough to make him want to stay in our space and give it a go. And this he did very successfully.
During his internship, Perhaut’s first responsibility was to participate in the commercial development of its air purification range in 2015. By 2017, he was an Account Manager and three years later he was promoted to Key Account Manager. He’s now responsible for the Amazon and Bureau Vallée accounts while also coordinating sales rep activities for the vendor’s expansive product portfolio in the OP, office furniture and IT categories.
Having grown up in the family business, Andy Richter began his career at a young age working in the warehouse. In his high school days, he moved on to deliveries, before then taking on a sales role during college summer holidays. Following graduation, he was initially employed as an admissions counsellor at his alma mater, before taking the decision to move back to Pennsylvania and work for Richter Total Office full-time.
His initial role was Sales Manager before being promoted to VP in 2017 and subsequently President in 2022. His current job is hugely diverse: he oversees the sales team and customer service department; handles equipment sales; monitors vendor relationships and manages key accounts. Despite these all-encompassing tasks, Richter wouldn’t have it any other way and is grateful for the opportunity to be part of the family business.
Claudia Roberti, Trade Marketing & Supply Chain Control Specialist, Avery
With a degree in management engineering, Italian Claudia Roberti began her professional career as an intern at Avery. In that role, she had the opportunity to learn and gain experience in different departments at the manufacturer – customer service, marketing and supply chain perspectives, for instance.
Roberti is currently Trade Marketing & Supply Chain Control Specialist for Avery in Italy from where she liaises with customers in both Italy and Spain, and links sales needs to marketing objectives. She is regarded as a highly intelligent multi-tasker who, coupled with her excellent communication skills, is widely billed as a business leader of the future.
And she relishes the challenge: “My job gives me the chance to combine processes and data analysis with creative and strategic solutions. And who doesn’t love stationery?”
Oliver Rowles, Customer Services Manager, Prima Software UK & Ireland
Software companies don’t often get a shout-out for individual achievement and excellence.
Oliver Rowles at Prima Software very much deserves one, however. He joined the firm in 2014 as an 18-year-old apprentice. Since then, he has worked his way up to become UK & Ireland Customer Services Manager, reporting directly to the board.
Over the past nine years and embracing ongoing training and professional development, Rowles has developed a rich understanding of the logistics and strategies of commercial stationers and the office products supply chain in general.
Rowles is responsible for eight agents as part of the customer services team. His department not only troubleshoots users’ software issues, but also seeks to enhance their system usage through coaching and consultation.
Having worked in the education and defence sectors prior to joining the office products industry six years ago, Sam Rylands is currently Head of Marketing at Durable UK – a position she has held since 2022.
As an experienced marketing leader, change manager and team builder, her primary role is to bring Durable’s wide range of workplace solutions to the UK market. In addition, she is a key contributor to leading change within both the business and the wider industry. This, she finds, is one of the most challenging and rewarding parts of her job.
Rylands admits that prior to joining Durable, she didn’t know much about our sector, but quickly realised it was undergoing rapid transformation to meet new customer demands. Plenty of opportunity to implement ideas – exactly what she intends to do.
As the Director of Sales & Marketing at Innovative Office Solutions, Bridget Smith has become a charismatic influencer who thrives on connecting people, ideas and resources to create maximum productivity.
Smith – married to Max Smith (profiled below), son of company CEO Brooks Smith and the late Jennifer Smith – brings contagious energy to any dynamic environment and leads teams with a forward-thinking approach. Her passion extends beyond the business realm and into philanthropic endeavours, among them the InSports Foundation which encourages and helps children to participate in sports. She has also been involved with Essendant’s Young Professionals Group for several years.
Smith is currently on maternity leave, having had her third child recently.
Max Smith, Account Executive, Innovative Office Solutions
Max Smith grew up in our industry and is part of the third generation of the Innovative Office Solutions family business.
Starting with an internship back in 2010, Smith has over the past 13 years become one of Innovative’s top account executives. He thrives in a sales environment where he can use his in-depth knowledge of cross-category solutions to uncover client pain points and ultimately make them more successful.
Smith, along with his wife Bridget, has also long been involved in philanthropic community efforts. Indeed, in 2013, while at Concordia College, he founded the InSports Foundation, a non-profit organisation that has since impacted many thousands of underprivileged children throughout the Midwest by providing free camps and financial assistance.
Alex Stone has shot through the ranks at Office Friendly over the past decade, from a junior marketeer to his current role as Sales Director. He first experienced the UK dealer group during his industrial placement as part of his degree before joining full-time in 2013.
Over the next few years, he took every opportunity he could to learn and enhance his skills, transitioning into a business development role for the north-east of England. He steadily took on more responsibilities, with his remit always expanding to cover wider regional areas, plus several key accounts. He was promoted to Head of Sales before starting his current directorship role this year.
And now he can’t imagine not being in our industry. “I’ve naturally gravitated to a position where I can collaborate and work with fantastic individuals and create real value,” he says.
Cameron Ables, Sales Manager Office Products, Ables-Land
Julien Barabant, Digital & Brand Manager, Pilot Corporation of Europe
Daniel Benjamin, President, Benjamin Office Supply
Alex Bonarius, Global Sales Director, Pukka Pads
Gemma Bush, Account Manager, GNS Wholesale Stationers
Scott Castle, Head of Campaign Marketing, EVO Group
Tyler Condry, President, Sundance Office
Kristian Danielson, Key Account Manager, BIC World
James Day, Sales & Marketing Director, Durable UK
Marc Deu Grota & Camila Riveros Jaramillo, Co-owners & CEOs, Office24
Scott Ellis, Head of Corporate Accounts, Banner (EVO Group)
Kelly Ennis, Chief Revenue Officer, JAM BNC
Adam Fox, VP of Marketing, S.P. Richards
Beth Freeman, EVP, FSIoffice
John Friedrich, Senior Account Manager, Fellowes Brands
Lindsay Gibbons, VP of Supply Chain, S.P. Richards
Christopher Götz, Director of Marketing & E-commerce, Avery Zweckform
Elizabeth Hawver, VP Wholesale & Office Distribution, Essity
Emily Hiner, Shopper Marketing Leader Office Channel, 3M
Jean-Francois Houle, National Customer Service Director, Novexco
Jordan Hoxie, Commercial Account Manager, Beatties (Staples Professional Canada)
Hunter Jordan, Director of Sales, Herald Office Solutions
Myers Jordan, Team Member, Herald Office Solutions
Falko Köhler, Director of Business Innovation & Development, Lyreco Germany
Alicia Kolbus, Analytics Specialist, Stinson’s
Margaux Lefaucheux, European Brand Manager, AF International
Rachael Lewis, Sales Operations Director, OT Group
HB Macey, President, Perry Office Plus
Jake Mages, VP of Sales, Guernsey
Andrew McKenna, Marketing Director, ACCO Brands Australia & New Zealand
Jiří Novotný, Head of Contract Sales, OFFICEO
Rasmus Olsen, Product Manager & Team Lead, Lomax
Jérôme Perhaut, Key Account Manager, Fellowes Brands
Andy Richter, President, Richter Total Office
Claudia Roberti, Trade Marketing & Supply Chain Control Specialist, Avery
Oliver Rowles, Customer Services Manager, Prima Software UK & Ireland
Sam Rylands, Head of Marketing, Durable UK
Bridget Smith, Director of Sales & Marketing, Innovative Office Solutions
Max Smith, Account Executive, Innovative Office Solutions
Alex Stone, Sales Director, Office Friendly
Alex Bonarius came onto the business supplies scene almost a decade ago. As one of OPI’s ‘40 under 40’ (page 18), he shares his insight of a young person’s journey through the industry
When Brit Alex Bonarius moved to Germany in 2010, he began learning skills that would help him a few years later when joining the business supplies industry.
