Attracting young talent into our industry has long been a challenge; retaining it even more so. Beth Freeman is part of a small but influential cohort of individuals who have committed to a career in what is often described as a mature and traditional sector in decline.
A third-generation executive at US independent dealer FSIoffice, Freeman has grown up in the business and now plays a central role in shaping its sales, marketing and strategic direction – the ultimate aim being to succeed her mother, current CEO Kim Leazer. Freeman speaks candidly about succession, leadership, gender balance and some of the structural obstacles that are holding the industry back.
FOCUS: CANADIAN CONSOLIDATION
On 5 February, [Canadian] multichannel operator Novexco confirmed the addition of 90 dealers from Canadian Workplace Solutions (CWS) and Guild Stationers to its network. The development – described as a “transformative milestone” – marks the end of CWS as a standalone dealer-owned buying group and consolidates the bulk of Canada’s independent dealer base under the Novexco umbrella. The enlarged organisation comprises close to 140 dealer members operating approximately 220 locations across all ten provinces.
14 Interview
Beth Freeman charts her journey in the business products industry thus far – highs, lows and everything in between
20 Focus
The bulk of Canada’s IDC comes together under the auspices of leading multichannel operator Novexco
22 Special Feature
OPI’s 40 under 40 once again showcases the broad pool of young talent that is making waves in our industry
34 Category Update
It’s not disappearing but the viscom segment is certainly being redefined as it chases future growth
38 Advertorial ACCO Brands’ transformation continues as it seeks growth and adds strategic value
40 Event: City of Hope Tour/2026 Fundraising Ahead of this month’s City of Hope Tour and Hall of Fame Dinner, OPI takes a look at Greg Welchans’ Delivering Hope campaign
42 Preview: European Office Products Awards
The 2026 shortlist is out: who will take home a coveted EOPA this year?
REGULARS
5 Comment
6 News
48 5 minutes with... Christoph Skopek
50 Final Word Nicole Mairena
The OPI team
EDITORIAL
Editor
Heike Dieckmann
heike.dieckmann@opi.net
News Editor
Andy Braithwaite +33 4 32 62 71 07 andy.braithwaite@opi.net
Maybe they won’t rival the glitz and glamour of the Oscars, but the European Office Products Awards (EOPA) , taking place in Amsterdam just a few days before the big Hollywood ceremony, remain one of the most important fixtures in our industry calendar. This year's awards are especially significant as they celebrate 25 years of excellence in the European business supplies sector.
The shortlist for the 2026 EOPA is out (page 42), so take a look and place your bets on who will bring home a coveted trophy. Dipping into the OPI archives – where many familiar organisations appear in often-changing guises – and revisiting past award categories, it’s fascinating to see how the EOPA have evolved.
Beneath the surface lie real opportunities and our 40 under 40 are clearly ready to seize them
Much of what mattered in the early 2000s still resonates today. But where, for instance, is the Customer Focus category? Arguably, it has disappeared because it’s no longer a differentiator: the ‘fanatical customer service’ once celebrated is now a baseline expectation (no prizes for guessing which company scooped this award at the inaugural EOPA in 2002).
Another category, Investing in People, has perhaps morphed over the years into what we currently call Best Workplace. Indeed, this accolade has become increasingly sought-after as organisations strive to attract and retain talent in a challenging, contracting market.
Elsewhere in this issue, Beth Freeman of FSIoffice (Interview, page 14) and Nicole Mairena of Office Solutions (Final Word, page 50) share their perspectives on what the ideal workplace could and should look like. These two individuals are also included in our super-sized Special Feature where we spotlight 40 under 40 emerging leaders who are shaping the future of our sector (page 22)
In the second edition of this list – the first appeared in October 2023 – my colleague Kate Davies profiles a cohort of ambitious professionals who have chosen an industry which may not promise spectacular growth at first glance.
Yet beneath the surface lie real opportunities and our 40 under 40 are clearly ready to seize them – hopefully with ongoing mentoring and guidance from their peers, but also with the freedom to make decisions (and even mistakes) and drive transformational change.
HEIKE DIECKMANN, EDITOR
L-R: Linda Rendle and Carey Jaros
Clorox swoops for GOJO
Clorox has agreed to acquire leading hand sanitiser maker GOJO Industries in a deal worth more than $2 billion. On 22 January, Clorox announced that it had entered into a definitive agreement to acquire Ohio-based GOJO – owner of Purell, the number one hand hygiene brand in the US – for $2.25 billion in cash. Including anticipated tax benefits valued at around $330 million, the net purchase price is $1.92 billion.
The transaction is expected to close before 30 June, the end of Clorox’s current fiscal year, subject to regulatory approval and customary closing conditions. The company
plans to fund the acquisition primarily through debt financing.
Clorox said the deal will significantly expand its category position, adding skin hygiene to a portfolio that has traditionally focused on surface disinfection, and creating a $3.5 billion health and hygiene platform. The vendor expects the acquisition to strengthen both its consumer and professional businesses, while accelerating the retail growth of the Purell brand.
Founded in 1946, GOJO has expanded to nearly $800 million in annual sales and employs around 1,650 staff. Recently, it has been
Another first aid acquisition for Acme
Acme United has continued its expansion into the first aid category by acquiring My Medic, a Utah-based supplier of tactical, trauma and emergency response products which sells primarily in the direct-to-consumer channel.
Established in 2014, My Medic generated sales of around $19 million last year and employs 40 people. The deal has been structured as an asset purchase, with Acme paying up to $18.7 million, including an initial outlay of $14.6 million.
delivering mid-single-digit growth, with a three-year CAGR of 5%. It will continue to be headquartered in Ohio and led by the existing management team, including CEO Carey Jaros.
More than 80% of GOJO’s revenue is generated through B2B channels, supported by an installed base of about 20 million soap and sanitiser dispensers that drive recurring demand. However, it has a household penetration of just 14% in retail.
The two businesses will integrate their R&D platforms, combining Clorox’s surface disinfection chemistry with GOJO’s proprietary skin health formulations and dispenser technology. Clorox said this will facilitate cross-selling across the healthcare, education, government, foodservice and office environments.
Clorox CEO Linda Rendle said GOJO recognised the opportunities it has to grow, especially in retail, but lacked the resources to unlock these. In fact, during the COVID pandemic, it had to pull product out of retail to be able to meet demand in B2B.
Following skyrocketing sales in 2020 and 2021, there were reports that GOJO had overstretched itself as post-pandemic demand subsided. In 2023, the Lippman-Kanfer family –which owns the company – pursued a sale process and held discussions with potential buyers, including Georgia-Pacific, but did not secure offers at the price it sought.
After that process stalled, GOJO refinanced about $500 million of debt to support its operations and laid off almost 10% of staff. The following year, it closed down its loss-making unit in Europe.
Büroring and PBS Deutschland forge strategic partnership
German buying group Büroring has agreed a long-term strategic cooperation with PBS Deutschland as it seeks to strengthen the competitiveness of the cooperative and its affiliated dealers.
Büroring confirmed the appointment of PBS as a core partner as part of a fundamental restructuring of its supply and operating model. Under the agreement, it will close its central warehouse in Haan.
It will instead migrate to a virtual distribution structure whereby PBS will provide logistics, stockholding and fulfilment, while Büroring retains control over areas such as ordering, ranges (including own brands), data and procurement management – as well as pricing and terms.
The cooperative underlined that the agreement was crucial to its survival. “What we are putting in place is not a structural change for its own sake, but a targeted step change in performance,” said Büroring Managing Directors Ingo Dewitz and Björn Unfug in a statement.
In a newsletter, they highlighted the vulnerability of the organisation’s current model. The group has seen declining membership and revenue over the past six years, while fixed costs associated with
running its own distribution operation have become unsustainable in a market characterised by shrinking volumes and intense competition. The Haan warehouse will be closed by 30 September 2026, with the wind-down beginning in mid-May. The restructuring will also lead to significant job losses.
Under the new model, Büroring will benefit from what it calls a 360-degree assortment. The aim is to give dealers access to a far wider and more competitive product range which is available faster and doesn’t carry the inventory risk associated with traditional central stockholding.
PBS Deutschland will provide access to its national logistics network – including automated distribution centres in Ahlten, near Hanover, and Jüterbog, near Berlin – offering tens of thousands of stocked and drop-ship items, next-day delivery, dealer-branded shipments and workplace delivery. Büroring said the combination of its centralised commercial control and PBS’s logistics capabilities will create a modern, scalable and futureproofed supply structure.
Both sides described the partnership as deliberately going beyond a conventional supplier
relationship. In addition to logistics, it covers the joint development of procurement structures, assortments, marketing and support services, with the goal of pooling resources, increasing speed to market and opening up new commercial opportunities in the stationery and office products channel.
In other news, PBS has also made structural changes of its own in Germany. The leaderships of its Alka, PBS Deutschland, Hofmann + Zeiher and PCI businesses have been combined under CEO Frank Exslager, supported by Managing Director Ingo Beier.
“This consolidation aims to clearly define areas of responsibility, shorten decision-making processes and ensure a direct impact on day-to-day operations,” PBS stated.
Reorganisation for Swiss wholesaling group
Office World Trade (OWT), the wholesaling arm of Swiss business products group Office World Group (OWG), is splitting into two divisions. OWT was established in 2025 through a combination of OWG’s three wholesaling brands: Ecomedia, Oridis and Papedis. As of 1 March 2026, OWT will comprise two units: OWT Retail will focus on retail and e-tail customers and will be led by Omar Christ, most recently in charge of OWT Services, while OWT Fachhandel will serve the B2B channel and specialist resellers, notably in the stationery
and creative segments. The latter will be headed by Sonam Bannwart, previously responsible for OWT Stationery & Creative.
OWG said the new structure will enable it to better tailor its assortment and services, and offer improved and personalised support.
Frank Exslager
Evo snaps up Exertis assets
Following several weeks of speculation, UK multichannel operator evo Group has acquired the stock and trade of wholesaler Exertis Supplies – a rival of its own VOW unit.
As previously reported (see News, OPI January/February 2026, page 10), private equity firm Aurelius had implemented a consultation period for the wider Exertis UK business, which it acquired last November.
At the end of January, evo confirmed the deal for the Exertis Supplies assets plus the hiring of a thus far unconfirmed number of employees. The transaction did not include any distribution facilities.
