AIn 2024, the Canadian Union of Postal Workers’ strike lasted 32 days.
s I write this, the whole country is bracing for a strike by the Canadian Union of Postal Workers (CUPW). The last strike, held during the busiest time for mail services in November-December 2024, cost small companies over $1 billion in lost revenue and sales, according to the Canadian Federation of Independent Business (CFIB). More than 60 per cent of small firms faced challenges to cash flow due to delayed invoices and cheques as well as higher delivery costs. That strike, which lasted 32 days, stopped when the federal government ordered an end to work stoppage. The then government appointed an industrial inquiry commission (IIC) to review the issues in Canada Post’s collective bargaining dispute with CUPW, as well as the company’s broader challenges. It also urged Canada Post and CUPW to continue negotiations. Sadly, no agreement has been reached & when the collective agreement expires May 22, CUPW can hit the picket lines.
Another strike would be devastating for small businesses. Per CFIB, more than three-quarters (79 per cent) of small business owners rely on Canada Post services to do business.
“If no deal is reached between Canada Post and its union and strike action takes place in the coming weeks, the impact on small business will be significant. We are at a critical time for the country with small businesses grappling with massive uncertainty created by trade tensions with the United States and China. Small business confidence in the economy is at a near historic low,” said CFIB president Dan Kelly. “We cannot afford another threat to our economic stability, and we can’t keep finding ourselves back in the same spot with an unreliable supply chain and an important service again not being available to small firms. Canada Post needs major reforms to its business model, and we need to find better ways to resolve major labour disputes.”
Existential crisis
The potential for another strike comes at a critical moment for the postal system. Since 2018, Canada Post recorded more than $3 billion in losses before tax, and it will post another significant loss for 2024. In November 2024, it reported a loss before tax of $315 million in Q3 2024. In early 2025, the federal government grant-
ed repayable funding of up to $1.034 billion for Canada Post to prevent insolvency.
In the final IIC report, Commissioner William Kaplan said, “Canada Post is facing an existential crisis: It is effectively insolvent, or bankrupt. Without thoughtful, measured, staged, but immediate changes, its fiscal situation will continue to deteriorate.”
Nevertheless, Commissioner Kaplan believes there is a way to preserve Canada Post as a vital national institution. He made the following recommendations:
• phase out daily door-to-door letter mail delivery for individual addresses, establish community mailboxes where possible and maintain daily delivery to businesses;
• lift moratoriums on rural post office closures and community mailbox conversions;
• hire part-time employees to deliver parcels on the weekend and to assist with volume during the week and pay them the same rates as regular employees, as well as provide access to pro rata benefits, or payments in lieu, and pension;
• introduce dynamic routing to reflect volumes to avoid trapped time and overtime; and
• amend the time-consuming approval process for postage increases.
“If implemented, these changes may return Canada Post to some degree of financial sustainability so it can continue the Universal Service Obligation – for both letter mail and parcels – but in a manner that reflects the 2025 realities of disappearing letter mail and a highly competitive parcel delivery environment. The world has changed, and both Canada Post and CUPW must evolve and adapt. Merely tinkering with the status quo is not an option,” he said.
Structural changes to preserve Canada Post are the need of the hour. As it is, many companies are contemplating moving their business to another mail services provider. If this strike goes ahead and continues for a long time, the switch would be permanent. Canadians deserve a national mail carrier that can provide stable, on-time, efficient and affordable deliveries.
NITHYA CALEB Editor ncaleb@annexbusinessmedia.com
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The Manitoba Chambers of Commerce honours Friesens with the “Best of Business: 2025 Manitoba Champions Award”. This accolade recognizes purpose-driven businesses dedicated to advancing economic growth and community well-being in Manitoba.
Heidelberg Canada increases the price of several of their consumables products. Harold Hoff, VP of sales & service, said, “We have been extremely cognizant of the pricing pressures in the marketplace and have worked hard to limit increases where possible. However, we can no longer absorb the rising costs that we are dealing with daily. Costs related to warehousing, freight, suppliers, and labour, among others, have all risen significantly over the past 12 months. As a result, customers can expect price increases.”
Ontario-based KG Graphic Finishers, which specializes in carton packaging and specialty finishing, acquires New Era Print Solutions (NEPS). KG Graphic Finishers currently produces over 15 million cartons per month and offers printing, foil stamping, embossing, die-cutting, and gluing. By integrating NEPS, KG gains an agile, small-volume specialist that delivers the same services for
finishing line, as well as install new, complementary production equipment. This project is estimated at $6.6 million.
the growth potential in this dynamic market segment.
short-run and specialty projects. Vinay Tewathia, founder and CEO of NEPS, will now also serve as COO of KG Graphic Finishers.
Gatineau-based Imprimerie Gauvin receives loans amounting to $4.14 million from both the federal and Quebec governments. Founded in 1892, Imprimerie Gauvin is a family business specializing in printing books for publishers and university presses. The financial assistance includes a $1.50 million loan from Investissement Québec’s own funds, a $2.04 million loan from the ESSOR program and a $600,000 repayable contribution from the Economic Development Agency of Canada for the Regions of Quebec. This funding will help the company add an automated colour inkjet printing and
Sonoco levies a $70 per ton price increase for all grades of uncoated recycled paperboard (URB) in Canada and the United States. According to John Florence, general counsel, secretary, and vice president and general manager, Industrial Paper Packaging North America, the price change is necessitated by continued inflation in input costs and tightening market conditions. Sonoco will also increase prices for all converted paperboard products by a minimum of eight per cent. This includes paperboard tubes, cores, cones, partitions, protective packaging and other specialty products.
Flint Group opens a new distribution facility in Montreal. The facility will warehouse and distribute Flint Group’s water-based, UV curable, and UV-LED dual-curing inks, as well as coatings for narrow web applications. This expansion doubles Flint’s distribution capacity in eastern Canada.
Koenig & Bauer spins off its digital unit as a wholly owned subsidiary called Koenig & Bauer Kyana GmbH. Sandra Wagner, previously VP of digitalization at Koenig & Bauer, has been appointed managing director of the new subsidiary. The spin-off enables the company to meet customer needs in a more targeted manner and to optimally exploit
Fujifilm partners with St. Louis, Miss.-based SumnerOne, a business technology solutions provider, as its first North American dealer for Fujifilm Revoria Press and Fujifilm Acuity wide format inkjet print solutions. SumnerOne will also be offering Fujifilm’s printbar products for integrated inkjet and Fujifilm JPress B2 and CF inkjet solutions through its wholly owned subsidiary, Production Print Solutions, as part of this collaboration.
The University of Toronto (U of T) and Konica Minolta renew a research partnership focused on AI and IoT. First launched in 2020, the partnership has been extended for another five years. The collaboration thus far has involved three research projects with information engineering researchers from the Faculty of Applied Science & Engineering, computer systems researchers from the computer science dept. in the Faculty of Arts & Science and robotics researchers from U of T Mississauga. Konica Minolta says the research that flows out of the partnership will help it reduce its environmental footprint.
The Printing House (TPH) is growing its corporate sustainability mission with the launch of the TPH Smart Forest, a new initiative in partnership with Canada’s Forest Trust Corporation (CFTC). Through CFTC’s six-phase tree planting and preservation approach, this partnership will harness Canada’s natural ecosystems to drive carbon capture, restore biodiversity, purify air and create green jobs.