He began his OP career at UK vendor Rapesco Office Products where he progressed to Sales Director. Earlier this year, he was appointed Global Sales Director at another UK manufacturer – Pukka Pads.
Speaking to OPI’s Kate Davies, the knowledgeable, yet humble, Bonarius embodies what first attracted him to the industry – the affable spirit of collaboration.
OPI: Your career so far has put you on our sector’s ‘ones to watch’ list. Can you share with our readership your career path?
Alex Bonarius: Prior to my current position at Pukka Pads, I had worked for Rapesco Office Products since 2016. That’s essentially my industry-related experience, but it was my previous life choices that really assisted with my career progression.
My wife is a German national so, having spent some time in the UK together, we moved to Germany. While I was there, I became fluent in German and worked for different companies, including four years at Rittal – a large German manufacturer in export sales and operations. It was an invaluable insight into how the German corporate world ticks.
Not long after we moved back to the UK in 2015, I was contacted by Rapesco. The vendor was looking for someone to drive its export business in Europe. With Germany being a clear target market for growth, Rapesco wanted someone who spoke the language. I had the basic sales acumen, some operational experience and, crucially, I knew the language.
OPI: What did you make of our industry?
AB: I was lucky as I went to the OPI Partnership event within my first six months. As a new starter, to suddenly be surrounded by the great and the good of the European business supplies landscape was
As a new starter, to suddenly be surrounded by the great and the good of the European business supplies landscape was unforgettableAlex Bonarius
unforgettable. The collaborative approach at the meetings surprised me and I remember thinking: “If this sets the tone for my career in business supplies, it’s a good place to be.”
One highlight was having the late Tim Holmes put his arm around me. He said something like: “Alex, be yourself. People will accept you as you are. Don’t try and impress anyone, do your thing and you’ll be absolutely fine.” Individuals like him – and there are plenty with this kind of welcoming attitude – made it easy to start out.
People still do business with people and this industry is massively relationship driven. It does a great job of bringing individuals together to build these relationships. Whether that’s through global OPI events or more local groups such as the BOSS Federation, the BOSS Business Supplies Charity or The Society of Old Friends.
OPI: Are there any other experiences that helped you progress?
AB: For me, the main thing was having a good level of responsibility from day one.
Opportunities are out there. Sometimes life is about timing, but it’s also about positioning yourself to be the obvious choice and capitalising on offers. People move around a lot in this space, which makes room to come up through the ranks. I’ve certainly benefitted from this.
OPI: Could more be done to attract – and retain – young people?
AB: We probably need more young people-orientated activities – focus groups, development schemes, etc. The period between your mid-to-late 20s through to your late 40s are the prime years of your career, so there should be plenty of initiatives to get involved in.
The Society of Old Friends in the UK that I’ve just mentioned, for example, is a great set-up for gatherings and networking. A similar group
for a younger demographic is something that would be great and I’m certainly giving that some thought.
OPI: Would this help more people stay and climb the ladder?
AB: Anything you can do to keep engagement consistent means more people will stay. All channels and their various players have a responsibility to drive this engagement for the overall health of the industry moving forward.
A sector that has a good attitude towards supporting people up the ladder will create opportunities to do exactly that. I admit some businesses can devote more time to mentoring employees than others. That’s just the way it is, and it always will be. But if you start every day planning to make something happen, it will naturally create more opportunities to advance in the industry.
OPI: Have there been any major obstacles you had to overcome?
AB: Not particularly. A lot of it is about making sure you’re always pushing yourself and not just accepting the status quo. If you want to learn, whether it’s within the company you work for or through external programmes like the BOSS Leaders of the Future, you can do it. Just go for it.
OPI: How can we entice more newcomers into our sector?
AB: There are some basic – and perhaps fairly obvious – perks in my opinion: flexible working hours, a casual dress code and putting a pool table in the breakroom. These are all nice to have, but beyond all the ‘fluff’, the real answer
Sometimes life is about timing, but it’s also about positioning yourself to be the obvious choice
is something more fundamental surrounding the culture of the workplace and how we can really make a difference.
Being inclusive in every sense of the word should be the bread and butter of appealing to people. Part of this involves helping young people understand the bigger picture of the business they’re in – not just things pertinent to their role. If employers do this, they are going to encourage an inclusive atmosphere.
OPI: It would be long term too I guess. The novelty of some of these basic perks you mention will soon wear off, but the benefits of complete engagement are permanent.
AB: 100%. In my experience, a little can go a long way when it comes to making a team feel valued – work should be a place where people want to give their all and stay.
There’s also an onus on young people. It’s not just about what the industry needs to do for them, but also what these individuals can do for our sector. The younger generation changes jobs – even industries – more frequently than, say, people in their 40s.
You need to be in a job, or a sector, for at least three years to start realising your full potential. It’s important to recognise that it’s up to them to persevere – too much change is unlikely to provide the answer.
wider industry can get behind the product development that manufacturers have been investing in.
I think resellers are open to this, but it’s how we pull it together on a broader scale and in an organised fashion. If we don’t do this properly, we will all be treading water at best and going backwards at worst.
OPI: Final question. How do you see the industry shaping up in the next few years?
AB: Its evolution has already been accelerated as a result of COVID and it’s a massively resilient industry full of talented people. I’ve no doubt it will maintain its stature, although nobody can afford to stand still.
OPI: Is there anything you really don’t like in our space?
AB: Printed catalogues. There are a few major resellers that are making a change, but the industry still revolves around it far too much.
I would also love to see more UK manufacturing. Pukka has opened my eyes to what can be achieved in the UK, but it’s not easy so we need to recognise what we have available on our own shores.
On the whole theme of progress, there needs to be more thought given to how the
It seems like there’s a good wave of young people coming through now, but we can’t be complacent. We need to keep pushing forward and appeal to more talent in the future. We’re all trying to innovate and have to make sure that we’re taking new starters with us on the journey.
As regards the wider picture, I predict some interesting years ahead. I can see things like market consolidation, evolution away from traditional models and the fight for a share of the e-commerce market developing further.
Overall, I think the future is really bright – for the business supplies space as well as for young people within that space.
Do…
• Be like a sponge and absorb the best of what’s around you.
• Network. It’s a friendly, welcoming and accepting industry. Take advantage of it and talk to everyone. Find people who will get behind you, recognise your potential and give you the chance to show it.
• Understand the industry you’re operating in on a wider scale. It’s
useful and enjoyable to investigate other markets across the world.
• Think about your future and start developing the skills you will eventually need for it.
Don’t…
• Assume. Pick up the phone and learn what the customer really wants to save yourself a lot of pain and heartache down the line.
• Accept ‘no’ for an answer.
You never know whether your competitor is going after business harder than you are.
• Be scared of making mistakes. I’m still asking stupid questions today. If you don’t understand something, five other people are confused as well, so you’ll help everyone by asking for clarification.
• Stifle the natural enthusiasm of a young person.
• Forget there is a lot to learn.
Being inclusive in every sense of the word should be the bread and butter of appealing to peopleAlex Bonarius celebrating a hole-in-one; enjoying a family holiday in Italy
As a result of high inflation hitting Europe hard, new markets have come into focus, reassuring leaders in the stamping sector about the future – by Kate Davies
While the stamping category had been making a strong return post-COVID, the events of the past year pushed the light at the end of the tunnel further back.