Evo CEO Andrew Gale said the agreement represented a “pragmatic outcome”, suggesting that taking on the wholesaler’s stock “should ensure suppliers receive a sensible settlement”. However, he admitted there was “limited upside” to acquiring the Exertis customer list, such is the crossover with VOW.
Adrian Butler, Managing Director of VOW UK, added: “VOW’s
immediate focus following the consultation period will be to work closely with our new colleagues and to ensure any stock transfer is completed in quick order to enable our customers to be serviced at the highest levels possible.”
He continued: “VOW’s success is measured on the performance of the independent dealer, which has
Victor Technology adds Alba
US workplace products vendor Victor Technology has announced a distribution partnership with France-based Alba. Since 1 January 2026, Victor has been the primary distributor of Alba products across the US and Canada. Around 40 Alba SKUs are currently available, with a range expansion expected in the second half of the year.
Speaking to OPI, Victor CEO Douglas Nash said the agreement had been finalised in just a few weeks after the idea was first mooted last October. Alba has had a long-standing presence in the US, but will now tap into Victor’s distribution, sales network and market knowledge as it looks to accelerate growth.
Nash pointed to four of the French firm’s attributes that he believes present opportunities: production design and innovation; ease of assembly; efficient packaging; and sustainability credentials. These, he added, tie in with Victor’s new mantra of ‘thoughtful innovation’ and its ability to offer value-added niche items.
A well-known figure in US office products circles, Nash joined Victor just over a year ago. He was brought in by the owners to develop a new growth path for the company, which was founded in 1918. This has led to the vendor launching more than 40
shown year after year how resilient and adaptable to change it is. I make no excuses for focusing on what’s important to our customers: base service and a set of commercial terms that help them thrive.”
See the March issue of OPI sister publication Workplace360 for more on this important development in the UK dealer community.
new products in the space of eight months, mostly for work and learning environments. They have included a line of cell phone lockers for US schools – soon to be enhanced via a new partnership with the Vaultz brand – first aid cabinets and a collection of office heating solutions called Heetz.
Victor has also revamped its marketing strategy. The development of an online marketplace concept, for instance, is being used as something of a testbed for new products in the US. As well as Alba, the marketplace includes backpack supplier Portland Gear and UK-based charging solutions start-up Lon.
Douglas Nash
EO Group announces strategic developments
UK-based EO Group has aligned several of its business units under a new brand called Power Marketplace, which brings together the company’s Office Power platform and its Direct Business division, comprising Euroffice and UK Office Direct.
“As the B2B office supplies and workplace products market shifts towards broader, multi-category ranges and digitally managed procurement, customers are favouring partners that can bundle stationery, furniture, technology, cleaning, catering and other workplace essentials under one roof,” explained co-CEO Nick Wilson.
“Rebranding under the Power Marketplace name brings the group’s trading strategies together, so it can respond faster to this diversification trend, innovate in new product areas and offer a more complete marketplace experience to partners and end customers,” he added.
In line with this shift from single-brand leadership to groupwide marketplace and trading stewardship, EO Group has created two distinct senior roles that have fundamentally changed the Managing Director position at Euroffice. As a result, it was mutually agreed that Danny Berendsen would leave the business.
Experienced industry executive Kath Briggs, previously Group Buying Director, has been appointed as Group Trading Director. In this new role, Briggs is responsible for shaping the group’s overall trading strategy, supplier partnerships and category development across all routes to market.
Meanwhile, Helen Batstone –previously Office Power Commercial Director – has moved into the new post of Marketplace Director. She will lead the day-to-day execution, reporting and development of marketplace trading strategies.
Plaisio founder passes away
George Gerardos, the founder and Chairman of leading Greek business and consumer products reseller Plaisio, sadly passed away in February at the age of 80.
A legend in the local and European business products world, Gerardos founded Plaisio while he was still a student, aged just 23. The company was listed on the Athens stock exchange in 1999 and was regularly recognised as one of the country’s fastest-growing businesses. The firm went private again in 2023 and continued to grow, with 2025 sales of just under €500 million ($592 million).
In 2017, George’s son Costas became co-CEO of the group. Four years later, Costas took over all day-to-day operations, with George remaining in the Chairman’s role.
As a mark of respect, Plaisio’s stores were closed for four hours on 14 February to coincide with George’s funeral.
Navigator relaxes rules
The Navigator Company has introduced temporary support measures for forest owners after Storm Kristin caused widespread damage across central Portugal.
The pulp and paper producer said it will accept thin or young wood that has broken or is bent as a result of the storm across 60 affected municipalities, relaxing its usual raw material intake rules in response to what it described as an “exceptional situation”.
Over the coming months, the company will receive thin wood from impacted areas without applying penalties or price discounts. Under normal conditions, wood with a diameter of between 5-8 cm is typically not used by the industry because of low production efficiency and higher manufacturing costs.
Navigator said that because a large share of the storm-damaged timber falls into this category, it has decided to make a temporary exception to its standard reception criteria.
George Gerardos
L-R: Kath Briggs and Helen Batstone
ON THE MOVE
Lores leaves HP
HP Inc CEO Enrique Lores (pictured) left the tech giant abruptly at the beginning of February to take over the top job at PayPal.
HP has appointed board member Bruce Broussard as interim CEO while it conducts a search for a permanent successor.
Tellier joins RAJA
Former Lyreco exec Sylvère Tellier has been named as Commercial Director at RAJA Office’s French subsidiary JPG Mondoffice. Tellier spent 20 years at Lyreco followed by almost three years at DS Smith.
Two new board members at evo
UK group evo has named Aidan McDonough (pictured top) and Paul Davies (bottom) to its board of directors.
McDonough has a long career in the industry and is currently Chairman of dealer group BLOC, trade association BOSS and purchasing organisation BPGI.
Davies is a seasoned financial leader with three decades of experience in the public and private sectors, with particular depth in retail and wholesale businesses.
Stabilo makes marketing leadership hire
Writing instruments manufacturer Stabilo has a new Global Head of Marketing. Florian Gmeiner was appointed to the role on 1 February, joining from insurance giant Allianz. He has more than 20 years of experience in marketing, e-commerce and sales, having previously worked for brands such as KFC, Lego and Lufthansa.
ISG’s Eshenour retires
Long-serving Independent Suppliers Group (ISG) exec Janet Eshenour has announced her retirement.
Eshenour joined ISG in 2005 as Director of Marketing and was most recently Senior Meetings and Events Manager – responsible, among other things, for organising the group’s Industry Week event.
Ratzenberger joins packaging firm
Business products executive Franz Ratzenberger has joined Austrian packaging company Jodl.
Ratzenberger spent more than 18 years with stamp manufacturer COLOP before leaving the vendor in June last year. Now he has been named as Head of Sales at Jodl, which specialises in paper and plastic packaging, primarily for the food industry.
Takkt hires Foodservices leader
Takkt has announced a new President at its US-based Foodservices division, which comprises the Hubert and Central Restaurant brands. Taking on the role is Keri Llewellyn, who brings over two decades of commercial foodservice industry know-how.
Leadership change at OMX NZ
OfficeMax New Zealand (OMX NZ)
Managing Director Kevin Obern is retiring at the end of March after more than 40 years in the business products industry.
Succeeding him at the reseller is Adrian Blake (pictured), who has over 20 years’ experience in B2B markets.
RS Group names Americas President
Industrial and business equipment supplier
RS Group has appointed Jonathan Bennett (pictured) as President of its $1.2 billion Americas division. Bennett succeeds Doug Moody, who has retired after a career spanning almost 30 years.
New CEO at OptiGroup
European business products reseller
OptiGroup has named Niklas Berntsson (pictured) as its new permanent CEO following last year’s departure of Henrik Hjalmarsson. Berntsson is a veteran of the automotive industry and is credited with leading large-scale transformations, turnarounds and operational improvements across Europe and Asia.
ECI appoints sales leader
SMB technology provider ECI Software Solutions has named Graham Younger as its new Chief Revenue Officer. Younger will lead ECI’s go-to-market strategy, with responsibility for sales, customer success and commercial operations, as the company looks to scale its AI-powered software and services portfolio.
New CEO for Safco owner
Liberty Diversified, whose brands include workplace and educational furniture supplier Safco, has appointed Jim Morgan as its CEO. Morgan is a veteran of the paper and packing industry, having held senior roles at DS Smith and Interstate Resources. Meanwhile, Kristy Howe has confirmed that she has left her role as Safco’s General Manager. A successor has not yet been confirmed.
BOSTA holds awards
Bureau Vallée opens 400th store
French office and school supplies retailer Bureau Vallée has reached another milestone. In February, the franchise network – founded by Bruno Peyroles in 1990 – celebrated the opening of its 400th store, located in the town of Montbrison, west of Lyon, and run by franchisee Mathieu Peyron, bringing his number of outlets to four.
OPI attended the opening of Bureau Vallée’s 200th outlet in Montpellier in August 2012, meaning the number of stores has doubled in fewer than 14 years. The company is forecasting a further ten new openings this year, along with 14 other stores coming under new ownership.
At the end of January, Benelux office products trade association BOSTA presented its annual awards. The ceremony took place at the organisation’s Paper Show event in Belgium. Winners this year included Fellowes Brands, Despec Supplies, Maped, Brepols and Wiroma.
The association also presented a cheque for €11,000 ($13,000) to the charity SOS Children’s Villages, which it has supported for many years.
Picture: BOSTA General Secretary Kathleen Bosteels (far right) with this year’s awards winners
AI handles scale and speed. Humans bring curiosity, judgement and meaning
Ester Marchetti, Co-founder and Chief Innovation Officer, Bolt Insight
Logitech launches AI video camera
Logitech has unveiled its Rally AI camera range, which uses AI to enhance video conferencing with improved framing, tracking and context-aware views.
Stabilo expands colour range
German vendor Stabilo has expanded its highlighter range with the launch of the BOSS Original Real Red, timed to tap into the recent Valentine’s Day and other creative trends.
Leibinger/Antalis deal in South America
Coding and marking technology firm Leibinger has chosen Antalis as its distribution partner in Peru and Chile, strengthening its international expansion strategy. The partnership provides regional manufacturers with local support, faster technical response and access to Leibinger’s inkjet printer portfolio.