Antigro Designer donates its proprietary Sticker Builder solution to the Toronto Metropolitan University, enabling graphic arts students to engage with a fun print application blending digital & print tech.
Drytac promotes Dennis Leblanc to the role of senior product and business development manager. With over three decades of experience in the industry, Leblanc will now oversee the global footprint of current Drytac materials and help develop new solutions. He will work closely with the U.K. and Canadian manufacturing plants and R&D facilities to ensure Drytac’s products meet customers’ needs across the world. Leblanc was previously senior business development manager for North America at Drytac for the past 18 months. Prior to that, he spent seven years as Drytac’s territory manager in Canada.
Koenig & Bauer is rapidly advancing the restructuring of the company, which was announced in November 2024. Christoph Müller stepped away from the executive board on March 31, 2025, at his own request, as part of the generational change at Koenig & Bauer. Müller will continue to support Koenig & Bauer as an executive advisor. Christian Steinmaßl, as a member of the group management, assumed responsibility for the Digital & Webfed business unit within the Special & New Technologies segment, in addition to his previous areas of responsibility in Industrial, Vision & Protection, Kyana and Group Purchasing.
Connecting for Results (CFR) hires Nick Howard as an advisor. With nearly five decades of experience in the printing, graphic arts, and equipment appraisal industries, Howard brings a wealth of expertise to CFR’s growing team of industry leaders. As president of Howard Graphic Equipment, Howard plays a key role in buying, selling, appraising and rebuilding printing and finishing equipment. His in-depth understanding of press technology, equipment valuations and industry trends has made him a trusted expert in the global printing community.
TricorBraun appoints Kevin Weadick as president and CEO. Weadick succeeds Court Carruthers, who retired after eight years as CEO. Carruthers will serve as vice-chair of the board to provide continuity and support. Weadick was most recently CEO for FleetPride, one of North America’s largest distributors of aftermarket truck and trailer parts. Prior to FleetPride, he held numerous global leadership roles across North America and Europe with Grainger, most recently as President of Zoro, Grainger’s technology-enabled supply business focused on small and medium customers. He is a graduate of the University of Wisconsin who began his career with PwC. Weadick will be based out of the company’s Design and Engineering Studio in Oakbrook Terrace, Ill.
Crabtree Publishing installs two new Canon ImagePress V1350 production presses at their St. Catharines, Ont., facility.
production specialist, Canon
and
Cettec Digital Imaging, Vancouver, enhances its label production capabilities with the installation of a Konica Minolta AccurioLabel 230. Altro Industries, Surrey, B.C, installs an HP Indigo 35K digital press, which allows the company to enter the folding carton market.
Craig Culliford, president, Crabtree Publishing, Candice Campbell, production manager, Crabtree Publishing, Alex Reedman, senior
Canada,
Graham Douglas, senior account executive, Canon Canada.
Christoph Müller.
Marija Vidanovic, commercial production print specialist, Konica Minolta Canada, and Tamas Cseza, president, Cettec Digital Imaging.
June 10-12, 2025
Amplify Print
Rosemont, Ill.
June 10, 2025
PAC Global Disruptors Summit Toronto
June 16-18, 2025
Color Impact 2025 Rochester, N.Y.
July 17, 2025
PrintForward Golf Tournament
Richmond, B.C.
July 21-23, 2025
Wide-Format Summit Miami, Fla.
Sept. 11, 2025
OPIA Golf Classic
Milton, Ont.
Sept. 29-Oct. 1, 2025
Pack Expo
Las Vegas, Nev.
Oct. 22-24, 2025
Printing United Expo Orlando, Fla.
04/25
The biannual Graphics Canada Expo was held at the Toronto International Centre, Mississauga, Ont., from April 9-11, 2025.
New technology investments can support companies’ efforts to address skilled staff shortages by transitioning from offset to digital print and using equipment with increased capacity.
Trends shaping the printing industry
A technology forum at Graphics Canada Expo addressed several critical issues impacting us
By Bob Dale
t Graphics Canada Expo 2025, my company, Connecting for Results organized a technology forum that brought together some of the most influential leaders in the imaging technology space, such as Hubert Soviche, president, Xerox Global Production Group; Jeff Edwards, Canon Production Printing; Frank Mallozzi, president, Konica Minolta Industrial & Production Print; Garry Gunter, national accounts manager Americas, Landa; Marlys Brothers, vice president, commercial and industrial print, Ricoh Canada; and Fernando Alperowitch, HP’s industrial print leader for the Americas. The forum, which I moderated, tackled several critical issues.
ATechnology trends
New markets are emerging, driving the development of new technologies. A good example is embellishments, which many OEM vendors have included in their imaging equipment. This could include special colours, such as white and fluorescents, and coating options.
Capital investment
Technology providers are tailoring their recommendations to the specific needs and goals of individual companies. Technology is constantly evolving, so there is a need to stay current. Creative ownership models are available that print service providers can explore. Panelists shared examples of owners who were preparing their exit strategy but continued to invest in technology, thereby increasing the value of the company and resulting in multiple offers.
Automation and integration
While automation has been around for years, more companies are embracing it. One concern is that companies are learning on the fly. Panelists emphasized that all suppliers have experts to help customers achieve operational and technological efficiencies. Additionally, print and packaging firms aim
Frank Mallozzi, president, Konica Minolta Industrial & Production Print; Jeff Edwards, Canon Production Printing; Hubert Soviche, president, Xerox Global Production Group; and Bob Dale, senior vice president, Connecting for Results.
to improve speed, cost and quality without disrupting their operations—an unrealistic expectation that panelists urged the industry to reconsider.
Trade tensions
Tariffs and trade uncertainties have forced companies to adopt a ‘COVID playbook’ approach to planning. This included moving planning phases from annual to quarterly; from quarterly to monthly; monthly to weekly; and even daily adjustments. All panelists confirmed they are continuously reviewing complex supply chains to mitigate and reduce the impact of tariffs on their customers.
Economic impact
New technology investments can support companies’ efforts to address skilled staff shortages by transitioning from offset to digital print and using equipment with increased capacity so fewer pieces of equipment are needed. Panelists highlighted federal and provincial government programs that can be used to invest in technology. However, these programs are constantly changing as allocated budgets deplete, so it’s advisable to investigate before purchase decisions are finalized.
Growth markets
Tech companies positioned themselves as strategic partners to help printers navigate economic and technological challenges. If speed to market and operational efficiency is a priority, then inline capabilities may become priority investments. The technology forum underscored that innovation, adaptability and collaboration are key to thriving in today’s economic conditions.
BOB DALE is senior VP of Connecting for Results. He can be reached at b.dale@cfrincorporated.com.
A historical perspective on tariffs
Protectionism isn’t a winning strategy
By Nick Howard
Love or loathe him, U.S.
President
Donald
Trump has been fixated on tariffs for decades, and now, with what seems like unshakable support, he is acting on those beliefs.
Trump’s statements are like panning for gold; each pan drawn from a murky stream holds mostly useless mud with the potential of finding some gold. And as with any good prospector, not everything he says is nonsense and bluster. There are unfair restrictions on many of America’s exports, although I doubt Japanese or German drivers yearn to drive a Chevy. Nevertheless, the U.S., which is the strongest nation on earth, can dictate trade terms, and Trump knows this very well.