Following Russia’s invasion of Ukraine in early 2022, inflation reached multi-decade highs across the world. It has recently started to show signs of easing, but the latest figures for some of the largest economies and biggest markets in the stamping space still make for a worrying read. When OPI went to press, inflation rates stood at 6.8%, 6.2% and 6% in the UK, Germany and Australia, respectively.
Franz Ratzenberger, Managing Director at Austria-based COLOP, admits that the vendor has certainly felt the strain of endless obstructions to growth. He states: “The stamping business has been affected by recent developments, in the same way the office supplies industry has as a whole. Inflation resulting in price hikes for production materials, energy and more have made the past year a very challenging one.”
Europe has felt the effects of the latest pushbacks the strongest, he adds, a sentiment Roland Rier, CEO of fellow stamp manufacturer Trodat, fully concurs with. He notes: “Rising prices, interest rates and unstable geopolitical conditions are clouding the economic outlook in Europe. We are struggling with extremely high inflation in key
markets such as Germany and France as well as our headquarters based in Austria.”
Other geographies have had a more encouraging year, according to Rier: “Things are going well in the US, Mexico and in India.” Success in these regions has meant Trodat closed FY2022 with a “new record turnover” while, in the current year, it is “almost on track to meet the budget”.
COLOP is pleased with its progress in the US as well. It’s the manufacturer’s largest market, and establishing its own sales subsidiary near Chicago, Illinois, in December 2022 has only strengthened this presence. “The outlook for this important market is very promising. It’s made a good name for itself and has an efficient and strong team,” says Ratzenberger.
Elsewhere in the country, J.P. Cooke VP Jim Cooke also reports excellent growth – 20% – as a result of smaller rubber stamp manufacturers retiring or going out of business. But he points to other challenges too: “Staffing is a constant challenge. Being located in the Midwest, with very low unemployment rates, means we have to find creative ways to bring new team members on board,” he says.
Rising
and unstable
are clouding the economic outlook in EuropeFranz Ratzenberger
To stem the stream of obstacles, organisations have implemented a range of strategies. Taiwan-based Shiny, for instance, has made changes at its manufacturing site. As Deputy Executive Manager Jimmy Chen says: “We have taken action against the latest hurdles by increasing raw material stock levels and adding a new, semi-automated assembly line to improve productivity. Efficiency and yield are constant areas of focus for us.”
Product development is also in the pipeline. Chen adds: “We are working on new concepts and hope to share the results soon. In the meantime, we are fine-tuning our existing product line for even higher quality.”
of the most traditional sectors, stamping will likely feel the pressures most acutely.
Sales of hand stamps have been decreasing for years and the future of some items looks uncertain, to say the least. That said, Ratzenberger believes paper – and therefore traditional stamps – will continue to be used intensively. And, he adds, there is a silver lining to digitisation. “Digital innovation means plenty of potential for growth as well as the replacement of inferior products.”
It’s a double-edged sword. Trodat’s Rier too refers to a decrease in demand, but highlights opportunities to grow in new markets and develop different sales approaches. Additionally, he recognises an increasing shift to online marketplaces.
For COLOP, the arts and crafts sector has been a steadily growing sub-segment, another reason for overall positivity about the future: “We are rapidly developing this sector and have found new verticals for our product portfolio. And we’re experimenting with different marketing strategies, for example stepping up our online activities,” notes Ratzenberger. “We now have an extensive range for arts and crafts, and the ‘e-mark go’ is being sold very successfully in the market.”
The manufacturer launched this product – a compact handheld mobile printer – in Q4 last year. Controlled by an app, users can create their own designs or choose from a catalogue of templates to print on a range of surfaces, including textiles and cardboard boxes.
For J.P. Cooke, the promotional products adjacency has become an encouraging diversification strategy.
The natural progression towards digitisation is adding to the list of concerns in the category. Although it’s undoubtedly being felt across the entire business supplies industry, as one
Among the key trends in the stamping category – and many others – is the need for customisation and personalisation. Then there’s sustainability, a topic that, during COVID-19, took a backseat in terms of customer priorities.
But the latest experiences of vendors show we’re heading in the right direction again –eco-friendly stamps are back on everyone’s radar. Manufacturers like COLOP have long made sustainability a top priority. It introduced its Green Line in 2008 and the range has steadily grown ever since. Most recently, the vendor converted a large proportion of its vehicle fleet to e-mobility, powered by its own photovoltaic system.
Ratzenberger adds: “Last year, we took another big step and made all products manufactured in our production facilities in Austria and the Czech Republic CO2 neutral.”
Carbon neutrality is definitely the next step in many vendors’ environmental journey, with Shiny and Trodat, for instance, also aiming for CO2-free production in the near future.
It’s been another difficult year for the stamping category, with uncertainties still lingering. However, the key players have instigated a range of new strategies to stay relevant while the various scenarios play out. New markets are often part of these strategies as some vendors OPI spoke to have already alluded to.
It remains to be seen if expanding geographies will be enough to offset declining figures in Trodat’s and COLOP’s markets closest to home in Europe. Quality has a crucial role to play here, as Ratzenberger concludes: “Customers are looking for high-end products and it’s definitely an advantage if they’re produced in Europe.”
Digital innovation means plenty of potential for growth as well as the replacement of inferior products
Roland Rier
This year marks the 20th anniversary of Lorell, the furniture brand of S.P. Richards (SPR). OPI talks to Eddie Baird, SVP of Sales – Furniture & Corporate Accounts, and Merchandising Manager Ty Blankenbaker about the US wholesaler’s furniture portfolio and where Lorell sits within it.
OPI: Let’s start with an overview of S.P. Richards’ furniture programme.
Eddie Baird: The Lorell brand is the foundation of what we’re doing with our furniture portfolio. But there’s much more to the category, including our vendor partnerships.
In total, we stock over 4,000 furniture items nationwide, allowing our reseller customers to order furniture for next-day delivery so they can deliver those products to their customers as fast as possible. That’s the transactional side of the business which typically involves items such as desks, chairs and filing cabinets.
If they don’t want that basic black chair, desk or cabinet, customers can special-order from our participating manufacturers. This type of order would fall under our Extended Offerings programme.
Sometimes products are needed tomorrow, and sometimes the client can – or wants to – wait. We have designed our programme to fit the needs of the customer.
OPI: Is there a target end-user audience?
EB: Not in terms of customer size or specific vertical. We break it down into two components – transactional and project sales. Transactional is what I’ve just mentioned: customers need it tomorrow; they can look for their item in the catalogue and order what they need online. These are mainly single-item sales, and no large quantities are involved. It’s what we call an unassisted sell.
The project business is very different, and we refer to that as an assisted sell. It requires specialised expertise because clients want to outfit an entire office, multiple offices or even an entire floor or building. With our programme, it’s mostly a blend of manufacturers – often, there’s no single one that can fit every need. It’s our job to bring it together: the desk, clock, chair mat, desk accessories, whiteboards – even the snacks and coffee for the conference rooms – it’s all part of our package.
OPI: How big is the transactional versus the project part of your furniture business?
EB: We currently have 30 distribution centres across the country – the majority of our business is transactional and sold from our stocked product.
But the project part continues to grow. We have four interior designers who handle projects for us, providing the design layout to include 2D and 3D drawings and renderings, all while working with the client to meet all of their desires. We’ve also expanded our furniture customer service team to help with furniture-specific questions, and we’re onboarding many new manufacturers.
Ty Blankenbaker: Typically, when the transactional business is strong, the project part is slower and vice versa. Having a sound footing in each gives us balance.
The last couple of years have been challenging from a supply chain perspective for imports. It is much better now, but still has some challenges. Aside from availability, dealers are looking for support from a price point of view to win business against the e-commerce channel – which has skyrocketed during COVID.