56%
Proportion of global CEOs seeing no ROI from AI
35%
Percentage of Canadian workplaces citing employee time constraints as a barrier to wellness initiatives
330 million
Amount of working hours lost annually due to poor office conditions in the UK
Senior industry executives from across Europe came together in Milan, Italy, in January for this year’s European Office Products Awards judging meeting (see Event, page 42)
PICTURE OF THE MONTH
Family VALUES
As one of OPI’s 40 under 40 personalities, Beth Freeman charts her industry journey – bumps and all
Attracting young talent into our industry has long been a challenge; retaining it even more so. Beth Freeman is part of a small but influential cohort of individuals – and one of the 40 under 40 profiled in this issue of OPI (page 22) – who have committed to a career in what is often described as a mature and traditional sector in decline.
A third-generation executive at US independent dealer FSIoffice, Freeman has grown up in the business and now plays a central role in shaping its sales, marketing and strategic direction – the ultimate aim being to succeed her mother, current CEO Kim Leazer. Talking to OPI’s Heike Dieckmann, Freeman speaks candidly about succession, leadership,
gender balance and some of the structural obstacles that are holding the industry – and the next generation – back from maximising the opportunities that exist.
OPI: Beth, having been raised in the family business, I guess you’ve lived and breathed FSIoffice all your life. When would you say your career at the dealership really started? Beth Freeman: While obviously not full time, I would argue it began when I was still at school. During the summer holidays, from the age of about 16, I helped out in sales. I was calling on accounts and tried to develop my own small customer base. It was very hands-on – winning new accounts during the summer, maintaining them throughout the year and starting the whole process again the following year.
I then joined the business straight after university in 2009. My first proper role was in pricing – I worked on new contracts and margin management, and learned to appreciate how different decisions impacted profitability. It was an incredibly valuable foundation because it forced me to understand the competitive landscape we were in, the importance of product mix and how fine the difference can be between winning business and making it sustainable. From there, I moved through several different areas of the company: HR,
In the business products world
warehouse operations, marketing, sales and e-commerce. Purchasing is probably the area where I’ve spent the least time, but otherwise I’ve covered most functions, with the exception of driving our delivery trucks –although I have done deliveries alongside our far more competent drivers!
OPI: What’s your role now?
BF: My title is EVP, a position I first took on in 2018. What it means now is that I’m primarily responsible for all of our sales and marketing, including sales support.
Alongside that, I serve as Chairman of the board at AOPD. I’ve held various board roles at AOPD over the years, but stepped into the Chair position most recently.
OPI: How has the sales function at FSI changed since you’ve been in charge?
BF: It’s evolved significantly. We have considerably fewer traditional salespeople today, but we’ve added more category experts and built out a stronger management layer. This combination allows our team to manage larger account bases across wider territories and deliver expertise where it matters. We have dedicated specialists in the breakroom, jan/san, furniture and print and promo segments. They bring deep product knowledge, while our account managers own the customer relationship and pull in the right expertise as needed.
We operate across three defined sales regions and use technology in a much better way to support our people in the field. The goal is to make them more targeted and efficient – whether that’s growing existing categories within current accounts or identifying and acquiring new business.
Working alongside others in different areas has given me the chance to build credibility
Initially, my mom – our CEO, Kim Leazer, as you know – and I worked very closely together on updating this hugely important function, but I fully took over about six months ago.
OPI: You mentioned your journey through the various parts of FSI in your career. How have those ‘dips’ prepared you for the role you’re in now – and for future ones?
BF: They have been invaluable. Having worked across the business means I understand not only what each function entails, but also how decisions in one area ripple across others. To have this perspective is critical when you’re making changes because you know what the downstream impact will be on people and processes.
The relationships I’ve forged are equally important, especially in a family business. I recognise that I am part of a family legacy and that my position today has a lot to do with this. My grandfather and FSI’s founder, Jimmy Godwin, always said that everyone who works at FSIoffice has to earn the opportunity to be here, every single day. It’s how we deliver unparallelled service to our customers.
I am no exception to this rule. At every level, we are held to a high standard of performance and I work hard to live up to that standard. Working alongside others in different areas has given me the chance to build credibility and it really matters.
OPI: How difficult have you found it as a young person to come in with new ideas and effect change? How frequently do you encounter the “We’ve always done it this way” mindset?
BF: It definitely exists, but I think it was more pronounced between the first and second generation. I’m the third generation and in that sense I’ve probably had it easier.
I’ve also been fortunate in that I’m the only member of my generation actively involved in the business. It was very different for my mom – my grandfather had all three of his children in the company, which inevitably brought its own dynamics and challenges.
OPI: Too many cooks?
BF: (Laughs) Too many opinions, perhaps. I’ve always felt incredibly lucky. I knew from a very young age that I wanted to be involved in the business, so I’ve had a seat at the table for a long time. Early on, it meant listening, observing and learning – but when I did start sharing ideas, they weren’t dismissed.
As a family and as a company, we’ve always fostered a culture of openness. We want people to speak up, challenge us and help us to improve. My grandfather’s mantra was: “Come to me with any problem, but I would like you to have a possible solution to that problem too.”
Of course, there’s always a pull towards the familiar, but I’ve never seen it as an insurmountable obstacle. I get bored quite easily and genuinely enjoy trying new things. One of my first projects at FSI was introducing a new CRM and moving away from GoldMine.
OPI: That really is a blast from the past.
BF: It certainly is. Selling the idea wasn’t the hard part – changing people’s day-to-day behaviour was. Execution is always where the real challenge lies.
OPI: How would you describe your experience as a young exec in the industry away from just FSI? “Pale, stale and male” isn’t exactly flattering, but it’s a phrase we hear a fair bit.
BF: Let me start with the ‘male’. I have to admit that when I first started engaging with the industry outside the family business, I was genuinely shocked by how male dominated it was. Attending events and seeing so few women, particularly in senior leadership positions, was completely foreign to me.
The informal networking culture too felt like a boys’ club – that was unexpected as well.
OPI: As a woman-owned business, I guess FSI is not your typical dealership as regards traditional industry hierarchies.
BF: There are quite a few woman-owned dealers around but no, it’s definitely not the norm. Many of our managers are female and until I stepped outside our walls, I naively assumed this equality was normal.
OPI: Is that balance intentional?
BF: I don’t believe it is. We simply focus on having the best people in the right roles. There’s no bias – intentional or otherwise.
I’m convinced our culture creates a sense of belonging and I also think the strong female influence in leadership brings a natural understanding of the importance of family, work/life balance and flexibility. That, in turn, builds incredible loyalty.
Addressing your ‘stale’ reference, there’s no denying the older generation still reigns supreme in our space. But, in addition, there is this fascination with young people – almost as if we’re an experiment. How do we feel? What do we want? What’s the next big thing, in our opinion?
That curiosity is positive, but it needs to be backed up with more action.
OPI: What kind of action? Where is this industry falling short when it comes to attracting young talent – gender aside?
BF: Structure is a big one. There often isn’t enough of it. Job descriptions can be vague and progression paths unclear. Young people want to know where they’re going and how they are going to get there.
Coaching and mentoring are critical too. The ‘sink or swim’ mentality is completely outdated. People need direction and investment. We know that many will change careers multiple times over their working lives and we simply don’t have the luxury to wait years for someone to substantially contribute. Structured training programmes to accelerate learning and deliver ROI fast are essential.
OPI: Our 40 under 40 list suggests a sizeable percentage of young leaders are successors rather than external hires, particularly in the US. But even in family businesses, succession remains a challenge.
BF: Exactly. Traditional office products is a category in decline – that’s just a reality – and
younger generations often struggle to see the longevity of this industry. In some cases, successors come in, but if all they experience is contraction, it’s not surprising they choose a different path.
This is what I’ve always wanted to do, but of course the idea of doing something else has crossed my mind as well.
OPI: What else is important to this cohort, and to you personally? Diversity, sustainability – are these topics on the list?
BF: From my viewpoint and from what I see, flexibility trumps everything – work/life balance is huge. Independents typically do this well already as they are often lifestyle businesses.
Community involvement is also important; creating engaging work environments doesn’t require ping-pong tables on-site if people feel connected and valued in their daily lives. Again, dealers very much tick that box.
I must admit, I don’t see much emphasis on things like diversity or sustainability in my immediate and even wider environment – not from an employers’ point of view, but I also don’t see the demand from employees.
OPI: Do you believe there are many misconceptions about the industry?
BF: People definitely underestimate its complexity. There are so many facets to it. E-commerce should be easier than it is, for sure, but legacy systems and dependencies – which we, admittedly, created ourselves, often in an effort to become leaner and more efficient – result in unnecessary friction. The Essendant situation we’ve found ourselves in for the past six months is a perfect example which illustrates the multiple nuances.
Switching wholesalers is anything but simple and the fallout has been affecting everyone.
Dealers are linked to their wholesale partners way beyond mere logistics and moving product from A to B. Pricing, minimum order
Beth Freeman with Kim Leazer
Beth Freeman with FSIoffice’s senior leadership team: COO
Jay Godwin, President
Donna Jordan and CEO Kim Leazer
quantities and availability issues – on top of the fact that what used to be the two main wholesalers control so much of our marketing, search and e-content – have created an incredible headache for many dealers.
S.P. Richards (SPR) is doing all it can and is putting a huge amount of resources into absorbing and managing the extra load, but the disruption is enormous and a lot of independents are feeling very betrayed.
I cannot overstate the impact of Essendant’s actions
OPI: You are first-call SPR, aren’t you?
BF: We are. Changes we made a couple of years ago fully aligned us with SPR, although we were still sourcing some jan/san from Essendant too.
OPI: But it still does jan/san, doesn’t it?
BF: Yes, but not wrap-and-label. I cannot overstate the impact of Essendant’s actions –and not just on its previous dealers, but on all dealers. We have been lucky in many ways, because we operate in a region of the country where a lot of independents are first-call SPR. So, even though everything has slowed down in terms of response times and fill rates, we haven’t had too many large new dealers pulling stock from the RDC in the Carolinas at least.
OPI: You’ve referred to legacy systems, dependencies and how intricately linked dealers are to their wholesale partners. What is your biggest frustration in this context – assuming it is a frustration?
BF: What’s been happening with Essendant highlights once more how antiquated our infrastructure is. It’s akin to being kept on a leash. From a technology point of view, it also makes it incredibly challenging to take advantage of what’s actually possible now.
If you look outside our space, probably one of the biggest and best things about technology today and how it can be used is open-source software – you can connect, you can integrate, you can do so many things in a relatively simple way. Dynamic routing software, a certain AI component for our marketing – it’s all out there.