America has a long history of trade restrictions that helped make it a dominant player in the global market right from the 1860s to the Depression Era. America is also wholly (almost) self-sufficient.
Canada, Europe shouldn’t throw stones at glass houses
Worldwide trade restrictions and taxes existed well before the Boston Tea Party, and it should be noted that before 1968, Europe was chock-full of protectionist duties. However, tariffs are not specific to the U.S and Europe. Canada, now in Trump’s crosshairs, was also fixated on import duties, particularly in the early 20th century. In 1902, U.S. printing was heavily restricted in response to the decline in wood and pulp sales to the United States following the imposition of tariffs on a wide assortment of Canadian products. It didn’t matter that the paper used to print the New York Times and Chicago Tribune was sourced from mills in Ontario. As late as 1983, the largest Canadian export was newsprint, not oil, natural gas, cars or lumber.
American printed products continued to be severely taxed by Canada throughout the mid-century, culminating in editions of Time and other major American publications being forced to print Canadian editions in Canada. Canadians were petrified of U.S. printers, who had better and faster equipment and produced work at lower costs.
As of February 1902, Canadian protective tariffs on U.S. printing goods ranged from 10 to 35 per cent. Instead of fortifying Canadian industry, these duties made everything more expensive while stymying organic growth. Even today, Canadians have fewer choices while paying higher costs for just about everything.
Canadian businesses lobbied Ottawa to eliminate existing ‘combines’ that controlled much of the natural resources with ‘artificial’ prices that benefited Americans. Paper was one sore spot. Printers complained that most price-inflated U.S. paper imported into Canada was made with Canadian pulpwood. In contrast, as a most favoured nation, British paper, made with Canadian pulp, could be
imported at a lower cost than printers would pay for locally produced paper.
“Many countries have tried to grow behind hefty tariffs, and it just doesn’t work. Protectionism is not a good strategy, and we have seen it many times in world history,” said Simon Johnson, former chief economist, International Monetary Fund.
It wasn’t until several rounds of GATT (General Agreement on Tariffs and Trade) negotiations, particularly the 1964 Kennedy Round, that Canada and the U.S. agreed on the significant benefits of tariff elimination. In 1982, GATT was wound down in favour of the 1987 Canada-United States Free Trade Agreement. Canada pushed the FTA forward, fully endorsed by the U.S., thereby eliminating tariffs. With the inclusion of Mexico in 1994, the North American Free Trade Agreement (NAFTA) created one of the world’s largest free trade zones, benefiting millions. Prices dropped, businesses became more competitive (particularly the auto sector), and consumers could choose the best products at the best prices for the first time.
With Trump’s conviction that America has been trade abused, he has enacted the most severe tariffs since the Smoot-Hawley Act of 1930. The only way out of the last one was World War II.
Americans buy Heidelbergs, Koenig & Bauers and Komoris, as they offer the best technology and not because they’re cheaper. Slapping numbing tariffs on printing technologies harms the United States. It will not reinvigorate the Rust Belt areas.
Prosperity comes to those who don’t rely on cheap labour or government assistance. The American manufacturing industry currently
In 1902, U.S. printing was heavily restricted in response to a decline in wood and pulp sales to the United States following the imposition of tariffs on a range of Canadian products.
has over 500,000 job vacancies. Where will the workers come from if a significant number of new factories get built?
Canada’s early adoption of tariffs was driven by fear: Would America engulf the nation, wiping out key manufacturing industries such as printing? Although seemingly plentiful, natural resources were concerning; two-thirds of Canada’s exports are from primary industries that employ only 10 per cent of the labour force. Hewers of wood and drawers of water are a luxury Canada has leaned on much too long.
The only way to combat poor competitiveness is not by returning to mercantilism, but by improving one’s ability to take on the world. Canada’s banking, taxes, infrastructure and skilled labour still require serious attention.
China is a global threat as it will dominate manufacturing by 2030 with half the planet’s capacity. There is no way other countries can compete with China’s ability to mass manufacture cheap, quality goods.
But do we even want to compete with China? Free trade suggests we take our strengths and magnify them. Don’t build walls that will overprice domestic and imported goods.
Canada and the rest of the free world are not America’s cheaters. We all pay high taxes, and due to geography, smart manufacturing or access to resources, we can compete fairly, winning some while losing others.
Tariffs are also not a game of Snakes & Ladders. If we have learned anything from history, they have rarely been effective. Trump sees industries rushing back to America in droves; if they don’t, his tariffs will become a burden paid for by Americans while spiking inflation and, even worse, a recession.
NICK HOWARD, a partner in Howard Graphic Equipment and Howard Iron Works, is a printing historian, consultant, and certified appraiser of capital equipment. He can be reached at nick@howardgraphic.com.
Technology and process trends in the Canadian printing industry
By Nithya Caleb
The following snapshot of the Iron Index 2025 survey produced by PrintAction compares current production trends to a historical benchmark of capital investments made by Canadian printers. The facts presented throughout the article relate 2025 numbers to past survey statistics. The first iteration of the Iron Index was launched in 1996, when PrintAction published a short, but important, list of innovative commercial printers that were the first to install computer-to-plate (CTP) imaging systems. Now, 29 years later, the Iron Index tracks the production-technology investment trends of leading commercial printing companies across Canada. This includes tracking the offset (by model, number of units and format size), toner and inkjet press specifications of participants, as well as employee levels, revenue, front-end technologies, and MIS. The following statistics provide insight into what is going on with the direction of production ratios. The key statistics describe
how the landscape is changing in terms of long and short runs, as well as the work of 29- and 40-in. printers, and how they are shaping their companies and Canadian printing. Based on the information provided by more than 40 responding companies, it appears digital printing with both toner and inkjet-based printing is continuing its upward trajectory, as most of the printers surveyed this year produced digital print projects in addition to offset printing. Since this year has its own unique challenges, we also asked survey respondents about how their workflow has been impacted by tariffs and supply chain issues, and whether it has led them to change their business plans. Around 19 per cent of the respondents said the lack of skilled labour is a barrier to their company’s future competitiveness. Nearly 15 per cent of respondents blamed increased competition from a narrowing market as a hurdle to profitability. To participate in next year’s Iron Index survey, please contact the editor Nithya Caleb at ncaleb@annexbusinessmedia.com.
Key statistics from the Iron Index describing technology advances in Canada
What areas does your company plan to invest in over the next three years?
Total number of employees represented in this year’s survey.
45.24% 4224
Percentage of respondents with 15 or less employees.
19.05%
Percentage of respondents citing lack of skilled labour as barriers to their company’s future competitiveness.
11.90%
Percentage of all printers surveyed in 2025 producing work with all three processes (offset, toner, and inkjet).
What do you see as the prime barrier to your company’s future competitiveness?
A majority of respondents cited the lack of skilled labour (19%) as the prime barrier to their company’s future competitiveness.
The next most important reason is increased competition from a narrowing market (14%). Some printers were also being challenged with lack of upfront capital for technology investment, tight margins in a capital-intensive business, cost of paper and cloud services and an erosion in demand for printed products as well as the ongoing decline in the mailing industry.
THE IRON INDEX METHODOLOGY
Equipment, machinery, or technology upgrades:
Sustainability/environmental upgrades:
Training and education:
New hiring initiatives:
Health and safety measures:
Service and sales-related programs:
What else is your company considering besides investments?