There’s also incredible pressure for them to deliver value. That value might come in the form of furniture assembly services, which is something e-commerce
players don’t offer. Independent dealers are uniquely positioned to capitalise on the values they add to the sales process versus the online resellers.
OPI: Tell me a bit about the evolution of Lorell over the past 20 years. What’s the brand’s core USP?
EB: Let me answer the second question first, as that’s quite simple. Lorell’s differentiator today is value, availability and quality – not an easy combination.
To the first part: for the first few years, Lorell was just a small, private label without any real consistency around finishes, quality, etc. It was around 2010 when Lorell took
We depend on our branded manufacturers to focus on the new trends and multitude of options. Brands like HON, 9to5, Groupe Lacasse, Deflecto, Safco and others are very important to our continued success.
TB: We want to work with the branded manufacturers on what they do best – develop new concepts and innovative products for the marketplace. We heavily leverage our partners in this regard because they’re the folks doing the work to find the next great solution. We then complement this with our sourcing ability, drop-ship capabilities, customisation options and competitive pricing.
OPI: Where are Lorell products made?
EB: A lot of people think Lorell is an Asian import. We do, in fact, source from eight different countries, but around 50% of products are made in North America – anything we can source locally or is customised is typically made here.
OPI: You’ve already referred to the challenges of the past couple of years. Are you able to look forward now?
EB: Absolutely. We’re wholeheartedly looking ahead, and the pace is quickening for our entire furniture programme.
We’re adding new manufacturers and products all the time. We have invested in the right software programs such as CET Designer which is an essential addition for our entire furniture portfolio. Most importantly, we’re listening to our customers and what their clients require.
We have also hired manufacturer rep groups across the country for Lorell. They support a defined customer
off, together with our entire furniture programme and particularly partnerships with our vendors.
By this stage, we had looked at the category and were keen to bring more and better solutions to customers. At the same time, we started focusing on quality in combination with price points – anything that didn’t pass the quality test we got rid of. We also increased the resources allocated to the category.
TB: The idea was to shape Lorell into a recognisable brand that people were comfortable with in the furniture space. We’ve built a wide range of products and now have an assortment of over 2,000 items.
OPI: What trends have shaped Lorell in particular and your whole furniture offering overall?
EB: Trends strongly influence the range of products we sell. Ergonomics affect preferences around items like desk risers, sit-stand desks, monitor arms, etc. We saw these trends and developed many items under the Lorell brand. It was an opportunity to step out of our traditional offering.
Broadly speaking, Lorell excels at focusing on the staples – you’re unlikely to see them in wild colours and wacky designs although we have manufacturers here in the US that customise our products as and when needed.
segment for us. These reps are focusing on customer segments we’ve not targeted before – furniture-only dealers, for example. The Lorell brand is heavily involved in this push and will help us attract a new audience.
OPI: What are your existing customers asking you for regarding products? And what support do they need?
EB: Hybrid working has changed requirements. People work in much more versatile environments now, and this has an impact on the equipment they need.
We’ve just started a Lorell campaign entitled Creating What Works For You, which perfectly encompasses this new normal. It addresses aspects like scale.
Furniture in the home office is smaller than in a corporate setting, for instance. Collaboration is another factor and stems from new work preferences in offices with a much higher demand for soft seating. Then, there are healthcare-related preferences, with antimicrobial surfaces being highly sought after by clinics, schools and other areas with high traffic.
TB: Over the past 20 years, Lorell has been steadily moving forward. Our emphasis now is to grow families of products within the brand, allowing dealers to present a cohesive story to the end user.
Our emphasis now is to grow families of products within the [Lorell] brand, allowing dealers to present a cohesive story to the end user
Despite challenging economic conditions, the mailroom and packaging category continues to perform well, according to those doing business in this landscape. However, it’s not been all plain sailing and remaining open to change has been vital, OPI learned when speaking to some of the key protagonists.
RAJA Group Purchasing and Product Marketing Director Ulrick Parfum admits the industry has been through difficult times recently, with the pandemic, war in Ukraine and consequent geopolitical upheavals all taking their toll. A relentless decline in traditional mail volumes has also had an impact, but he believes the category has more than compensated for all of the above by being innovative and developing new solutions to meet customer needs.
Similarly, Rochelle Stott, Stock and New Product Director at Pukka Pads in the UK, reports encouraging results. She says: “On a two-year basis, we have seen double-digit growth in our Post & Packaging range, with 2023 year-to-date sales relatively level compared to last year.
“The 2021/2022 financial year saw strong performances from our protective bubble wrap products in response to the record numbers of home relocations in the UK. That
by David Holes
said, looking forward to 2024, we anticipate a slowdown, with increased Amazon shipping costs and decreased consumer spending power presenting very real challenges. Still, we’re optimistic that adapting our range in line with customer demand will help maintain an upward trajectory in the segment.”
Burkhard Wessel, VP for Sales at Mayer-Kuvert-network, asserts that a shortage of raw materials and surging prices have had a major impact on demand, with customer behaviour affected. “We experienced some panic buying in 2022 as companies looked to secure their supply chains. Consequently, warehouses were full by the end of the year, which then meant demand and new orders dropped dramatically over the first half of 2023.
“Additionally, in the hope costs will start reducing, most market players are delaying placing new orders for as long as possible. Plus, post-pandemic shifts away from online ordering and back to high street shopping have negatively affected the sales of light packaging products. The cumulative effect of all these issues makes navigating this category a difficult task.”
According to the FEPE, the federation for envelopes and light and e-commerce
A tough business environment, coupled with consumer behavioural shifts, have forced companies operating in the mailroom and packaging vertical to change tack –
packaging in Europe, envelope volumes decreased by more than 6% in 2022. Across the region, 90% of envelope use now involves business-related mail. This splits into transactional and direct mail – the former classed as the distribution of important documents – with utility companies (energy suppliers, telecoms, financial suppliers, etc) by far the largest users. However, digitisation has caused this type of usage to fall significantly over recent years.
Direct mail, on the other hand, has been much less affected by technological switches, with this marketing channel offering much better target group accuracy than TV, radio or magazine campaigns. It achieves high response rates at comparatively low cost and therefore printed envelopes remain an important marketing tool.
Bong is a key pan-European supplier in this sub-sector, but in response to the long-term decline in envelope sales, it has also been developing an alternative side to its business. As Andrea Wilhelm, Marketing Manager for Europe, explains: “The huge decline in volumes required a change of strategy, a switch to becoming a light packaging specialist, with envelopes still playing an important role.”
Disappointingly, the company has seen sales in light packaging drop 7% in the first half of 2023, compared to the previous year. It attributes this to weak sales both in-store and particularly online. Wilhelm points out that, as e-commerce is currently in decline, so too is demand for the packaging that supports it. However, the vendor strongly believes this will revert to normal as soon as economic circumstances improve.
Pukka Pads’ Stott also reports inflationary pressures leading to changed customer behaviour, with corresponding shifts in the different types of packaging products in demand. She explains: “With the cost of living rising exponentially, we’ve noticed increased usage of reseller websites supplying second-hand clothing, home accessories and other pre-used items – particularly among the Gen-Z cohort. This has caused a sales spike for the poly mailers and bubble envelopes which provide safe transport for this diverse range of goods.”
In addition to the packaging materials used to transport items through the post, suppliers offering the tapes to close boxes or the cutting devices used to open them have also felt the economic pressures currently at play. That said, sales have held up well.
At Acme United Europe, sales of specialist packaging cutters are stable and are way above 2019 levels. “This is the pre-pandemic benchmark for us, as COVID disrupted sales figures so much,” explains Managing Director Georg Bettin. “Additionally, we’re fortunate we’ve had no supply chain issues with the materials we use.”