But we can’t use much of it effectively because of these ancient, not-fit-for-purpose systems which can’t talk to each other properly and are managed in a way that dealers have no control over. It makes it very hard to try new things and modernise in places where we really need to in order to keep up with the competition.
One of the reasons we, years ago, went for the CRM we now use was because it was open-source and we could connect it to other systems. A decade on and I still struggle to get it to accurately update from our ERP.
OPI: What lies ahead for you at FSI?
BF: Well, over the past couple of years I have taken on a lot more responsibility from my mom. While she’s CEO, I will continue in my current role, but she has definitely started to cut back in terms of how much time she’s spending in the business – partly because of our family situation and taking care of my dad, Mark Leazer. [Editor’s note: Mark Leazer retired from AOPD in 2024; he won the Industry Achievement award at last year’s North American Office Products Awards]
As I’ve mentioned, we’ve had a lot of changes on the sales side, all aimed at driving more business. There will undoubtedly be more strategic decisions across the rest of the organisation. I can’t stress enough that I firmly believe technology – and the better use of it – is critical for us to move forward. We have to figure out how not to be handcuffed by it, as this is where our competition – from the big boxes to Amazon – excels. Young minds are a big asset in this regard.
I’m under no illusion that we will never have the resources to invest in technology in the same way an Amazon can, but we definitely have to be careful not to fall too far behind –from a customer-facing point of view as well as operationally.
OPI: What, in your opinion, are the common pitfalls when moving up the ladder or indeed preparing for leadership transition?
BF: Don’t ever assume it’s going to be easy. Doing this interview and really thinking about this question has helped me consider a couple
Founded: 1962 by Jimmy Godwin
Leadership: CEO Kim Leazer, President Donna Jordan and COO Jay Godwin
Business model: B2B with 40% contract business
Staff: 250
Geographic coverage: North and South Carolina, Virginia, Tennessee and Georgia
Category spread: Furniture (45% of sales), traditional OP (35%), technology (10%), jan/san (10%)
of things. Firstly, how much of what I wanted to do has actually happened and, secondly, over what time period?
I would argue that we often make too many plans and start more initiatives than we can realistically execute. Even when projects are set in motion, they tend to take far longer to come to fruition than we expect. Having that understanding upfront and appreciating things will not always go to plan eliminates a lot of frustration further down the line.
I have been really fortunate to be part of the strategy team and involved in decision-making for a long time. Through this process, I’ve come to realise that nothing ever happens at the flick of a switch, whether I’m in charge or someone else. It takes a lot of time to build trust and get people on the same page.
Put in the time and effort and learn the ropes; work alongside your peers. Build trust and confidence in your abilities – it will make a huge difference in how the transition goes and how well it’s accepted.
Of course, there also has to be a willingness from the previous generation to let go. Going back to FSI, I would reiterate that I will likely have it easier than the second generation. FSI was my grandfather’s baby from the get-go and it took a long time for him to really relinquish control and allow the next generation to step up.
This second generation, in my view, is making a very concerted effort not to do the same to me. It’s been a steady progression for me with growing responsibilities and I am immensely grateful for that.
OPI: Any leadership lessons learned from your mum?
BF: It’s more principles than lessons. Patience, trust and integrity spring to mind. My default is always to want to get things done quickly. Like I said, this rarely happens and my mom has, often painstakingly, taught me that life doesn’t always move to my timetable and that I also have to trust in others to achieve what I want to achieve.
Our faith is very important to both of us and that’s definitely something I’ve learned from her. I would like to think everything I do, I do to the best of my ability and with integrity – the rest is outside my control.
Canadian CONSOLIDATION
Canada’s leading independent dealers have joined forces under the auspices of Novexco – by Andy Braithwaite
Rumours had been circulating for several months that changes were imminent in the Canadian IDC.
Finally, on 5 February, multichannel operator Novexco confirmed the addition of 90 dealers from Canadian Workplace Solutions (CWS) and Guild Stationers to its network.
The development – described as a “transformative milestone” – marks the end of CWS as a standalone dealer-owned buying group and consolidates the bulk of Canada’s independent dealer base under the Novexco umbrella. The enlarged organisation comprises close to 140 dealer members operating approximately 220 locations across all ten provinces.
STRONGER TOGETHER
Including dealer staff, Novexco and its members now employ more than 4,000 people and generate aggregate group sales of about C$750 million (US$549 million) – split roughly 50-50 between the dealer network and Novexco’s other operations, such as wholesaling and national contracts.
CWS itself was only formed three years ago from the merger of the CIS and Basics
groups, with Guild joining as a shareholder (see News, OPI December 2022, page 8) This combination was triggered by growing pressures on the local dealer community, not least because of Staples Canada’s acquisition of leading Basics member Denis in 2022 – which removed a significant chunk of Basics’ volume overnight.
The economics of running a standalone buying group […] proved difficult to sustain
It didn’t take long for IDC stakeholders to realise that further rapprochement would be beneficial for the channel. In late 2023, CWS entered into a purchasing alliance with Novexco, allowing the two parties to negotiate jointly with vendors while remaining legally separate entities (see Analysis, OPI December 2023, page 8)
At the time, both organisations stressed there was no intention to merge. However, the economics of running a standalone buying group in a shrinking and cost-intensive market proved difficult to sustain for CWS.
With the purchasing agreement working well, Novexco CEO Denis Mathieu told OPI that he had started the ball rolling on bringing the organisations even closer together during an incentive trip with dealers in March 2025. It was a strategic idea – Mathieu referred to it as the “logical next step” – which was received positively by all stakeholders and the wheels were then put in motion to bring CWS into the Novexco fold.
Under the new arrangement, CWS members have become shareholders of Novexco. CWS is set to be wound down once remaining administrative matters – including final rebate settlements – are completed. Its dealers will now operate within Novexco’s structure, primarily under the Basics and Office Plus banners.
The future of the industry lies in smart alliances which combine national reach with local roots
Guild Stationers is taking a slightly different, but equally significant, path. While it will remain a separate entity and continue to manage its Office Pro dealer network, it has joined the Novexco ecosystem as a single shareholder –similar to its previous relationship with CWS. At the same time, it has sold its warehouse facility to Novexco in order to focus on areas such as marketing and accounting.
The new structure is designed to preserve local brand equity while centralising purchasing, data, category management and logistics. From a supplier perspective, it creates a single national point of negotiation covering the overwhelming majority of Canada’s independent dealer volume. For independents, it promises greater buying power, broader assortments and access to a robust delivery platform that would be impossible to replicate individually.
“This development represents far more than organisational growth,” added Mathieu. “It reflects our belief that the future of the industry lies in smart alliances which combine national reach with local roots.”
A FAMILIAR FACE
As part of the transition, Angie Bukta, who first led CIS and then became President of CWS, has joined Novexco as SVP of Dealer Development and Strategy. Reporting directly to Mathieu, she will act as a dedicated liaison for the expanded dealer community, focusing on onboarding, programme development and alignment across the different banners.
Novexco says the enlarged network will operate under several complementary go-to-market brands. Hamster serves as the “national pillar”, while Basics and Office Plus provide continuity for former CWS dealers. Office Pro will continue as the Guild banner for its mostly smaller businesses.
How these brands will evolve remains to be seen. Novexco has invested significantly in raising the profile of the Hamster name among Canadian consumers over the past six years, increasing its brand awareness in Quebec from 6% to 60% and countrywide from 1% to 20% in that time. It will be down to individual former CWS dealers to decide whether they want to tap into this marketing effort.
COMPETITIVE ADVANTAGE
Strategically, the move protects volumes within the Canadian IDC and will likely make it more difficult for the likes of Staples and Grand & Toy (part of The ODP Corporation, now owned by Atlas Holdings) to acquire dealers. Perhaps with these US-owned competitors in mind, Novexco highlights its Canada-based governance and decision-making model, which enables it to remain “closely connected to the economic and operational realities of the regions it serves”.
Notwithstanding Novexco’s Canadian roots, Mathieu firmly believes its increased scale will enable the company and its resellers to compete more effectively with large, international players – which, naturally, include Amazon.
L-R: Denis Mathieu, Peter Carpenter (CWS Chairman), Kent Wilson (Guild Chairman) and Benoit Crowe (Novexco COO)
Looking ahead, Mathieu said a priority is to diversify into adjacent product categories, admitting that Canadian dealers are probably still too reliant on core stationery and OP lines. It should give Novexco’s independent resellers a good runway for growth in segments where the group as a whole is seeing increases of up to 25% a year.
Angie Bukta
SPECIAL FEATURE
In the business products world
Returning for 2026, OPI’s 40 under 40 showcases the next wave of talent already delivering results across their businesses and the industry. These 40 professionals offer an encouraging glimpse of what’s to come – by Kate Davies
Attracting young talent remains a priority for every industry – but what matters just as much is whether that talent stays, grows and builds long-term careers. Following on from our last 40 under 40 list (see Special Feature, OPI October/November 2023, page 18), the 2026 edition offers a refreshed snapshot of the people choosing to do exactly that.
The next 12 pages reflect the evolving landscape in the business supplies industry. They feature individuals who have arrived via very different routes – from apprenticeships and graduate placements to family businesses and lateral moves from outside the sector – but who now have one thing in common: they are already making a measurable contribution.
What stands out this year is not just ambition, but commitment. Many of those who made the cut have spent their entire careers within the workplace supplies sector, while others have helped to reshape it in shorter periods. Together, they represent a blend of continuity and evolution which feels particularly relevant as the industry navigates ongoing transformation.
The list also highlights gradual progress on diversity. Just under 35% of the cohort are women – a figure that signals movement in the right direction.
As ever, this list is not intended to be definitive. It is a snapshot of a broad pool of talent and a reminder that the future will be led by people who are already delivering today.
CAMERON ABLES
SALES MANAGER JAN/SAN, ABLES-LAND
Cameron Ables, one of three sons of second-generation Ables-Land owner Gary Ables, helps to run the dealership in Texas, US, alongside his twin brothers Chris and Cody (who, for ‘age reasons’, aren’t featured more prominently in these pages).
Ables has worked full-time at the company – realistically people tend to start much earlier in a family business, he acknowledges – for almost 15 years, straight after graduation, and now leads sales in the jan/san division, a role he thoroughly enjoys because of its close involvement with customers. Jan/san is one of four core competencies at Ables-Land.