Business acquisition/merger:
Divesting/selling of equipment or capabilities:
Scaling back shifts or consolidating space:
Buying or selling real estate or leasing premises:
Other:
For more than two decades, PrintAction has surveyed commercial printing companies across the country to track their production-technology investment and trends. Below is a sample of the survey questions respondents have answered to produce our results. This primarily includes tracking the offset (by model, number of units and format size), toner and inkjet press specifications of participants, as well as employee levels, revenue, front-end technologies and MIS.
Year of company founding
Number of employees
Offset presses:
• List up to four primary offset presses. Include press brand, press format size in inches and number of press units.
Toner/Digital Presses:
• List up to three primary toner/digital presses. Include press brand and model number.
Management Information System:
• Provide brand, type, and version, if available.
Primary Front-end (Prepress) Software:
• Provide brand, type, and version, if available
Primary Platesetter:
• Provide brand and type, if available.
Primary Offset Plate Brand:
• Provide brand and type, if available.
Production Ratio:
• Provide approximate percentage of work done, in terms of total revenue generation, with Offset : Toner : Inkjet.
Wide-format Inkjet:
• List up to two primary wide-format inkjet machines. Include press brand and model number.
Production Inkjet:
• List up to two primary production inkjet machines. Include press brand and model number.
What do you see as the prime barrier to your company’s future competitiveness?
What is your best estimate at a dollar amount for how much printing technology, software, and related services your company will purchase over the next three years?
What areas does your company plan to invest in over the next three years?
What else is your company considering besides investments?
What are your plans for diversifying your capabilities?
In the next 12 to 18 months, which is most likely to happen at your company?
In the next 12 to 18 months, which is most likely to happen at your company?
40-inch printers
The following statistics apply to Canadian printing companies with at least one 40-inch sheetfed press, based on their participation in the Iron Index surveys.
% 1 Toner press 5
% 2 Toner presses 4
% Branded MIS 4
Offset > 70% 5
Offset > 80% 5
Offset > 90% 2
Toner > 10% 1
Toner > 20% 3
Key 40-in. printer findings in 2025:
The Iron Index indicates the number of commercial printers with full-size sheetfed presses are largely focusing solely on offset work. They produce over 70 per cent of their work on offset. We are also seeing an increasing adoption of inkjet printing by these print services providers.
29-inch printers
The following statistics apply to Canadian printing companies with at least one 29-in. offset press (or of smaller format), based on the Iron Index surveys.
%
Key 29-in. printer findings in 2025: The Iron Index survey finds that many commercial printers with at least one 29-in. offset press have at the minimum one toner press. Most of their work was produced on toner presses. Inkjet production work is quite minimal at this time among these group of printers.
Complete Iron Index participants by year
Respondents are planning:
• to acquire new business;
• invest in production inkjet;
• expand into the U.S.;
• move bindery in-house;
• focus on printing and finger printing services;
• move towards a SaaS product rather than a server-based one; and
• install a web to print system.
Projected investments in printing technology, software, and related services over the next three years.
Projected investment
Less than $99,999
$100,000 - $499,999
$500,000 - $999,999
$1,000,000 – $2,499,999
$2,500,000 – $4,999,999
More than $5 million
The following percentages are derived from 57 Canadian printing companies who participated in the 2025 Iron Index survey.
Number of respondents
What are your plans for diversifying your capabilities? 5 7 1 2 1 3
PrintAction would like to thank all the companies that have participated in The Iron Index over its 29-year history, and in particular, those who responded to our 2025 edition, enabling these statistics to be generated. To participate in next year’s survey, please contact the editor Nithya Caleb at ncaleb@annexbusinessmedia.com.
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Prepress professionals fulfil a key role in printing by preventing errors and maintaining high-quality standards in every print run.
THE STATE OF PREPRESS
Trends, salaries and skills in today’s print industry
By Lee Eldridge
Prepress has always been a key step in professional print workflows, ensuring that files are optimized and prepared for flawless output. As the bridge between design and manufacturing, prepress specialists prevent costly errors and look to maintain high-quality standards in every print run.
Yet, despite its importance, prepress is somewhat misunderstood. How many prepress jobs are available? What skills are most in demand? And how much do employers pay for those who specialize in these roles? These are the questions a recent
study—with the author as the lead researcher—set out to answer. The study analyzed 135 job postings on Indeed.ca, a job aggregator, for prepress roles across Ontario, Canada’s largest province, in Q3/Q4 of 2024. This study provides insights into posted salary trends, job and skill expectations, and the evolving role of prepress professionals in the modern print industry.
Prepress job availability
Prepress positions are scarce. At any given time, job searches for graphic designers might yield hundreds of results, while prepress roles return only a handful. A significant number
PHOTO: SAKAASA / E+/ GETTY IMAGES
of job postings described roles that extended beyond traditional prepress responsibilities, requiring candidates to possess complementary skillsets. In addition to ‘dedicated’ prepress-exclusive positions, we categorized postings into four other roles that were notable in the data.
1) Prepress and graphic design
These roles (which accounted for roughly 26 per cent of postings) required both a core of prepress skills and a complementary set of graphic design skills, reflecting a growing demand for multi-skilled employees. Note that we specifically excluded graphic design job postings that called for ‘some skills in prepress’ from data set to focus on roles that were specifically ‘prepress first’.
2) Prepress and structural design
These roles highlighted the need for prepress specialists who were well versed and comfortable working with dielines and often packaging-specific workflows, particularly in folding carton or corrugated display fabrication. About eight per cent of prepress roles called for this particular combination of skills.
3) Prepress and machine operator
A hybrid role often found in smaller print shops where the prepress operator is also responsible for outputting on digital presses or running large-format devices. Seven per cent of job postings fell into this category.
4) Prepress supervisor/manager
About one in 20 job postings were for a prepress supervisory role, although most required the manager to continue doing hands-on prepress work in addition to managerial duties.
Salaries
The average salary found in the job postings surveyed for ‘dedicated’ prepress operators was approximately $57,000 per year, or $27.40 per hour. This data aligns with the Government of Canada Labour Market Information, which reports a (national) prepress average wage of $27.36 per hour in 2023 but remains below Ontario’s current average compensation for all workers ($37.10 per hour).
Salary averages can be broken
High
College
Bachelor's
down further by the common roles mentioned above:
• prepress + machine operator roles had the lowest pay of the job postings recorded, averaging $46,000 per year;
• prepress + structural design roles were slightly higher, at $53,000 per year; and
• supervisors/managers earned the most, averaging $72,000 per year.
Education, experience requirements
Prepress is a field where practical skills often outweigh formal education. Here’s what the job postings revealed:
• forty-six per cent of employers listed no specific education requirement in their job postings;
• nine per cent asked for a high school diploma as the minimum education requirement;
• thirty-four per cent requested applicants have at least a college diploma, usually in graphic design or communications; and
• eleven per cent requested a bachelor’s degree.
Work experience in a prepress role mattered significantly. Job postings sought candidates with an average of 3.4 years of previous prepress experience (overall). Individual postings requested as much as 10 years of previous prepress experience. About 17 per cent of postings had no specific previous experience requirement. This suggests that while entry-level roles exist, employers strongly prefer candidates who already understand prepress operations, workflows and software.