At German adhesive manufacturer tesa, meanwhile, business is thriving, according to Vincenzo Sammarco, Head of Marketing Stationery: “Packaging is one of our core competence areas. Having our own European production sites means we can supply high-quality products that quickly adapt to consumer trends.”
Across the pond, US-based Shurtape is also quietly confident. Senior Product Manager Natalie Guillaume says any shift from office to home/hybrid working has not affected the category. “Wherever people work, they need mailing and packaging products that perform well.
“A great example is our Duck EZ Start Packing Tape, which has ‘Frustration-Free Technology’. It starts easily off the roll, eliminating the annoyance of losing the tape end. It also unwinds quietly, causing less disruption to anyone.”
While all business supplies categories are under pressure to improve their eco credentials, it’s probably fair to say the mailroom and packaging sector has historically come under increased scrutiny due to the products often being viewed as ‘throwaway’ or potentially wasteful of resources.
As such, huge efforts are being made in this area. As Guillaume explains: “According to a recent survey from media group Environmental Leader, the majority of Americans (78%) prefer paper over plastic packaging. Additionally, over two thirds (68%) would be more likely to purchase from online retailers that offer plastic-free packaging.
“With this purchasing behaviour in mind, Duck brand launched Flourish, a line of eco-friendly mailing and moving supplies, making it easier and more affordable for consumers and businesses to lessen their environmental impact. Every product consists of recycled
The huge decline in volumes required a change of strategy, a switch to becoming a light packaging specialist
content and contains no plastics. By 2025, we aim to achieve sustainability certification for this portfolio and we will work further towards the use of greener packaging, with a focus on the inks and dyes used in printing.”
Mayer-Kuvert’s Wessel is pleased that companies, consumers and legislation combined are all focusing on the drive towards more ecological solutions. The biggest challenge, he says, is convincing people there are real advantages to physical mail – both from a cost and environmental point of view.
He adds: “It’s a widespread misconception that email communication is carbon neutral. It isn’t. And while the plastic ban in Europe has acted as a catalyst towards paper-based solutions, there are significant cost implications. For a window envelope, for example, using eco-friendly starch-based foil, drives costs up by a factor of three, compared to using a standard plastic solution. We need to acknowledge that, if a non-environmentally friendly alternative sells for less, many people will choose the cheaper solution.”
Wilhelm also mentions the impact price is having on the shift towards using greener products. “Although we have seen strong demand for environmentally friendly packaging, in the current economic climate, customers are focusing more on financial implications, rather than sustainability.”
Stott concurs: “Our customers demand sustainability, but still want affordability. It’s hugely important to Pukka Pads to find the right balance, without jeopardising quality. As such, we are working hard to improve the carbon footprint, accreditations and material content of our products to meet these demands.
“Our ultimate goal is to be carbon neutral by 2025. We’ve already made significant progress, installing solar panels at our distribution site and introducing an all-electric fleet of company cars, with a network of charging points across our facilities.
“From a product perspective, we have an extensive list of goals – some already met. These comprise updating all packaging to include 30%+ recycled content, with cartons formed from at least 70%, and all bubble wrap containing a minimum 50% of recycled material. We will also be switching all tapes to biodegradable alternatives.”
Another vendor that has made considerable strides in the development of eco-friendly supplies is tesa. Sammarco comments: “We sell a range of carton sealing tapes which use
post-consumer recycled PET, bio-based PLA or FSC-certified paper backings. Crucially, all new tapes are designed so they don’t impact the paper recycling process. The tape can be left on the carton, whereas previously it had to be removed.”
The fact so many packaging products now rely increasingly on paper-based solutions means there is a strong synchronicity with the paper industry – one which itself has been subject to considerable environmental scrutiny.
For example, 95% of the materials used by Bong come from paper, according to Wilhelm, with the company insisting these materials are sourced from environmentally certified mills that work in collaboration with sustainable forestry. “We constantly strive for sustainability and improvements to our own production methods, reducing raw materials, waste, energy, water and emissions being our primary goal,” she explains.
“Wherever possible, we work using green electricity – from geothermal or solar sources – and by manufacturing locally, we aim to minimise the impact of transportation between production sites and our customers.”
RAJA too applies very strict environmental criteria to its operations, with 100% of its suppliers having signed its CSR purchasing charter. Says Parfum: “99% of our suppliers are European, with 86% of our products made in this region as well. Many have received plaudits from prestigious organisations, scooping accolades at events such as the World Packaging Awards.”
The mailing and packaging segment is certainly making great efforts to improve its eco-footprint, with economic, legislative and consumer pressures forcing through changes at a brisk rate. And despite tough trading conditions, the key players remain optimistic for the future.
We need to acknowledge that, if a non-environmentally friendly alternative sells for less, many people will choose the cheaper solution
Just over 12 months ago, UPM Raflatac bought AMC in Germany. Among other adjacent entities, the acquisition gave UPM Raflatac AMC’s Global Notes business, and therefore access to the business supplies industry and its end-customer base.
OPI spoke to Ville Pollari, Director Global Notes and Print Inform, about what both companies bring to the table and the synergies achieved. All against the backdrop of a deeply rooted sustainability focus which emanates all the way down from parent company UPM and influences every single decision being made.
OPI: For the benefit of our readers, let’s start with an overview of both UPM Raflatac and AMC.
Ville Pollari: Sure. UPM Raflatac is part of UPM, a roughly €10 billion ($10.62 billion) forestry industry conglomerate headquartered in Helsinki, Finland. We are one of six business divisions under the total UPM umbrella with annual sales of about €2 billion. The core of our business is self-adhesive paper and film label materials for a variety of end uses, such as food packaging, beverages, cosmetic and household products, pharmaceuticals and industrials. We operate globally with a wide network of factories and terminals.
AMC, by comparison, achieves revenues of about €100 million. It’s based in northern Germany where it has two production sites. There are several strands to AMC, all of which complement what UPM Raflatac does. Its label and graphic solutions division Intercoat, for instance, is already fully integrated with UPM Raflatac.
From a strategic point of view – and certainly from a business supplies industry standpoint – the former AMC Global Notes business is a very interesting adjacency.
OPI: How so? What did Global Notes add that you didn’t already have?
VP: A new customer demographic. UPM Raflatac typically doesn’t make consumer products. We are more geared towards the industrial space with our label materials and the new graphic solutions.
The acquisition of AMC and, as part of it, Global Notes, gave us access to the European business supplies community and its – predominantly B2B – end-consumer base through all the various distribution channels. Global Notes is an international business with customers worldwide and we see plenty of opportunities in Europe, but also globally. There are many potential pockets of growth across many markets as far as we’re concerned.
OPI: Is the idea to bring the UPM brand closer to the end consumer?
VP: Exactly. That’s why we decided to launch the first new range after the acquisition as UPM Notes – to make UPM and all that it stands for directly visible and accessible to consumers.
OPI: What does it stand for; what is your core differentiator?
A year after coming together, Global Notes by UPM Raflatac is ready to reveal its first joint offering – UPM Notes
The focus [...] will always be to design products with sustainability as a key component
VP: In one word – sustainability. It’s what we strive for. UPM has platinum recognition from EcoVadis, for instance. UPM Raflatac, meanwhile, is one of the leading suppliers of label materials made of responsibly sourced materials, and we are committed to working towards a future beyond fossils.
OPI: How does Global Notes fit into this particular picture?
VP: Our Global Notes products include a wide range of sticky notes – sold under private label brands and the inFO Notes brand. The business has huge expertise in technologically innovative and quality-driven production processes.