Broad knowledge of and expertise in all aspects of running the business are essential, Ables is quick to point out, especially with succession in mind. He highlights a diversified job share with his brothers, which has been working well over the years.
LUCA AMBROSINI
BUSINESS INTEGRATION & PRINT BUSINESS LEAD, GECAL
Luca Ambrosini is Business Integration & Print Business Lead at Gecal. He began his career in the dealership at a time when the office supplies sector was more robust, offering him early exposure to an industry now facing decline.
Remaining competitive was a key priority and required a keen focus on process optimisation and cost control. For example, Ambrosini was committed to increasing customer autonomy through Gecal’s web store. He helped build a highly customisable platform and expanded integration with suppliers and partners to consolidate data, products and services into one environment, enabling around 70% of OP sales to migrate online.
Ambrosini also led the launch of an internal Managed Print Services division, which offers leasing, support and cost-per-page billing. One of his proudest achievements was joining the PBS Global Solutions network as the partner for Italy.
DANIEL
BENJAMIN
PRESIDENT, BENJAMIN OFFICE SUPPLY & SERVICES
A returning name from OPI’s 2023 list, Daniel Benjamin continues to make an impact as President of US dealership Benjamin Office Supply & Services. Since taking on the role in 2019, he has further cemented the reputation of the family firm. He, for example, created the dealership’s go-to-market strategy, oversaw the opening of a new HQ and reinforced a customer-centric approach grounded in a strong internal culture.
For Benjamin, success goes beyond products, encompassing long-term relationships and a people-first philosophy which guides the future of the business. An active industry contributor, he also sits on the board of the Workplace Solutions Association and was named Young Executive of the Year at the 2024 North American Office Products Awards
ALEX BONARIUS
SALES DIRECTOR, UK & IRELAND & DERWENT INT’L, ACCO BRANDS
Alex Bonarius has become a standout and highly recognisable figure in the business supplies sector, building on the momentum that first saw him featured in the inaugural 40 under 40
He began his career in 2016 at Rapesco Office Products, where he delivered a string of successful European business development projects. In 2023, he took on the role of Global Sales Director at Pukka Pads, successfully onboarding the US commercial reseller channel and securing distribution in markets such as South Africa, Australia and New Zealand. After a brief stint as an independent consultant, Bonarius joined ACCO Brands in January 2026.
Bringing strategic insight and a global perspective, he balances determination with approachability to guide teams through periods of change.
SAM BURRAS
EMEA KEY ACCOUNTS LEADER – CONSUMER BUSINESS GROUP, 3M
Sam Burras has more than 15 years’ experience at 3M. He began his career in the Consumer Business division as a sales executive, progressing through retail and office sales management roles at UK & Ireland and Northern Europe level, and establishing a solid commercial foundation along the way. He moved into portfolio marketing for EMEA in 2022 and now leads a team of key account managers, data analysts and category development managers. In this role, he concentrates on “expansion through insight-led category management and effective joint business planning”.
Guided by influential mentors throughout his career, his leadership style centres on coaching and empowerment. An active mentor himself for more than a decade, Burras is keen to invest in developing people at every level.
SARA COLELLA
DIRECTOR OF IT PROCESSES AND CONTINUOUS IMPROVEMENT, NOVEXCO
JAMES DAY
MANAGING DIRECTOR, DURABLE UK
NEW ENTRY
Sara Colella joined Novexco in 2012 and has devoted her career to understanding the business end to end, using a holistic perspective to support lasting transformation within the company. She started out as Director of Customer Service, overseeing a department of more than 35 employees, before moving into logistics and operations.
Managing the bricks-and-mortar division at Novexco expanded her exposure to retail strategy, merchandising and marketing, laying the groundwork for her transition into IT. There, she discovered a talent for translating business needs into scalable technical solutions, leading major system integrations, acquisitions, migrations and workflow optimisations.
Now Director of IT Processes and Continuous Improvement, Colella connects cross-functional teams, modernises systems and delivers large-scale transformation projects, reporting directly to the VP of Information Technology.
She prioritises collaboration and transparency, helping teams to understand the ‘what’ and the ‘why’ behind change. She champions smarter processes, closer alignment between technology and operations, and innovation that elevates the entire value chain.
TYLER CONDRY PRESIDENT, SUNDANCE OFFICE
Durable UK has seen many changes under the leadership of Managing Director James Day. The vendor has evolved from a legacy brand that was overly reliant on traditional market segments into an agile, solutions-led business unit performing strongly across established sectors and newer verticals.
This progress reflects significant efforts to modernise the organisation’s structure. While recognising there is still much work to do, Day has spearheaded marked improvements in Durable’s business operations and culture.
Outside the company, Day is Co-chair of the BOSS Leaders of the Future Committee, where his involvement in mentorship and core skills programmes is helping to strengthen our sector for many years to come.
Having grown up first with and then in Sundance Office, Tyler Condry formerly joined the family business as Marketing Director in 2011. From day one, he was actively involved in many aspects of the company, notably launching the Sundance Cares programme, which gives back to the Oklahoma communities that the dealership serves. In 2016, he launched Sundance Promos, offering custom print and promotional products to customers. Two years later, he expanded Sundance’s base in Broken Arrow with the opening of another location in Oklahoma City.
Named President in 2021, Condry has since overseen two acquisitions that have positioned Sundance as an MPS expert. Most recently, his focus has been on the dealer’s category specialists and sales staff, with an emphasis on generating opportunities within jan/san, furniture, managed print and promotional products.
JENS DUEHOLM
COO, DAARBAK
REDOFFICE
As COO, Jens Dueholm has helped to transform what was once a traditional office supplies wholesaler into a full-service partner – combining product supply, logistics, digital tools and advisory services to streamline customers’ daily operations.
Overseeing sales, e-commerce, marketing and business development, he drives progress through clear prioritisation, fast decision-making and seamless crossfunctional collaboration. Internally, he has introduced structured workflows, digital tools as well as clear KPIs, while sharpening customer responsiveness using Net Promoter Score tracking.
Alongside this, he is advancing the company’s long-term ESG commitments, including climate accounting and alignment with a 2045 net zero pathway.
He describes his leadership style as “hands-on, transparent and people focused”, always seeking to remove obstacles and foster trust. For Dueholm, lasting change is a team effort, grounded in giving the right people the support they need to succeed together.
ADAM FOX VP OF MARKETING, S.P. RICHARDS
SCOTT
ELLIS
BUSINESS DEVELOPMENT
DIRECTOR,
BANNER (EVO GROUP)
Another returning face, Scott Ellis is playing a central role in Banner’s success, currently as Business Development Director.
With over 15 years in the industry – all spent at Banner – his career path reflects both loyalty and steady progression.
In his present position, Ellis leads a high-performing team responsible for delivering multi-category programmes for public and private sector customers. He places strong emphasis on creating a “positive, accountable culture built on trust, collaboration and ownership”.
This people-first approach to leadership continues to underpin Banner’s long-term partnerships and reflects an individual who is committed to shaping results through consistent performance and trust.
Number of 40 under 40 professionals working in their family businesses
Adam Fox is VP of Marketing at S.P. Richards (SPR), where he leads the company’s marketing vision across branding, digital strategy, customer engagement and supplier collaboration. With a background in the foodservice and jan/san industries, Fox joined SPR in 2019 as Channel Marketing Manager and quickly earned recognition for turning strategy into action.
Named Director of Marketing in 2020 and later promoted to VP, he has scaled a marketing organisation that is focused on helping customers to modernise their go-to-market approach and compete more effectively in a digital-first landscape. Beyond SPR, Fox serves on the Emerging Leaders Council at City of Hope.
BETH FREEMAN
Beth Freeman represents the third generation of US family business FSIoffice. EVP since 2018, she is following in the footsteps of her mother, current CEO Kim Leazer, steadily assuming greater responsibilities within the woman-owned dealership.
Passionate about technology, Freeman has modernised FSIoffice and now oversees the dealership’s sales and marketing functions. While she believes opportunities remain abundant, she is also adamant that staying ahead of technological change is non-negotiable. Doing so, however, requires some difficult conversations around industry-specific legacy systems that are increasingly unsustainable in today’s market. Alongside her role at FSIoffice, Freeman serves as Chair of dealer organisation AOPD. Turn to page 14 to read our interview with Beth Freeman and discover more about this 40 under 40 listee.
EVP, FSIOFFICE
JOHN FRIEDRICH SENIOR
SALES MANAGER, FELLOWES BRANDS
A versatile and energetic leader, John Friedrich brings more than 14 years of experience in the business products industry to his role at Fellowes Brands. As Senior Sales Manager, he oversees national accounts, buying groups and major channels, delivering tailored office products and furniture solutions to B2B customers.
Friedrich credits much of his professional development to the guidance and influence of exceptional mentors, alongside the breadth of experience gained during his time at The HON Company before joining Fellowes in 2020. Known for his integrity, accessibility and willingness to go the extra mile, Friedrich consistently adds value by forging long-term relationships with customers and partners.
Actively involved in industry events, he has been recognised with the S.P. Richards Outstanding Sales Professional Award.
LINDSAY GIBBONS VP OF CONTENT & PRICING STRATEGY, S.P. RICHARDS
Lindsay Gibbons is an astute, results-driven professional who plays a transformative role at S.P. Richards (SPR). Having joined as Customer Supply Chain Director in 2018, she quickly progressed through senior roles, becoming VP of Supply Chain in 2020. She was promoted to VP of Content & Pricing Strategy in January of this year.
Prior to this, in 2025, she had been asked to build SPR’s content organisation, establishing governance, standards and scalable systems critical to e-commerce growth. Her remit now brings content and pricing together under one vision, aligning product messaging with value realisation, margin performance and revenue growth.
With a track record of developing high-performing teams and fostering collaboration, Gibbons pairs her impressive Ivy League undergraduate degree and two Master’s qualifications with a flair for elevating the strategic importance of data, content and pricing within SPR and the broader industry.
TESS HARDY DIRECTOR OF BUSINESS DEVELOPMENT, STAEDTLER NA
Over the past 15 years, Tess Hardy has carved out a career that spanned sales and marketing roles at ACCO Brands, Fellowes Brands and currently Staedtler North America. Her achievements centre on using data, creativity and cultural relevance to underpin successful product and customer strategies. During her time at ACCO, she led the launch of the 20th anniversary edition of the red Swingline stapler. While at Fellowes, she contributed to the vendor being named Walmart US General Merchandise Supplier of the Year in 2023.