Prepress Skills in Demand
Skills and software in demand
Most requested skills were:
• quality assurance (74 per cent of postings) – ensuring files are print-ready and error-free;
• preflighting and proofing – reviewing files in order to prevent costly print errors;
• dieline creation and imposition –each of these skills was specifically mentioned by about a quarter of the job postings reviewed; and
• graphic design skills – even non-hybrid roles increasingly expect some graphic design capabilities from candidates.
In addition to the 26 per cent of job postings that were specifically prepress and graphic design hybrid roles, a further 18 per cent of the remaining job postings also asked for some degree of graphic design skills.
Notably, several skills often associated with prepress expertise, such as colour management, variable data printing and digital asset management, were mentioned infrequently.
Only about one in six of the prepress job postings reviewed asked for any of these skills.
The most mentioned software were:
• Adobe Creative Cloud (specifically Illustrator, Photoshop, InDesign and Acrobat) – unsurprisingly, this was a near universal requirement; and
• Microsoft Office – frequently mentioned for business communication tasks.
For dedicated prepress workflow software, no single tool dominated. Esko, Kodak Prinergy and Heidelberg software tools were the most frequently cited. PitStop, Fiery and Onyx trailed behind in frequency but still appeared in listings. Many postings left prepress workflow tools vague, suggesting that adaptability is more important than specific software experience.
Challenges facing prepress professionals
The U.S. Bureau of Labor Statistics projects a decline in prepress roles
over the next decade, largely due to automation. While there’s no Canada-specific forecast, similar trends are expected. Automated workflow tools mean that fewer prepress operators can handle higher volumes of work, reducing overall demand for new hires.
Hybrid roles = lower salaries
The study found that hybrid prepress roles often pay less than pure prepress roles. Smaller shops tend to require employees to handle multiple functions including design or machine operation, while paying less than large-scale print manufacturers who hire dedicated prepress staff.
Impact of online design tools
With the rising popularity of novice-friendly design tools like Canva and Adobe Express, more files submitted for print are being created by non-professional designers. This increases the workload on prepress operators, who must troubleshoot and try to correct issues like missing bleeds, improper colour profiles and low-resolution images.
Limited remote work opportunities
Unlike many digital-based professions, prepress remains primarily an onsite job. Very few postings offered hybrid or remote work options, which can be a barrier, especially when seeking to attract younger jobseekers who may be looking for flexible work arrangements.
Takeaways
As automation reshapes production floors and graphic design tools become more accessible to the masses, prepress professionals stand as the last line of defence to make a designer’s vision become printed reality. Their expertise doesn’t just prepare files for print; it safeguards the reputation of printers and the trust of their clients. In a world moving faster than ever, prepress remains one of the few places where precision takes precedence over speed. Prepress expertise remains a key strategic asset: One that forward-thinking print providers can leverage to differentiate themselves through quality, consistency and operational efficiency.
The main drivers for capital investments are gaining new business and reducing operational costs.
COUNTING ROI ON INVESTMENT
Consider these factors when calculating ROI on a new press
By Jack Kazmierski
Established in the 1930s, Winnipeg-based City Press has been in business long enough to have upgraded their presses several times. Nonetheless, investing in new equipment is not something they take lightly, especially when you consider the fact that a new press costs millions of dollars.
“My great grandfather started this business out of his garage,” says Nick Giesbrecht, the current president of City Press. Giesbrecht bought his father’s share of the corporation a couple of years ago and plans to continue the business that’s been with his
family for four generations.
His most recent capital purchase took place in the summer of 2024 when he invested more than US$1.1 million in an HP Indigo 15K digital press.
“It’s a bit of a jump for us,” he says, “and it was a big commitment for me. It’s probably the biggest thing I’ve ever bought.”
While the press alone was a big investment, Giesbrecht had to factor other costs into the equation, including a renovation that ended up costing him well over $300,000.
“We’re in a 70-year-old building, and we don’t have a lot of space, so we had to renovate part of the building to
make room for the new press,” he says.
Looking back at his purchase decision, Giesbrecht agrees that although he could have invested in something cheaper, this upgrade made financial sense for several reasons.
“We were doing very well,” he says. “We picked up a lot of work after COVID, which was great, but we were paying our staff for a lot of overtime.”
The new press, he adds, has allowed him to cut expenses, including the overtime hours he was paying his staff.
Another key motivator for this investment was the fact that one of Giesbrecht’s existing presses was getting old, and repairs were sure to become more frequent and more expensive, especially because Giesbrecht was no longer getting the after-sales support from the manufacturer that he used to when the press was newer.
“That was the main driver for this decision,” he says. “Our costs were going up because the press was ageing, so we needed to figure out how to increase our workflow and our throughput, while reducing overtime hours.”
Due diligence is a must
Prior to pulling the trigger on this large investment, Giesbrecht sat down with his father to weigh the pros and cons.
“My dad has been in this business forever, and he has made a number of large capital investment decisions before,” he says, “but I did my due diligence as well.”
Initially, Giesbrecht flew down to
City Press Nick Giesbrecht president (right) and his operator, Jason Baccaert with their new HP Indigo 15K digital press.
of HP’s Indigo presses can be extensive.
“It’s almost two weeks of initial training at our offices in Georgia,” he says. “That means operators have to fly down to Georgia and spend almost two weeks in school. Then, six months later, they go back for additional training. We also include two to three weeks of onsite training to show them how to make the press work in their own environment.”
While the cost of the training is built into the price of the equipment, Running points out that customers have to pay to fly their staff down to the training centre, and cover the cost of hotels, meals and all expenses.
HP’s headquarters in Georgia to see the press in action. “I went with one of my pressmen, and he was impressed. Then I went again with my dad, so that he could see it,” says Giesbrecht. “We crunched the numbers, looked at how we could cut costs, and it made sense to go ahead with the purchase.”
Initial investment
Greg Running, HP Indigo business manager for western Canada, says that the initial cost of any press is only part of the overall investment.
“We build into our capital equipment costs as much of the surrounding costs as we can,” he says, “including delivery, installation, training, startup assistance and all the add-ons you need. What it doesn’t include is any costs associated with room preparation, ancillary finishing equipment or any additional equipment that might be needed.”
Running notes that training for one
City Press invested in an HP Indigo 15K digital press in 2024.
“But when you think about the fact that you’re spending over a million dollars on the press, as well as hundreds-of-thousands on a renovation, the cost of flying staff down for training is negligible,” says Giesbrecht.
Operational costs
One of the key factors to look at when calculating the return on investment (ROI) for a new press is how much the upgrade will cut ongoing expenses including maintenance, consumables and energy use.
“We have a team of financial consultants who work with our customers, and they do a full ROI calculation using each customer’s own data,” says Running. “They look at the running costs, as well as other factors, including paper waste savings, power consumption and labour costs.”
Running says that overall, businesses can expect their operational costs to go down.
“The upfront investment is big,” he says, “but the operational costs are what allows you to pay the bills for years after the installation.”
I’ve seen cases, over and over
Our costs were going up because the press was ageing, so we needed to figure out how to increase our workflow and our throughput, while reducing overtime hours. – Nick Giesbrecht
Increase in revenue
Upgrading to a new press can open the door to new business opportunities, especially when you’re moving from an offset machine to a digital press. Frank Mallozzi, president of the Industrial Print & Production Group at Konica Minolta, explains that when you upgrade to a new press, you have the ability to attract new clients, as well as offer existing clients new services and products that you may have had to turn down or outsource in the past.