The inFO Notes brand is very well known, but we want to expand and take the generic sticky notes concept much further. With UPM Notes, we aim to become a leading brand in the sustainability of sticky notes with an outstanding value proposition. UPM Notes is a quality brand which, customers can be assured, will always be made with sustainability as a top priority.
UPM has an abundance of experience in this area and it’s what we bring to the equation. We see considerable synergies in bringing both companies’ core competencies together.
OPI: Are UPM Notes an addition to the range or does the brand replace inFO Notes?
VP: It’s an addition. UPM Notes are being launched this October. What makes them special is that they’re going to be packaged in paper wrapping. That’s a real innovation. Typically, sticky notes are wrapped in plastic film or, if positioned to be a sustainable product, a cardboard box.
UPM Notes are wrapped in lightweight, durable and transparent paper – this way,
the functionality of the packaging remains the same, but by using bio-based and renewable sources. At the same time, the paper packaging is significantly lighter than cardboard and offers the bonus of transparency, allowing the customer to see what is inside. Sustainability was top of the priority list in terms of the overall product –everything about it, including the packaging, is FSC-certified and recyclable.
But, as just mentioned when I referred to it being a quality brand, we also sought to make it visually appealing. Customers should be able to see the product – it would have been very easy to just wrap the notes in white or brown paper. It’s not what we set out to achieve, so we had to come up with an alternative solution.
OPI: How big is the UPM Notes range now and what are your plans going forward?
VP: We are launching roughly 20 products right now, but this is only the first step. Our target is to expand it to be a full-service brand for all the needs a customer might feasibly have in terms of size, colours, applications, etc. The focus, like I said, will always be to design products with sustainability as a key component, which means constantly evaluating our processes.
We, for example, have plans to be able to calculate the carbon footprint of every single product we manufacture. The next step then is to ultimately make the products carbon neutral. This approach may not be the industry standard, but it’s definitely our own UPM Raflatac aim.
UPM Notes is just the beginning – we have endless possibilities to enlarge the portfolio and the brand as a whole.
For more details, visit globalnotes.com or upmraflatac.com
The annual OPI Top 100 list is a constant work in progress, and this year is no exception. In 2021 and 2022, we had an unprecedented number of new entries – 23 and 22 respectively – as the workplace products industry adjusted to the impact of COVID-19.
This year, there are ‘just’ 12 different faces, which marks a return to the average churn – suggesting, perhaps, that the business world has finally found a degree of normality following a period of upheaval. Nowhere is this more evident than in our Australasia/ South Africa region, which remains unchanged from last year.
Major M&A activity in Europe since our 2022 list has led to the heads of three resellers –Complete and Nectere in the UK, and Spain’s Carlin – dropping out. Elsewhere in the region, there have been several key CEO changes, such as at EVO Group, ADVEO and, most recently, OptiGroup.
A familiar face back in our ‘who’s who’ is Ryman Chairman Theo Paphitis. The entrepreneur has taken a more hands-on approach at the retailer as he looks to overcome the challenges of the UK high street.
In North America, a change of ownership earlier this year at wholesaler S.P. Richards has resulted in its new President – Central National Gottesman’s Bill Meany – joining the Top 100. Meanwhile, the dealer group merger in Canada that came into effect this January means we welcome Canadian Workplace Solutions President Angie Bukta into the fold.
Bukta is one of just 13 female executives out of a total of 106 names (including double entries because of joint CEOs, etc). That may not sound a lot but, at just over 12%, it is actually higher than the average percentage
of worldwide female CEOs, according to 2023 data from S&P Global.
OPI recently gave pride of place to female executives in the industry with our 'Top 50 Influential Women' feature, but many will agree there is still much to be done in terms of gender – and ethnic – diversity in the global business products sector.
A shining star not on this year’s list is Jennifer Smith from US dealer Innovative Office Solutions, who tragically passed away last December. While her place goes to her husband Brooks, it is a new entry tinged with considerable sadness.
As we enter the final quarter of 2023, the Top 100 is already set to evolve. Independent Suppliers Group’s Mike Gentile will retire at the end of the year, with successor James Rodgers joining the organisation as this issue of OPI goes to press.
Staying in the US, the forthcoming merger of jan/san distribution giants BradyIFS and Envoy Solutions – assuming it gets regulatory approval – will most likely result in some change too.
These are just two examples we know about. You can be sure, however, that the next 12 months will contain a few surprises in terms of personnel changes and industry consolidation. Make sure you follow all these developments on opi.net and in the pages of OPI
The OPI Top 100 list of industry personalities continues to evolve – as it should
In 2021 and 2022, we had an unprecedented number of new entries. […] This year, there are ‘just’ 12 different faces which marks a return to the average churn
Trevor Girnun Managing Director, Waltons
Nick Grayston Group CEO, The Warehouse Group
Sarah Hunter Managing Director, Officeworks
Adam Joy CEO, Office Brands
Peter Kelly CEO, Winc
Amie & Belinda Lyone Co-CEOs, COS
Craig Noyle & Gary McCluskey Directors, Inovocom
Brad O’Brien CEO, Office Choice
Anne-Marie Sutton CEO, NXP
Paul Yardley Managing Director, GNS Wholesale Stationers
Adriano Alessio General Manager, In Ufficio
Andrew Beaumont Managing Director, Exertis Supplies
Tim Beaumont Managing Director, Nemo Office Club
Carlos & Rafael Benavides Managing Directors, Comercial del Sur
Laurent Bertrand CEO, Lacoste Dactyl Bureau & École
NEW Anna Bordes Managing Director, ADVEO France
NEW Ute Borgard & Kai-Uwe Heuer Managing Directors, Büroring
Kenneth Borup CEO, Lomax
Udo Böttcher Managing Director, Böttcher
Robert Brech Managing Director, Kaut-Bullinger
Jeanette Bresitz Managing Director, Office Friendly
Ralf Bühler CEO, Conrad Electronic
Rui Carvalho CEO, Firmo
Simon Drakeford CEO, EO Group
Frank Egholm CEO, Office Depot Nordics
Dr Benedikt Erdmann Chairman, Soennecken
NEW Thomas Eriksson CFO & interim CEO, OptiGroup
Dan Fati CEO, Dacris
László Fehér Managing Director, Corwell
NEW Andrew Gale CEO, EVO Group
Costas Gerardos CEO, Plaisio
Xavier Guichard CEO, Manutan
Per Hansson CEO, AllOffice
Joe Hemani Chairman, Westcoast
Arthur & Simone Hindmarch Managing Directors, Commercial Group
Andrew Jones CEO, OT Group
Danièle Kapel-Marcovici CEO, RAJA Group
Anders Larsson Managing Director, RKV
Greg Liénard CEO, Lyreco
Pete Malpas President EMEA, RS Components
Aidan McDonough Managing Director, Integra Business Solutions
Michael Müller SVP Vendor Management, ALSO Group
Patrick Murphy CEO, Codex
Vaida Pacauskienė Managing Director, Officeday
NEW Theo Paphitis Chairman, Ryman
Bruno Peyroles CEO, Bureau Vallée
Johann Pintarich CEO, Office World Group
NEW Hervé Poncin CEO, Antalis
Nicolas Potier Managing Director, Bruneau
Laurent Proy Managing Director, Alkor Groupe
Elina Rahkonen CEO, Wulff Group
Ferdinando Rese President, Errebian
Andreas Reuter CEO, Schäfer Shop
Richard Scharmann CEO, PBS Holding
Hans Schmid President, Printus
Ingo Schmidt Managing Director, Plate
Jean-Yves Sebaoun Managing Director, Fiducial Office Solutions
George Steur Managing Director, Staples Benelux
Miroslaw Szydlowski Managing Director, PBS Polska
Arnold Theuws Managing Director, Quantore
Jan Van Belleghem Managing Director, Interaction
Frank van Zanten CEO, Bunzl
Thomas Veit Managing Director, soft-carrier
Francesco Villa General Manager, Buffetti Group
Michael Voll CEO, Despec Nordics
Andreas Wielgoss Senior Director eBay Motors, Business & Industrial, Fashion, Lifestyle and Luxury, eBay
Dr Sebastian Wieser CEO, Unite
Maria Zesch CEO, TAKKT
Jaime Alverde Losada CEO, Office Depot de Mexico
David Boone CEO, Staples Canada
NEW Angie Bukta President, Canadian Workplace Solutions
NEW David Centrella President, ODP Business Solutions
Harry Dochelli President & CEO, Essendant
Tony Ellison CEO, Shoplet.com
Mark Fisher CEO, Envoy Solutions
Sean Fleming CEO, Distribution Management
Alexandre Gagnon VP, Amazon Business
Mike Gentile CEO, Independent Suppliers Group
David Guernsey CEO, Guernsey
Matthew Hebert CEO, Office Partners
Kevin Johnson CEO, Warehouse Direct
Yancey Jones Jr COO, The Supply Room
Charlie Kennedy Co-owner, Kennedy Office
John Kenworthy CEO, Storey Kenworthy
Mark Leazer Executive Director, AOPD
John Lederer Chairman, Staples Inc
Sid Lerman President, The Weeks Lerman Group
DG Macpherson CEO, Grainger
Denis Mathieu CEO, Novexco
NEW Bill Meany President, S.P. Richards
Leo Meehan CEO, WB Mason
Mark Miller President, Eakes Office Solutions
Mike Motz CEO, Staples US Retail
NEW Steve Schultz President, RJ Schinner
Gerry Smith CEO, The ODP Corporation
NEW Brooks Smith CEO, Innovative Office Solutions
Ken Sweder CEO, BradyIFS
Jason & Robert Tillis CEO & Chairman, Imperial Dade
Alan Tomblin CEO, Network Services
NEW Michael Wilson CEO, AFFLINK
hicagoland is arguably the traditional home of the US business products industry, given the number of vendors, resellers, wholesalers and other stakeholders that are –or have been – headquartered there.