Now, as Director of Business Development at Staedtler in North America, Hardy applies her deep customer and product knowledge to drive innovation. “Her boundless energy and talent make her a high achiever with no ceiling,” say those who work closely with her.
AMY
HUTCHINSON
CEO, BOSS FEDERATION
ENTRY
Since becoming CEO of the UK’s BOSS Federation in 2019, Amy Hutchinson has revitalised the then struggling trade association. She has strengthened connections across the sector, ensuring that members are informed, supported and equipped to meet any and all challenges.
Hutchinson is also a passionate advocate for the next generation, driving initiatives such as the BOSS Leaders of the Future programme to help younger professionals take ownership of their careers. She sees mentorship as central to lasting impact, valuing honest conversations and diverse perspectives to accelerate learning.
Anyone in the UK industry will agree that under her leadership, BOSS has become more agile, collaborative and future focused, uniting different industry segments and amplifying members’ collective voice.
NICOLE
JONES
DIRECTOR OF FINANCE & OPERATIONS, OFFICE PLUS OF KANSAS
Nicole Jones, Young Executive of the Year at the 2025 North American Office Products Awards, holds responsibility across Office Plus of Kansas, Scott Rice Office Interiors and American Fun Food Company. A qualified CPA, Jones began her career at Grant Thornton before joining the family business in 2018, where she balances operational efficiency with disciplined cost management.
She is a tireless advocate for the IDC, championing the value, service and expertise it brings compared to cost-focused national competitors. “I believe strongly in the long-term benefits this model offers our customers and our industry,” she says. Beyond her operational responsibilities, Jones contributes to ISG’s NEXT Committee, fostering leadership development and collaboration.
FALKO KÖHLER
CUSTOMER COMMERCIAL DIRECTOR, LYRECO GERMANY
Falko Köhler joined reseller Lyreco in 2016 and has progressed steadily through the business, earning a reputation for his infectious energy and determination to continually improve the customer experience. As Customer Commercial Director for Lyreco Germany, he has spent the past two years building a new organisation by merging all commercially-focused departments into a single unit. Each step is informed by a practical leadership framework and clearly defined priorities across departments, supported by transparent performance tracking.
Köhler has also enhanced partner relationships through people-led initiatives such as the company’s annual conventions; while investment in its digital infrastructure has contributed to a threefold increase in revenues. Looking ahead, he plans to deepen specialisation, with a particular emphasis on the safety and workwear category. Few would bet against him continuing on his upward career trajectory.
I believe strongly in the longterm benefits [the IDC] offers our customers and our industry
MYERS JORDAN PRESIDENT, HERALD OFFICE SOLUTIONS
Family-run dealerships remain a cornerstone of the business supplies industry in North America, and Herald Office Solutions is a shining example of this. Like his younger brothers Hunter and Matt, Myers Jordan immersed himself in the family business from an early age, joining Herald after completing his undergraduate degree and continuing through his MBA.
Jordan combines his dealer knowledge with a broad industry perspective, participating in various committees and forums. Under his leadership, Herald has expanded through the purchase of competitors – all while staying true to the family-driven ethos that defines the Herald legacy.
RACHAEL LEWIS OPERATIONS DIRECTOR, PARAGON BUSINESS ESSENTIALS
Rachael Lewis has progressed rapidly through senior leadership roles to become Operations Director at Paragon Business Essentials, working closely with sales and cross-functional teams. She recently established a continuous improvement programme to simplify processes, drive change, coordinate key business initiatives and support long-term growth.
Lewis also led the merger into Paragon Customer Communications, the transition to a stockless business model and the successful rebrand from Office Depot to Paragon Business Essentials in 2025.
Passionate about developing others, Lewis is an active contributor to the wider industry and served on the BOSS Leaders of the Future Committee for five years –including two as Co-chair. She is now mentoring on the BOSS NextGen programme.
HB MACEY PRESIDENT, PERRY
Rising through the ranks at Perry (previously Perry Office Plus), HB Macey began his career in delivery and warehouse roles before moving into sales. After being promoted to Sales Manager in 2014, he oversaw a period of rapid expansion, with sales more than doubling and notable growth in the jan/san, industrial chemicals and food sanitation categories. In 2021, he became President, adding divisions in laundry/warewash and floor equipment. A year later, he and his wife Lynnsay purchased the family business from his retiring parents.
Another active member of ISG’s NEXT Committee, Macey is committed to the dealer community. His entrepreneurial drive and dedication to supporting his team set a high standard for leadership in the industry.
JAKE
MAGES
COO, GUERNSEY
Jake Mages has built his career from the ground up, with more than 20 years’ involvement in the business supplies industry.
Starting in Guernsey’s warehouse shortly after his 16th birthday, he gained experience of distribution, logistics and customer fulfilment before moving into outside sales and apprenticing on Guernsey’s largest contract account. Mages progressed through category management and sales leadership roles, ultimately stepping into his current position as COO in 2025.
Alongside his day job, Mages gives back to both his industry and his community, serving on boards such as the Workplace Solutions Association and supporting local and non-profit organisations including Friends of Homeless Animals. A committed advocate for the IDC, he also mentors the next generation of talent through ISG’s NEXT Committee, helping to address current and future challenges facing independent distributors.
MARIO MARTÍN PURCHASING MANAGER, COMLANDIi
NICOLE
MAIRENA
PRESIDENT, OFFICE SOLUTIONS
Raised in the business founded by her parents, Bob and Cindy Mairena, Nicole Mairena leads with instinct and respect for the people she works with. She has a passion for employee well-being and creating a positive workplace experience (see Final Word, page 50) and thrives on cross-disciplinary thinking.
After four transformative years at the American University of Paris in France, Mairena joined California-based Office Solutions full-time in 2018. Her journey began in procurement at bluespace interiors – Office Solutions’ furniture dealership – and saw her purposefully rotating through design, sales and business development.
Now President of Office Solutions, Mairena – in close collaboration with her father Bob – drives strategy by analysing market shifts and identifying opportunities across the furniture, OP, safety and janitorial sectors.
Mario Martín began his career as National Product Manager of Spanish operator Comercial del Sur, overseeing purchasing operations and contracts with 40 suppliers. His remit later expanded to incorporate contract negotiations.
In June 2025, Martín took on the role of Purchasing Manager at French subsidiary Comlandi, covering the Hyperburo and Rouge Papier franchises as well as independent clients. Following the acquisition of ADVEO France’s assets later last year, he assumed responsibility for purchasing activities at CARIP, Calipage, Plein Ciel, Buro+ and Top Office.
NEW ENTRY
Martín has established a high profile across the European market through active participation in international trade fairs and engagement in Interaction meetings. He credits Jesús Plaza, Head of Purchasing and Supply for Comercial del Sur in Spain, as a vital mentor throughout his professional development.
ANDREW MCKENNA
MARKETING DIRECTOR, ACCO BRANDS AUSTRALIA & NEW ZEALAND
Andrew McKenna has been with ACCO Brands Australia & New Zealand for over 15 years, forging a career defined by consistent progression and broad commercial impact. Starting as a Junior Product Manager and moving through to Senior Brand Manager, he has served as Marketing Director for the past four years.
With an outstanding work ethic and a calm, constructive leadership style, he is recognised for fostering a positive culture, developing strong teams and creating clear direction in times of change.
Most recently, McKenna has been part of the integration team that supports ACCO Brands’ latest acquisitions. He has also been masterminding the launch of a new B2B website designed to improve ‘shopability’, making it easier for new and existing customers to discover products.
RASMUS OLSEN
NEW ENTRY
JOE MCKENNA PRESIDENT, SUPPLY CHIMP
A new entry to the 2026 list, Joe McKenna is helping to redefine how office products reach one of the hardest customer segments – the US federal government. As President of dealer Supply Chimp, he has secured two major national government contracts for office supplies, positioning Supply Chimp as a trusted and increasingly influential partner within the federal channel.
Central to this success is McKenna’s collaborative approach. By working closely with manufacturers and wholesalers, he has strengthened product availability, pricing and service performance, ensuring that buyers are better supported at every stage. Under his stewardship, Supply Chimp is laying the foundations for a sustainable future in the government market.
PRODUCT MANAGER & TEAM LEAD, LOMAX
Curiosity, commitment and steady advancements are hallmarks of Rasmus Olsen’s 17-year tenure at Danish reseller Lomax. He joined the business as a student in the technology products department and, after completing his formal education, became Product Manager overseeing office supplies, packaging and creative products – a portfolio of over 10,000 SKUs. He also heads Lomax’s team of online product specialists, creating all e-commerce content across Denmark and Sweden.
An active member of industry body KONPA, Olsen has served on its board for the past three years. He relishes the chance to tackle complex challenges while seeing the tangible impact of his work. The ability to make meaningful decisions and contribute to Lomax’s development is deeply rewarding for Olsen.
43%
Percentage of newcomers in OPI’s second 40 under 40
JÉRÔME
PERHAUT
KEY ACCOUNT MANAGER, FELLOWES BRANDS
20
Jérôme Perhaut joined Fellowes Brands as an intern in 2015 after completing a Master’s degree at the EM Normandy International Business School. Previous experience at Henkel, Staedtler and Deflecto – combined with a lifelong exposure to the sector through his father’s role as Managing Director of Staedtler France – made the business supplies industry a natural fit, and he quickly proved his capabilities by contributing to the launch of Fellowes’ air purification range during his internship.
A move into an Account Manager role followed in 2017, before he was promoted to Key Account Manager three years later. He is now in charge of strategic accounts including Amazon and Bureau Vallée, coordinates sales representatives across Fellowes’ product portfolio, and oversees the development of the furniture channel, while ensuring alignment of products and pricing in OP, IT and office furniture.
Number of this year’s listees based in Europe
ANASTASIYA PRUDNIKOVA
SR MANAGER PURCHASING AND ASSORTMENT, VIKING
In her role at Viking, Anastasiya Prudnikova has transformed Facilities – within the the reseller’s Janitorial & Sanitation and Food & Catering segments – into a growth category across seven European markets. She directs the strategic direction of a multifaceted portfolio, managing over 130 active suppliers. This includes driving change in how the category is prioritised, invested in and positioned both internally and externally as part of Viking’s shift towards integrated workplace solutions.