“We have a lot of case studies that show the benefits,” says Mallozzi. “When we ask printers about their
businesses, they often tell us what they do and what they outsource. When we ask them how much they outsource and what they pay to outsource, they start to see how much business they’re missing out on, and how much their business could grow [if they had the right equipment].”
The bottom line is that upgrading can boost business.
“I’ve seen cases, over and over again, where clients have grown their businesses because they’ve invested in new technology,” says Mallozzi.
Upgrading to new technologies, Mallozzi stresses, doesn’t necessarily mean getting rid of older technologies.
Printing machines are very expensive, so print service providers must consider if the investment is beneficial and will lead to further growth.
“While we’re seeing clients go from offset to digital, we also have clients who put their new digital press on the floor next to their offset presses,” he says.
Having both presses on the production floor makes sense for printers who may be turning down work because they’re at capacity, or because they can’t put certain jobs on an offset press, simply because the economics don’t add up. By adding a digital press, Mallozzi explains, they can take on the extra work and run both presses for optimum efficiency.
Newer equipment also allows printers to get jobs done faster, and to change gears from one job to another quickly and efficiently.
“Let’s say you bring in a job at 8 a.m. and you need to deliver it by 5 p.m.,” says Mallozzi. “You’re going to need burst capacity for those presses to switch from, for example, a banner to corrugated material or eight-and-ahalf documents or ledger size. How quickly can you make those changes to keep that press moving with these jobs?”
Depreciation and taxes
One final key consideration when upgrading to a new press is how that capital investment will impact your taxes. Typically, businesses deduct a portion of the cost of depreciable assets over several years, which could translate into significant tax savings, especially in the first year or so.
“I won’t make a profit this year, from an accounting standpoint,” says Giesbrecht. “It’s a write-off, which is nice.”
Depending on the age and condition of the press that’s being replaced with the new equipment, some businesses might be able to sell their old presses on the second-hand market. However, as Giesbrecht points out, that’s not always possible.
“The best I could do was find a place that was willing to pay someone to come in, disassemble it and haul it away,” he says. “It will probably be used for spare parts.”
Investing in a new press is a weighty matter that requires due diligence and careful consideration of all the pros and cons. While this type of capital expenditure is significant, upgrading to a new press can cut costs, boost efficiencies and open the door to new business opportunities.
MODERN DIGITAL TECH SOLUTIONS
Here’s a comprehensive guide to digital printing technologies in the market now
By Martin Habekost
Digital printing devices are versatile and there is one for almost any kind of printing application. These devices are manufactured for cut sheet and roll-fed markets. Some use toner and the electrophotographic print process to print the image onto the substrate, while others use inkjet ink. For inkjet, some machines use a carriage to print the artwork while others are single pass. In terms of inks, one can choose from water-based, UV-curable, and eco-solvent-based inks. Another consideration when choosing your digital press is colour. Printers come
with the standard CMYK ink configuration. Some machines offer special colours like orange, green and violet for expanded gamut printing or neon yellow, neon pink, invisible red, gold, silver or white. Digital inkjet devices are also used to print on textile with different types of inks for different fabrics. It is impossible to mention every device that is out in the market, so I’ll highlight a few that caught my attention in the recent past.
Canon Canon’s VarioPrint 6000 series Titan is a toner-based single-colour device. The unique feature of this
Several digital printing solutions were showcased at Graphics Canada Expo 2025.
PHOTO: NITHYA CALEB
machine is the one-pass duplex printing with a maximum sheet size of 13.8 x 19.7 in. This machine can be used for transactional, MICR and on-demand digital book printing. The 6000 series is available for different monthly duty cycles and print speeds of up to 320 impressions per minute. Canon’s ImagePress V1000 is a colour toner-based press, which prints up to 101 pages per minute on media up to 400 g/m2 and up to 13 x 51.2 in.
The VarioPrint iX1700 is an inkjet sheetfed printing device that supports paper up to 24 pt coated and uncoated and sheet sizes up to 14.33 x 26 in. with a print speed up to 165 impressions per minute. The Canon ProStream 3000 series is also an inkjet device that can print at a speed of up to 525 ft/min. This machine allows to print on standard coated and uncoated offset papers and, of course, on inkjet-optimized papers with a grammage from 28 to 300 g/ m2. The paper roll can be up to 22 in. wide. This machine can be used to produce a variety of products, such as travel books and high value mailers. Canon also offers large-format printers in the ImageProgram GP-S series. Printers from these series also utilize orange ink for more vibrant prints and print with an improved black density. The Colorado M series UV gel roll-to-roll printers can print large-format jobs with white ink on a variety of substrates.
HP
HP offers several printing devices to serve almost any print market. One of these machines is the HP Indigo
11k
Landa’s S11 machine prints 11,200 impressions per hour.
18K, which competes in the B2 market and prints with offset-matching print quality. This machine prints at 3450 sheets an hour with a maximum sheet size of 29.5 x 20.8 in. A variety of substrates can be used from 50 lb uncoated text to 150 lb gloss cover with a thickness of 3 to 18 pt. There is also the option to obtain a 24-pt thick substrate kit. This machine can be purchased in the standard four-colour configuration and up to seven colours for expanded gamut printing. For label printing HP offers the Indigo 6K, which can print at a speed of up to 196 ft/min with a maximum web width of 13.4 in. This machine can also be equipped with a seven-colour expanded gamut printing engine.
width of 22 in. Substrates include standard offset coated and uncoated media as well as inkjet treated media. This machine can be used to print products like booklets, cookbooks, brochures and magazines. Two of their latest machines are the PageWide T500M HD for book printing with a throughput of up to 1000 ft/ min and the PageWide T4250 HDR, which prints at 800 ft/min with offset-like print quality on a variety of substrates like standard coated and uncoated offset and inkjet-optimized papers. The grammage can range from 40 to 350 g/m 2 and the web width can be from 16 to 42 in.
Konica Minolta
The Accurio C4080 prints 80 pages/min.
The PageWide Advantage 2200 can print at speeds up to 244 ft/min and substrates up to 320 g/m2 and 18 pt thickness and a maximum web
Konica Minolta Accurio C4080 is a toner-based machine that prints at 80 pages per minute on media up to 360 g/m2. This machine also offers banner printing on sheets up to 34-in. long.
The AccurioLabel 400, a tonerbased printing machine, offers four colour process plus white label printing at a speed of 39.9 m/min (130 ft/ min). This machine prints on regular label stock with a maximum width of 13 in.
Kyocera
Kyocera’s TasKalfa Pro 15000c is designed for transactional, trans-promotional and direct mail printing. It is an inkjet printing device with a speed of 146 pages per minute and a maximum sheet size of 12 x 18 in. and a maximum grammage of 360 g/m2 The TasKalfa Pro 55000c has been designed to print on a wide variety of coated substrates. The ForEarth textile printer uses almost no water at all compared to traditional fabric dying and printing. The press uses water-based pigmented inkjet ink. These two machines are very interesting. I am especially eager to see
Mimaki’s JFX600-2513 press uses UV-LED inks & offers a printable area of 2.5 x 1.3 m.
how the textile printing device will be adopted by the market.
Landa
Ricoh’s Pro C7500 has a fifth colour station that can be used to print gold, silver, neon pink, neon yellow, clear, white and invisible red colours.