The windy city has also long been the chosen location for the OPI Global Forum, which will return for the 11th time from 5-7 November. This year, there is a new venue – the award-winning Swissôtel, conveniently located near the Magnificent Mile and Riverwalk.
Not that there will be much time for sightseeing – although a visit has been planned to Fellowes Brands’ new Design and Experience Center in the heart of Chicago’s vibrant and design-focused Fulton Market district. The OPI team has once again devised an on-point and jam-packed programme to stimulate thought and debate among the global industry’s most senior operators.
A key topic for many business leaders today is AI, how it will impact the industry and how they can harness it to become more productive and competitive.
The Global Forum has this covered with renowned trendwatcher and author Henry Coutinho-Mason. He will delve into the world of AI, not from a tech perspective, but based on practical and actionable insights. In addition to his presentation, Coutinho-Mason will also be hosting a more intimate roundtable session so attendees can practically share their thoughts – and possibly fears – about AI.
The digital customer experience is another hot topic in the B2B world. OPI has invited McKinsey Partner Andrew Wong to take a high-level look at this. His presentation will include strategies top performers are adopting to drive better sales and customer retention. It will also guide delegates in terms of building successful hybrid sales teams.
For more information about the OPI Global Forum 2023, including the full agenda, please visit: www.opi.net/gf2023
In terms of industry insight, the first morning of the Forum will feature a series of one-on-one interviews with senior executives from different channels. These include Bryan Wight, SVP at ODP Business Solutions and S.P. Richards President Bill Meany. The latter will make his first appearance at an OPI event, as will new ACCO Brands CEO Tom Tedford, who took over from Boris Elisman at the beginning of October.
Following on from his highly rated presentation a few years back, Kevin Johnson, CEO of Warehouse Direct, will expand on his approach to growing in adjacent categories. He will focus on deriving profitable revenue growth by providing a range of differentiating services and share what resellers can do to develop talent in these service-orientated adjacencies.
The above is a mere snapshot of this year’s OPI Global Forum programme – there’s plenty more. In addition to the educational conference focus, there are, as always, ample opportunities to network and share thoughts and ideas in a more casual setting.
“The OPI Global Forum is the only business products industry event of its kind that brings together senior executives from all sectors,” states OPI Director Janet Bell.
“As such, delegates are able to better understand the challenges and opportunities we face from multiple angles. With the robust agenda we have put together, they can take home unique perspectives which will help them make informed decisions about the strategic priorities for their businesses.”
The OPI Global Forum is the only business products industry event of its kind that brings together senior executives from all sectorsOPI GLOBAL FORUM 2023 PREVIEW
round 100 members of the business supplies industry will pack their hiking boots, waterproof jackets, gloves and woolly hats in a few weeks’ time and head to the picturesque landscapes of the Lake District for the 36th annual Climb of Life (COL).
This year’s theme, ‘The Base is Ace – Supporting the ICR From the Ground Up’, signifies a return to the Swan Hotel in Grasmere, the event’s original base. The past couple of years have been spent exploring other scenic locations like Coniston and Ullswater while the Swan underwent significant refurbishment. Now, the COL community is delighted to be back in the heart of the lakes to support the Institute of Cancer Research (ICR) once again.
Joining the attempts to match or better the 2022 fundraising total of £50,000 (£64,000) are Professor Paul Workman, CEO of the ICR from 2014-2021. Professor Workman continues to be a leading figure in cancer research at the ICR – his expertise in molecularly targeted cancer drugs is internationally recognised.
He’s a long-standing and highly motivational participant in COL and will be joined by ICR Director of Communications Richard Hoey, who is making the climb for the second consecutive year.
Championing the cause once more too is OPI, with a full team taking part this year. COL organiser Philip Lawson says: “As the prime fundraiser for several years running, OPI’s involvement remains crucial to the resounding success of our collective endeavour.”
OPI CEO Steve Hilleard kicked off his contribution early this year when he –alongside 17 industry peers – took part in COL’s sister event, the Ride of Life, in May. Then, in September, he added a personal event to his fundraising, cycling the ‘Oblivion’ tour in the Girona mountains in north-eastern Spain. A keen but still amateur cyclist, Hilleard
describes those few days in the saddle as “physically the hardest thing I’ve ever done”.
Of his involvement in COL, he says: “The team and I are immensely looking forward to playing a big role in COL again. Barely a week goes by without hearing an incredibly sad cancer story from friends, family and colleagues. Ultimately, we are all hoping that with the much-needed monies initiatives such as COL generate, these stories will become uplifting and positive ones.”
Indeed, corporate contributions remain essential to the success of COL, with EVO Group also being a major participant, as are Hamelin, Office Power, Avery, Nestlé, BOSS Federation and several other leading business supplies brands.
Behind the scenes, a dedicated team of individuals provide assistance to Lawson in orchestrating all aspects of the event. Meanwhile, Graeme Chapman MBE, the original ambassador for COL, continues to inspire participants, while his wife Ruth plays a vital role in overseeing all the planning.
This year’s climb comprises groups of 8-10 tackling some of the highest peaks in the Lake District, taking walkers well above sea level – and out of their comfort zones. As always, COL will be physically demanding as trekkers invariably face adverse weather conditions –rain, howling winds, storms, snow and, on rare occasions, a few rays of sunshine.
Despite the seriousness of raising vital funds for cancer research, COL remains a happy occasion, fostering incredible camaraderie among participants.