Over the past year, Prudnikova has delivered double-digit growth in Food & Catering. She has also led initiatives to enhance the company’s offering, including an exclusive UK launch with Costa Coffee of the Podio X1 system, which introduced branded workplace refreshment solutions into the portfolio. Her continued focus is on building Facilities into a scalable, core pillar of Viking’s long-term strategy.
JACEY PUTLAK
NEW
ENTRY NEW ENTRY
REGIONAL SALES DIRECTOR – SOUTHEAST, THE HON COMPANY
Jacey Putlak has spent over 13 years at The HON Company and is currently a Regional Sales Director. Leading high-performing teams, her cross-functional experience includes devising the organisation’s authorised online reseller policy, advancing dealer development initiatives, optimising strategic distribution and managing national accounts and GPOs.
She is dedicated to turning business challenges into opportunities – consistently driving positive results and exceeding revenue targets – and has achieved recognition through multiple awards.
Putlak is devoted to the IDC and to supporting its members’ strategic growth initiatives in the US. She was instrumental in creating HON’s 2024 authorised online reseller policy, which has removed over 80 unauthorised resellers and restored online pricing stability and integrity.
CHARLIE REID
JOINT MANAGING DIRECTOR, EGAN REID
In 2022, Charlie Reid became joint Managing Director of UK independent dealer Egan Reid, alongside Bruce Davie.
Founded in 1957 by Jim Egan and Charlie’s grandfather, Jack Reid, the company was later led by his uncles, making Charlie the third generation at the helm.
Since joining in 2012, he has progressed through a number of sales and business development roles, gaining insight into customer needs and shaping tailored solutions that yield real value. During his tenure, Egan Reid has expanded its education and office environment divisions, adopted digital platforms and strengthened sustainability initiatives. Focused on people and culture, Charlie works closely with his team and industry partners to ensure that the company’s legacy continues while evolving to meet the changing needs of customers.
ANDY RICHTER PRESIDENT,
RICHTER TOTAL OFFICE
Andy Richter grew up in the family business, gaining very early experience in the warehouse before moving to deliveries during his school years and then working in sales in college summers.
After graduating and a brief period as an admissions counsellor at his alma mater, he returned to Pennsylvania to join Richter Total Office full-time. He progressed from Sales Manager to VP in 2017 before becoming President in 2022.
In his current position, Richter oversees the sales team and the customer service department. He manages key accounts, handles equipment sales and strengthens vendor relationships, thriving on this varied diet of responsibilities. Passionate about both the business and its people, he is committed to helping Richter Total Office adapt and succeed in a competitive market.
CLAUDIA ROBERTI
TRADE MARKETING AND MARKETPLACES SPECIALIST, AVERY ITALY
With a degree in management engineering, Claudia Roberti began her career as an intern at Avery, where she had the opportunity to progress in different departments, such as customer service, marketing and supply chain. She now works as a Trade Marketing and Marketplaces Specialist in Italy, where she blends channel development expertise with a data-driven approach. Over the past 18 months, she has spurred brand growth with priority customers, in one case nearly doubling revenue.
Flourishing in fast-changing environments, Roberti turns insights into clear strategies and coordinates multichannel execution to keep plans closely aligned with Avery’s business goals. Her leadership style is characterised by excellent communication, intelligence and a flair for multitasking.
OLIVER ROWLES
SALES DIRECTOR UK & IRELAND, PRIMA SOFTWARE
At just 30, Oliver Rowles’ progression at Prima Software tells a compelling story of what ambition, dedication and opportunity can achieve. Joining the business in 2014 as an 18-year-old apprentice, he advanced through customer service roles before stepping into a board-level position. His transition into sales has been shaped by operational experience and a consultative approach, which supports customers in adopting Prima’s solutions.
With exceptional product knowledge and a clear understanding of dealer challenges, he consistently delivers value-led outcomes. Alongside leading teams, he contributes to C-suite decision-making, championing innovation in terms of how businesses adopt technology.
Rowles represents a new generation of leaders who make a meaningful difference to how technology is used in our space.
BRIDGET SMITH
DIRECTOR OF MARKETING, INNOVATIVE
As Marketing Director at Innovative, Bridget Smith is a forward-thinking individual who is redefining how a modern workplace solutions business shows itself in the market.
Daughter-in-law of company CEO Brooks Smith and the late Jennifer Smith, she continues to build on the dealer’s strong family values while helping to lead it into the future.
Bringing people, ideas and resources together comes naturally to Smith, as does inspiring teams and guiding emerging talent. Under her direction, marketing is playing a meaningful role in ensuring the company’s continued success.
Beyond the business, Smith is deeply committed to community and philanthropy. She has been actively involved with initiatives such as the InSports Foundation, supporting children’s participation in sport, for example.
DR CHRISTINA SCHARMANN ASSISTANT TO THE MANAGING DIRECTOR, BÜRO HANDEL
Dr Christina Scharmann works as Assistant to the Managing Director at Büro Handel, a subsidiary of PBS Holding in Austria. Originally a qualified lawyer, she switched to her current role three years ago, looking to challenge herself in new environments. Since then, she has worked across all major departments in the business, gaining in-depth knowledge of internal processes. Through close collaboration with the Managing Director, Alois Heigenhauser, Scharmann has been continuously exposed to strategic decision-making and best-practice leadership skills.
Her goal is to support the company’s long-term stability and drive sustainable growth in the volatile market conditions currently prevailing in Austria. With a keen operational understanding and an insatiable desire to learn, Scharmann aims to propel the group forward through innovation, resilience and responsible leadership.
33% Percentage of women featured in the 40 under 40 NEW ENTRY
ALEX STONE
SALES DIRECTOR, BLOC GROUP
Alex Stone has ascended rapidly within the business supplies industry, rising to Sales Director at Office Friendly and continuing in the same role following the dealer group’s 2025 merger with Integra Business Solutions, which formed BLOC Group. Stone made a significant contribution to the merger, supporting the Office Friendly community through the transition. Throughout his career, he has implemented hundreds of business plans for members and delivered thousands of hours of sales training.
A strong advocate for sustainability and long-term value creation, Stone promotes smarter, more responsible ways of working across the channel, helping multiple companies to achieve carbon reductions. He also served as Co-chair of the BOSS Leaders of the Future Committee, supporting the forum’s growth and development.
PAWEL SZYDLOWSKI
BUSINESS DEVELOPMENT DIRECTOR, PBS CONNECT POLSKA
NEW ENTRY
Before taking up the post of Business Development Director at PBS Connect Polska, Paweł Szydłowski spent over ten years gaining experience across diverse industries. His positions have variously encompassed finance at KPMG, a managerial role in a boutique brokerage, strategy and pricing consultancy at Simon & Kucher and business development at Pracuj Group. Believing that inspiring people to strive for excellence while broadening their horizons is the key to success, he places customer feedback at the centre of his plans for the future of PBS Connect Polska and its parent PBS Holding.
Drawing on this mindset and his diverse background, he is currently concentrating on additional categories and emerging market segments while working closely with existing and recently onboarded customers. His business strategy can be summed up as: ‘A comprehensive offer in one place.’
Inspiring people to strive for excellence while broadening their horizons is the key to success
SHAUN TIDMAN
COMMERCIAL DIRECTOR UK & IRELAND, AVERY UK
NEW ENTRY
Shaun Tidman is a commercially driven professional with a notable record of expanding businesses beyond traditional categories and into new customer verticals and routes to market.
Formerly Head of Sales, he is set to assume the role of Commercial Director UK & Ireland from 1 March – a promotion that recognises his significant impact across Avery UK.
Known for his direct, supportive and collaborative leadership style, Tidman focuses on developing talent, enabling teams to take ownership, make confident decisions and deliver results.
Beyond his day-to-day responsibilities, he serves on the BOSS Leaders of the Future Committee and actively engages with industry groups and events, hosting panel discussions and participating in debates on innovation and the overall future direction of the sector.
YANN VON SENGBUSCH GROUP STRATEGY OFFICER, DYNAMIC SUPPLIES GROUP
Yann von Sengbusch is currently Group Strategy Officer at Dynamic Supplies Group, but began his career as Print Business Development Manager. He quickly impressed in this position, growing the national print hardware portfolio and expanding adoption through consultative reseller relationships.
He then spent three years in logistics, warehousing and process optimisation before being promoted to State and Sales Manager for Queensland, where he supported Dynamic’s expansion into furniture, stationery and broader technology categories. In 2021, he relocated to Singapore to pursue a different career centred on renewables.
In August 2024, von Sengbusch returned to Dynamic to take up his current role overseeing group-wide strategy, systems modernisation and technology-led solutions across distribution and logistics services.
NEW ENTRY
CATEGORY UPDATE
Viscom TRANSITION
Visual communications are undergoing a period of transformation in an industry that is redefining its value proposition – by David Holes
Once dominated by traditional boards and printed signage, the viscom sector is being reshaped by hybrid working, sustainability-driven procurement, digital integration and rising expectations around design, durability and service.
One theme dominates: viscom tools are no longer viewed as isolated products but increasingly as part of broader, collaborative and information-driven ecosystems.
Perpétua Malta, Global Sales Director at Portuguese vendor Bi-silque, describes this evolution: “Viscom items are evolving from static tools into agile, multipurpose products. Demand is steadily growing for flexible, modular solutions which can be reconfigured across locations to meet diverse needs in offices as well as in education, healthcare and industrial environments.”
IN SEARCH OF LONG-TERM VALUE
Alongside functionality, design has become a decisive factor in purchasing decisions. Arnau Verdaguer, Export Sales Area Manager at Rocada, notes a clear move away from short-term, price-led buying towards products that deliver longer-term value.
“Aesthetics, materials and integration into modern workspaces have become critical factors,” he explains. “Design is no longer just optional – it’s a key purchasing driver and a fundamental element in all our new product development activities.”
This design-led demand is echoed by Manuel Franken, Category Director Viscom EMEA at ACCO Brands. While acknowledging a gradual decline in some traditional categories, he emphasises underlying value remains intact. “Focused, effective meetings are critical to success,” he says, positioning
Skin Whiteboard Collection from Rocada
viscom tools as enablers of productivity and creativity, rather than commodity items.
Hybrid working has accelerated change across the category, although this is not as one-dimensional as one might expect. While digital solutions undoubtedly continue to gain momentum, physical viscom tools remain deeply embedded in daily workflows – in and out of the office. Traditional boards are still highly valued for their simplicity and reliability.