Landa’s S11 machine prints 11,200 impressions per hour using the same printheads as the S10 machine. The S10 printed at 6,100 impressions an hour. Landa achieved this speed improvement by modifying other components in the machine. The S11 had its debut at Drupa 2024. Landa’s machine is also an inkjet printing machine. The unique difference between Landa and every other inkjet device is that the image gets jetted onto a heated printing blanket belt. This removes water from the ink and leaves a dry, plastic-like film on the belt that then gets transferred onto almost any substrate. These prints can also be coated with an inline coating unit. All other inkjet printing devices jet the ink onto the substrate and then
heat the paper to remove water from the printed ink film.
Mimaki
Mimaki is known for their UV flatbed and eco-solvent printing devices. The UV flatbed devices are tailored towards various throughput volumes. The CJV200-160 is geared toward indoor and outdoor printing and uses eco-solvent-based inks. Mimaki considers this their flagship press that can be used for label, poster, signboard and banner printing. The JFX600-2513 uses UVLED curable inks for applications like display cases, furniture, outdoor advertisement and wall displays. It offers a maximum printable area of 2.5 x 1.3 m.
Ricoh
Ricoh’s Pro C7500 sheetfed printer has a unique fifth colour station. This can be used with gold, silver,
neon pink, neon yellow, clear, white and invisible red toners. This press is rated at 85 pages per minute but can be upgraded to 95 pages per minute. Substrates with a grammage from 40 to 470 g/m 2 can be used in this machine.
The Ricoh Pro C9500 is a four-colour toner-based digital printing machine with a speed rating of up to 135 pages per minute. It can handle a variety of substrates with the same grammage range as the C7500. The Pro Z75 digital sheetfed inkjet device for the B2 can print on coated and uncoated substrates with grammage from 60 for uncoated, 80 for coated up to 400 g/m 2 . It prints at a speed of 4500 sheets per hour.
Roland
Roland’s VersaStudio BN2-20 is meant to print decals, small signs and posters. The BN2-20 prints CMYK plus white. The VersaStudio BD-8 comes with UV LED-curable inks and can print directly onto objects like golf balls. The VersaObject MO240 can also print directly onto objects and is capable of printing fine textures. An optional rotary attachment for printing on cylindrical objects is also available. This machine can print CMYK plus white, red, orange, primer and gloss inks. Of course, Roland is well-known for their wide-format printers using either CMYK resin inks or dual CMYK UV inks. Roland is also active in the direct-to-film printing
At Graphics Canada Expo 2025, visitors witnessed demos of several Xerox printers.
market with their TY-300 device. This machine prints CMYK plus white. The inks are even OEKOTEX Passport certified which means they are meeting the highest global standard for safety and sustainability.
Xerox
Xerox’s Iridesse Production Press is a toner-based machine with up to six print stations that allow you to print two additional colours besides CMYK. The colours can be white, clear, silver, gold, fluorescent pink and a low gloss clear. The press prints at 120 pages per minute on coated and uncoated substrates up to 400 g/m2. The press allows printing on long sheets up to 47.24 in. long and 13 in. wide. Having six print stations available allows to underlay or overlay the specialty toners. Of course, the press can be extended with additional paper drawers and finishing equipment like any other digital toner-based machines.
Digital printing devices are versatile and there is one for almost any kind of printing
Another interesting machine is the Versant 280. This machine is a standard CMYK toner-based digital press, but it offers some unique features. It can be upgraded with a vivid kit and a fluorescent kit. These two upgrades allow one to print with gold, silver, white and clear and fluorescent cyan, fluorescent magenta and fluorescent yellow. The unique feature of the fluorescent kit is that you can take a file that was designed for CMYK and the machine will replace CMYK with fluorescent CMY. There is no need to rework the file for the special colours. The Versant 280 can print at a speed of 80 pages per minute and handles substrates up to 400 g/m2 with a maximum sheet size of 11 x 17 in. The PrimeLink C9200 is a toner-based machine that prints up to 81 pages per minute and can handle substrates of up to 13 x 51 in. in size and a grammage up to 400 g/m2
As you can see, there are all kinds of digital printing solutions. Before buying a digital print device a lot of research needs to be done regarding the type of products one wants to print on the machine and what markets and customers one wants to serve. Another question to consider would be if new customers can be gained by the special capabilities that machines offer.
DON’T MANAGE, EMPOWER STAFF
Unlocking your company’s strategic growth potential
By Alec Couckuyt
Micromanagement often gets a bad rap—and for good reason. It can stifle creativity, demoralize teams, and stagnate growth. However, not all micromanagement is created equal. In fact, with the right perspective and approach, what is often labelled as micromanagement can be transformed into an opportunity for growth.
Two faces of micromanagement
In my experience advising executives, I’ve encountered two distinct types of micromanagers: The conscious
micromanager and the unconscious micromanager.
The conscious micromanager
These individuals deliberately hold the reins too tightly, often thriving on control and unable or unwilling to trust their teams. This approach typically leads to organizational stagnation, as innovation and empowerment are stifled under their grip.
The unconscious micromanager
These leaders genuinely care deeply about their business and teams. Their micromanagement stems not
Once leaders stop micromanaging, they can channel their energy
from a desire for control but from fear of what might happen if they let go.
Often, they are so entrenched in daily operations that they struggle to see the bigger picture or trust their team’s capabilities.
This type of micromanager is frequently found in successful start-ups, fast-growing smaller to mid-sized companies, and family-owned businesses. In these environments, micromanagement was often a key driver of early success. However, as the organization grows, this same approach can lead to stagnation, hindering further development.
Turning unconscious micromanagement into leadership growth
Here’s the good news: the unconscious micromanager is ripe for transformation. With the right guidance, these leaders can shift from micromanagement to strategic empowerment. This shift yields two significant outcomes.
Focused leadership
Once leaders stop micromanaging, they can channel their energy into their strengths, driving new opportunities and growth.
Team optimization
By stepping back, leaders can identify weak team members who have been shielded by their oversight, making room for stronger talent to emerge or be recruited.
Why change is difficult but essential
The path to transformation isn’t easy. Unconscious micromanagers often struggle with impatience, a lack of trust, and an ingrained belief that “if I don’t do it myself, it won’t get done right.” But with incremental steps and the right support, these leaders can:
• recognize the value of delegation as an investment in growth;
• build trust within their teams; and
• develop the strategic vision necessary to scale their business.
The data behind the impact
Research underscores the importance of addressing micromanagement and empowering leaders. A Gallup study found that 50 per cent of employees leave their jobs to escape bad managers. The Society for Human Resource Management reports that empowering leadership can increase productivity by 25 per cent. According to KPMG, 70 per cent of family-owned businesses struggle to transition from founderled management to scalable leadership structures, often due to lingering micromanagement tendencies.
Guiding leaders to strategic excellence
Helping leaders transition from micromanagement to strategic leadership is a journey I’ve guided many executives
through. As an adviser, I work closely with leaders to:
• discover the root causes of their micromanagement tendencies;
• develop a strategic roadmap for their organization’s future; and
• execute a plan that empowers their teams and drives sustainable growth. This transformation isn’t just about improving a business’s performance; it also drives a measurable return on strategy (ROS), ensuring leaders achieve sustainable growth and lasting success. Moreover, it’s about helping leaders reclaim their time and focus, enabling them to lead with clarity and purpose.