HOW TO HELP
The 2023 Climb of Life will take place on 10 November. For details, contact Philip Lawson at climboflife2023@ gmail.com or visit www.opi.net/col23 to support this worthy cause
We are all hoping that with the much-needed monies initiatives such as COL generate, these [sad cancer] stories will become uplifting and positive ones
Under the leadership of ACCO Brands CEO Boris Elisman, the National Business Products Industry’s (NBPI) 2023 fundraising campaign ACCOmplishing Hope crescendoed in mid-September at Navy Pier in Chicago, Illinois. This is where the NBPI convened for the annual Spirit of Life Gala and presented a cheque for $15 million to City of Hope.
More than 400 executives came together from broad industry segments that included office products, jan/san, furniture, technology and foodservice to celebrate Elisman and his team’s outstanding achievements throughout the fundraising year.
It was an evening full of celebration, achievement and reflection, expertly emceed by Harry Dochelli, Essendant President/CEO who served as the 2023 NBPI Dinner Chair and will be the 2024 NBPI Spirit of Life Honouree.
He was joined by former ACCO Brands Chairman and past Spirit of Life Honouree Bob Keller who shed light on Elisman’s inspiring rise personally and professionally in the wake of his imminent retirement.
City of Hope was represented by speakers Leo Wang MD, PhD and Associate Professor of Paediatrics and Immuno-oncology, as well as Chief Philanthropy Officer Kristin Bertell, reminding all attendees why they were in the room – to help cure life-threatening diseases such as cancer and diabetes.
Another emotional reminder was delivered by Brooks Smith, CEO of Innovative Office
MARK THE DATE
The Spirit of Life Gala honouring Essendant’s Harry Dochelli will be held at the Renaissance Schaumburg Hotel in Illinois, US, on 19 September 2024
Solutions. He outlined his connection with City of Hope through the journey he and his late wife Jennifer had gone through during her battle, first with breast cancer and then acute myeloid leukaemia which she had courageously conquered before her passing last December.
Over the past 41 years, more than $250 million have been raised through our industry’s partnership with City of Hope. “The National Business Products Industry is embedded in City of Hope’s DNA,” acknowledged Matt Dodd, its Senior Executive Director of Corporate Philanthropy.
“Through every major milestone at City of Hope, this industry has been by our side and we’re so honoured to have its support as we continue to provide life-saving care to more people across the country.”
As the 2023 campaign closes, Dochelli’s Fulfilling Hope fundraising efforts get underway, supported by the NBPI Council which is now chaired by another former, long-serving Essendant industry stalwart, RJ Schinner’s President Steve Schultz.
The 2024 NBPI Dinner Chair and 2025 NBPI Spirit of Life Honouree, meanwhile, will be John Fellowes, CEO of Fellowes Brands.
Through every major milestone at City of Hope, this industry has been by our side
What period in your life would you want to experience again?
I took a sabbatical in 2014 to South Korea where I hiked mountains, visited Buddhist temples, stayed in jjimjilbangs (public bathhouses), and was suspected to be a Yakuza member.
I’ve never felt more alive, confident and appreciative. The clarity I gained convinced me to make a long overdue career change.
If time travel was an option, would you travel backward or forward in time? Forward. I really need to know if my kids will ever ‘get it’ or if they’re going to roll their eyes at me for the rest of my life.
What is your most prized possession? My reputation.
What is the hardest thing you’ve ever had to deal with?
At a previous employer, I was sexually harassed. Navigating that situation, knowing my career, reputation and ability to provide for my family were at risk, was extremely challenging. Fortunately, I relied on the advice of a trusted mentor, documented everything and was able to put an end to it.
What is your guilty pleasure?
Mowing the lawn – anything to get out of changing nappies.
What would you sing at karaoke night? Santeria by Sublime.
If you could choose one age to be forever, what would it be? Early to mid-30s. Best shape of my life. Old enough to know better and young enough to use that knowledge with a purpose.
What is your worst character trait? I expect others to care about things as much as I do and I have a hard time accepting when they don’t.
What irrational fear do you have? That I’ll get on game show Jeopardy! and forget everything.
Your favourite film of all time? Casablanca.
What skill would you like to master? Excel – it’s a mystery.
Describe your current job.
As VP of Storey
Kenworthy, I support our sales, customer service, pricing, marketing, data analytics and operations team members.
In short, I get obstacles out of the way, avoid putting any in the way, and try not to screw anything up so my team can do what they do best – and better than anybody else.
What is the best decision you have ever made in your career?
Accepting John Kenworthy’s offer to meet for coffee.
Worst job ever?
Roofing for a contractor who believed that safety equipment was a rope and two nails.
Your best piece of advice to someone who has just joined the OP industry?
The three products that people will go to war over are their pen, coffee and toilet paper. Don’t mess with any of these unless you’re looking for conflict.
If you could change just one thing about our sector, what would you highlight?
More collaboration and a willingness to see things from another perspective. Always try and find common ground from which to build.
How do you overcome challenges you face?
By listening to the advice of people who are trustworthy, smarter, and more experienced than I am.
This was the year we were going to return to normal. Unlikely. Normal no longer exists. We need to be comfortable being uncomfortable. We need to keep adaptation top of mind. Most of us like and thrive in the ‘familiar’. We strive to do more of the same thing better, faster and more efficiently. Adapting doesn’t mean we have to throw caution to the wind. About 80% of what we are doing doesn’t have to change: continue to deliver a high level of value to the customers you serve; continue to sell the products and services that made you successful.
What does need to change is our realisation that tomorrow will always look different than today. Take what has made us successful and apply it to an anticipated future state. What will our customers need? How will they choose to interact with us? Who will our competitors be? Yes, we have great relationships with our customers, but we must constantly work on them to remain relevant.
For as long as I can remember, Innovative Office Solutions’ top-selling SKUs either involved copy paper or toner. Both still exist – and remain popular – but the trend lines are definitely declining and what’s important now may not be important going forward.
Don’t believe me? I was at an industry function recently, talking to one of my very seasoned peers. He wore a tie decorated with a variety of commonly known office products. Every one of them was obsolete.
Over the past 18 months, Innovative has acquired three companies. Each had a unique product mix or service that fell outside our comfort zone. The opportunity?
Our current customer base was buying these new products and services from another supplier. We are in the process of figuring out how we can redirect these purchases to us.
And, of course, our foray into new adjacencies has opened up other markets. Many of the customers we gained through acquisition were in industries we did not focus on. Armed with these new relationships, we now have an inroad to sell them our more traditional, office-focused items as well.
Also, one of our acquisitions is primarily an e-commerce operator. Innovative has always had an online presence, but this addition gives us a true online portal to the marketplace.
Brooks Smith, CEO, Innovative Office Solutions
One of the greatest assets we have for adapting to change is likely sitting in our office. It is the power of the next generation of leaders. They certainly have a distinct way of thinking. Their motivations may be different and we may not always understand what is important to them. But we absolutely cannot ignore the insights they bring to our organisations. Importantly, they don’t necessarily want to wait their turn and this may be puzzling to those who are beyond the Millennial, Gen X or Gen Z demographic. However, if we make them ‘wait their turn’, I’m convinced we will miss an opportunity to adapt and prosper.
When you read the wonderful achievements of the ‘40 under 40’ in this edition of OPI (page 18), ask yourself if you have young employees you could bring to the table to help adapt to current conditions and shape your company going forward.
We don’t know what the future holds, but we know it will be different. We need to always be innovating. The trick is to jump in and make investments in new products, new marketplaces and new people – then analyse and either dig even deeper or move on and try again.
Ask yourself if you have young employees you could bring to the table to help adapt to current conditions