A call to action for leaders
If you see yourself—or someone you work with—in the description of an unconscious micromanager, now is the time to act. The first step is acknowledging the need for change and surrounding yourself with trusted advisers who can guide you through the process. Letting go of day-to-day control isn’t a loss; it’s an investment in the future of your business as well as your leadership legacy.
Prepress at the centre
How workflow integration is redefining operational excellence
By Alec Couckuyt
In today’s print landscape, one critical area has undergone a quiet but dramatic transformation: the prepress department. It has, in the last decade, become the operational hub for many tasks that were once handled on the press floor.
At the heart of this evolution are two major drivers: automation and AI. These technologies are not just assisting operators; they are reshaping entire workflows. Functions that traditionally belonged to the pressroom, such as colour adjustments, imposition and even press setup, are increasingly managed upstream in prepress, setting the stage for streamlined production and minimal touchpoints later in the process.
This shift is evident in digital and offset printing, impacting every sector of the industry, including commercial, packaging, label, wide format, display and direct marketing. In digital, manufacturers like HP, Canon, Fujifilm, Agfa, SwissQprint, Ricoh, Konica Minolta, Komori and others have embedded deep automation into their presses, demanding even tighter integration with prepress workflows. Meanwhile, offset press giants like Manroland, Komori, Heidelberg, and Koenig & Bauer have steadily enhanced the digital sophistication of their equipment. Today’s offset presses are no longer mechanical marvels alone. They are
software-driven, automated production systems depending heavily on accurate, optimized prepress input to deliver results.
Colour management systems
management. As MIS systems evolve to become the operational nervous system of PSPs, the importance of managing prepress talent, workload and integration strategies becomes even more pronounced.
04/25
In April, Hybrid BrandZ released Artflow 25.03, the latest version of its artwork management platform.
Equally transformative has been the evolution of colour management systems. Companies like GMG, EFI and X-Rite are heavily integrating their colour management solutions directly into workflows, ensuring seamless colour consistency across devices and processes. These systems are often now managed in prepress, making it even more crucial to staff the department with individuals who are not only technically skilled, but also strategic thinkers with keen understanding of colour, workflow and business goals.
Adding to this complexity, PSP clients are now directly integrated with production systems, further raising demands on the prepress team. It is becoming increasingly clear that finding, attracting and managing the right talent for this critical operational hub, the true starting point of the print production cycle, is a strategic imperative.
Information systems
Finding, attracting and managing the right talent for the prepress department, the true starting point of the print production cycle, is a strategic imperative.
Another critical factor reinforcing the central role of prepress is the deep integration of management information Systems (MIS) into overall workflows. Systems like Accura, PrintIQ and Gelato are not only managing job estimates and scheduling, but also directly feeding production data into prepress workflows. This tight coupling means prepress operators are no longer working in isolation. They are collaborating across departments, from sales and customer service to production
Operational excellence increasingly starts with how a PSP manages its prepress department, a team whose influence now stretches into almost every operational corner of the business. All of this underscores a critical truth: prepress has become the gatekeeper of operational excellence. If the job isn’t set up right from the start, every step downstream will be more expensive, slower and more error prone.
With these changes, talent management in prepress has become a significant challenge for PSPs. Finding and keeping the right people, and ensuring they have the proper tools and support, is not easy. Prepress is a high-pressure environment where tasks can pile up quickly, and the risk of burnout is real if the workload isn’t structured properly.
PSPs also face tough decisions about which direction to take their prepress operations. Should they invest in complete end-to-end automation? How do they select the right combination of workflow tools, colour management solutions and integration points? And since no two PSPs are identical, there is no onesize-fits-all solution. Consultants are available to help PSPs make informed choices about workflow and automation.
ALEC COUCKUYT is a business strategist, economist, published author, & speaker with extensive international management experience. He can be reached at alec@agcconsulting.ca.
Blair Wilson / president / Specialties Graphic Finishers
Earlier this year, Blair C. Wilson acquired Specialties Graphic Finishers and its subsidiary, Anstey Book Binding in Toronto. Wilson is an industry veteran. He started in the bindery business in 1987, first in estimating and later in ownership. He owned or worked in five binderies including Specialties and B.C.W. Bindery Services. In 2017, the latter was sold to Elite Bindery. As part of the sales agreement, Wilson and his business partner had to stay on as company employees for three years. He continued working at Elite after that and became VP of operations.
When Norm Beange, former owner of Specialties Graphic Finishers, was looking to sell the business, Wilson decided to wear the owner’s hat once again. He sees four growth areas for Specialties including casebound books, rigid boxes and packaging, pharmaceutical folding and string tagging.
Here’s an excerpt from on interview with Wilson.
What is the state of the print industry today, in your opinion?
BW: It depends on what you consider as the print industry. It is vast, encompassing so many sectors we may not immediately think is printing, such as carton, foil, fabric and wood veneer printing. Commercial printing continues to contract, which is resulting in consolidation among print service providers as well as in companies supplying services and equipment to printers. However, there are areas where printing is holding its own or growing. For example, packaging—especially sustainable packaging—book printing, retail flyers, targeted direct mails, and digital printing for short runs, are either staying steady or growing.
What attracted you to the print industry?
BW: I would like to say it was my life’s dream, but that would be a lie. I was a money market trader for a well-known brokerage at the Toronto Stock Exchange in 1987 when the market tanked. I was engaged at that time and needed a job. My brother-in-law happened to be a bindery guy, and the rest is history.
How can the industry attract more
young people?
03/25
In March, Blair Wilson bought Specialties Graphic Finishers and its subsidiary, Anstey Book Binding.
BW: The printing industry is struggling with the same issues that are plaguing the construction world. The trades are sometimes viewed as ‘less than,’ when in fact they can be very rewarding. There are several jobs that offer flexibility with different shift combinations—employees can work weekends-only, or work no weekends, and shifts can be flexible, such as 12-hours or afternoon. Some positions are highly skilled, making the employee exceedingly valuable and the compensation attractive.
As an industry, we also need to change the narrative, as people assume the industry is dominated by men. In my experience, some of the best equipment operators are women.
In such a competitive landscape, how can printers win more sales?
BW: I am not a printer, so it is difficult for me to comment. My company provides a service to the printing industry. In my experience, printers that identify themselves as more than print service providers have survived and thrived. Some printers market themselves as print and mail, print and packaging, book printers, high-end quality printers, etc. Carving out a niche like that is key to continued success in the business.
What are some of the biggest opportunities in the print industry?
BW: Although I’m not a printer, I can comment on finishing opportunities. Finishers can become more efficient and therefore cost-effective, making finishing services more attractive to the print industry and allowing printers to sell more print. This can be accomplished by offering niche services. A finisher can stitch a catalogue and address it, die-cut and glue a box, sew and perfect bind a book, package and distribute it. The printer does not need to invest in specialized equipment. Likewise, a finisher that can handle high-volume work or produces high-quality leather-bound embossed journals would stand out from the crowd.
What do you think is the most exciting thing about print today?
BW: The people. There is a wide range of people in this industry from different parts of the world with varied experiences. There are smart and passionate people in this industry, and everyone has a story worth listening to!
Blair Wilson’s response was edited for length. For more Q&A Spotlight interviews, please visit www.printaction.com/profile.
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