BRIDGING THE GAP
Indeed, hybrid environments are driving demand for products which bridge physical and digital collaboration. As Malta explains: “Hybrid work has changed how organisations use physical space. However, it hasn’t eliminated the need for viscom products –often, it has increased it.”
Franken concurs, highlighting the limitations of purely digital options: “Non-digital brainstorming sessions, workshops and in-person meetings often remain the most effective ways to encourage creativity and participation.” He further notes that in regulated environments and public spaces where constant visibility and compliance are required, printed signage still plays a critical role.
That said, the digital segment of viscom is expanding apace and Rochelle Scheerhoorn, Director of Strategic Accounts and Business Development at Showdown Displays Europe, points to strong growth in digital displays.
“They are the future,” she states, citing annual growth of more than 35% in this sub-category, while emphasising that traditional printed signage – especially for event promotion – continues to grow alongside digital solutions.
ENVIRONMENTAL CREDENTIALS
Sustainability, as a general observation, has moved from being a differentiator to becoming a central purchasing criterion, particularly in public sector tenders and large corporate accounts. It is increasingly seen as a prerequisite for trust, compliance and long-term competitiveness.
[Hybrid work] hasn’t eliminated the need for viscom products –often, it has increased it
For some operators, Bi-silque included, sustainability is a strategic pillar of its entire operation. “Sustainability is in our DNA,” Malta says, pointing to the company’s Earth range, launched back in 2008. Today, the vendor focuses on circular design principles, material optimisation, packaging reduction and transparent documentation to meet procurement requirements.
At ACCO Brands EMEA, sustainability is increasingly formalised through recognised certifications. Franken highlights EU Ecolabel certification across multiple Nobo and Franken product lines, enabling resellers to offer “a complete, certified solution across our core categories”.
Showdown Displays Europe, meanwhile, has taken a materials-focused approach. Scheerhoorn explains that 99% of its products are now PVC-free, with eco-alternatives for the remaining items. The company is also working closely with partners to reduce its overall carbon footprint.
Geopolitical uncertainty, raw material price fluctuations and volatility in global logistics continue to challenge the industry.
Digital displays from Showdown Displays Europe
Bi-Office Earth Whiteboard from Bi-silque
In response, many manufacturers are rethinking sourcing strategies and reinforcing local production as and when needed.
NIMBLE SOURCING STRATEGIES
Rocada manufactures all its viscom products in Spain, a decision Verdaguer says significantly reduces dependency on overseas suppliers and extended global supply chains. “Proximity and long-term partnerships enable us to minimise disruptions and maintain reliable service,” he notes.
Bi-silque opts for diversified and flexible sourcing, combined with strategic stock planning. However, as Malta points out, balancing service continuity with cash flow has become complex as demand variabilities grow.
At ACCO Brands EMEA too, European production remains a strategic priority, supported by contingency plans which allow selected categories to shift manufacturing back from Asia if required. According to Franken, this flexibility helps to protect availability and lead times when the environment becomes unpredictable.
Showdown’s Scheerhorn refers to longer container lead times from China as well as increased competition from the country’s manufacturers which enter the European market. Higher stock levels and expanded European production capacity are key mitigation strategies, she explains.
Distribution is also evolving. According to Scheerhoorn, some major distributors hold less inventory and increasingly request
More than a WHITEBOARD
GMi Companies’ Director of Marketing, Susan Claus, highlights why simple surfaces still matter in an era of digitalisation
Just a whiteboard at first glance – a flat, quiet surface. No software. No notifications. It doesn’t buzz, update or demand attention. This simplicity can feel almost invisible in a world where there is constant pressure to digitise, automate and integrate the latest technologies into every space.
While these tools offer undeniable benefits, they also introduce friction: ideas trapped behind screens, information scattered across platforms and collaboration gated by logins.
Whiteboards don’t compete for attention; they create space for it and drive collaboration and engagement. Simple solutions such as these help to solve today’s complex challenges across three dominant sectors:
Education
Learning has never been about information retention alone. It relies on interpretation, exploration and the freedom to work through ideas as a process.
Today’s students are digital natives, receiving education in environments where technology is foundational rather than supplemental. While access
to digital tools has expanded opportunities, it has also contributed to digital overload, increased sensory challenges and shorter attention spans.
To counterbalance these effects, educators rely on analogue surfaces that support active learning. Research shows that writing by hand results in deeper cognitive processing than typing; it also improves comprehension and information retention. Whiteboards provide cognitive breathing space, where ideas can be externalised, revised and shared.
By making thought processes visible, whiteboards transform learning from an isolated activity into a collaborative process. Abstract concepts become tangible, participation increases and students gain confidence through impermanence.
private or white-label solutions, while also favouring direct shipments to end customers.
Good partnerships across the board are becoming core differentiators. “It’s about much more than price and product availability – relationships rely on confidence, clarity and support throughout the sales cycle,” Malta says. Bi-silque, she adds, supports its partners with training, marketing assets, category strategy guidance and application-driven sales tools.
ACCO Brands, similarly, focuses on education, workshops and cross-selling opportunities to help resellers maximise value and differentiate beyond price, while Showdown Displays highlights customisation and personalisation as major priorities.
CATEGORY BLURRING
Competition in the viscom market is accelerating, with cross-category activities omnipresent. As Verdaguer highlights: “The sector is undergoing structural change.”
As demand for traditional viscom declines, many manufacturers in this space are
Healthcare
expanding into adjacent or new categories to sustain growth. By the same token, heightened competition comes from digital signage providers such as Showdown Displays as well as furniture suppliers expanding their portfolios, culminating in overall convergence.
Competition in the viscom market is accelerating, with cross-category activities omnipresent
The viscom category is certainly not disappearing, but it is being redefined. Static products are giving way to integrated systems and sustainability is becoming non-negotiable. Clarity of positioning, investment in design, plus the ability to support partners meaningfully are key. As organisations adapt to new ways of working and learning, visual communication needs to lead with purpose, relevance and resilience.
As Malta asserts: “We need to follow the money – only the strongest will survive.”
Healthcare environments operate under constant urgency. In a space where information changes rapidly, decisions are time sensitive and the stakes are deeply human, clear and effective communication is key. For patients and families, critical details can blur during stressful moments; and for care teams, communication must be accurate, consistent and accessible across shifts.
Whiteboards serve as anchors in these settings and establish a shared point of reference that supports clarity.
Workplace
In the modern workplace, teams are supposedly more connected than ever, yet true alignment often feels elusive. Ideas are documented across emails, chat threads and
task lists, but they rarely converge in one shared space. In the office, this fragmentation can be bridged by making strategy and collaboration visible, letting ideas unfold in a tactile, playful and human way.
Writing ideas down fosters shared ownership and momentum. And because whiteboards lower the barrier to participation, they encourage broader engagement. In complex organisations, this simplicity allows teams to slow down just enough to move forward with clarity and intention.
Whiteboards don’t compete for attention; they create space for it
SIMPLY EVOLVING
While whiteboards may appear simple, they also need to address increasingly complex demands. In education and healthcare, surfaces must withstand frequent cleaning without degrading over time. In offices, they should be communal, flexible and versatile.
Innovation in this category has expanded in terms of where collaboration can happen, too. Outdoor-rated writing surfaces, for instance, need to incorporate challenges around UV-resistant materials and weather-tested finishes. By maintaining writability and erasability, these surfaces enable learning, planning and creativity to move beyond four walls.
All solutions are designed not to add complexity, but to make collaboration effortless. Across verticals, the underlying needs remain the same: space, clarity and tools that support thinking rather than dictate it.
Creating VALUE
ACCO Brands has a long history of evolving and transforming as market dynamics change around its product portfolio. The 2020 purchase of PowerA was seen as a game changer and its strategic significance has become even clearer with the vendor’s continued expansion – including the acquisitions of Buro Seating and the recently announced EPOS integration.
Founded in 1984, PowerA is a global leader in video gaming accessories, known for supplying high-quality products such as controllers, headsets and cases to a broad and passionate gaming community. The company is supported by a range of licensing agreements and strong partnerships developed over many years.
According to ACCO Brands CEO Tom Tedford, the decision to buy PowerA was important because the vendor views gaming as a long-term and growing ecosystem and the company as a business in which ACCO Brands can apply its core capabilities.
“We have always looked for sectors where growth is strong, but also where we know we can add value,” Tedford explains. “Gaming accessories are another form of input device designed to improve the user experience. They sit alongside keyboards, mice and headsets – categories where we already have deep expertise. These audiences naturally overlap, creating opportunities to enhance how people work and play.”
COLLABORATION TO THE FORE
Beyond category adjacency, the strategic value of PowerA lies in its relationships. As one of the world’s largest licensed gaming accessory providers, it has built long-term partnerships with global platforms including Microsoft Xbox, Sony PlayStation, Meta and Nintendo. Collaborations like these enable PowerA to develop accessories with quality and functionality while adhering to the rigorous requirements established by the licensors.
ACCO Brands’ international scale and channel relationships prove equally important when it comes to global distribution. Gamer audiences typically anticipate new releases at midnight, accompanied by long queues and
PowerA and its retail partners celebrate a midnight launch
heightened consumer demand – a far cry from the traditional dynamics of office products.
Yet regional teams – notably in Australia and New Zealand – can apply ACCO Brands’ established customer service infrastructure to support PowerA in ways the brand could not previously achieve alone.
It’s about leveraging trusted relationships globally to create value
Brian Andersen, VP of Global Product Development and Marketing at PowerA, describes the partnership: “ACCO Brands does what it does best – leveraging the activation toolkit PowerA has developed through decades of gaming experience.”
STRIVING FOR WIN-WINS
For Tedford, this ability to connect brands, categories and geographies is central to the vendor’s future direction. “A 30-year relationship in Seattle can support a product launch in Australia. A gamer in the US or Europe can also be a customer for ergonomic solutions from Leitz or Kensington, or seating from Buro,” he asserts.
“It’s about leveraging trusted relationships globally to create value for customers, end users, investors and partners alike. That is where the real opportunity lies – a true win-win.”
The addition of EPOS to the ACCO Brands fold is another step on this strategic journey. EPOS provides a technology foundation in audio that can be successfully applied across product and brand portfolios to better serve consumers as they address daily challenges while they work, learn and play. ACCO Brands provides solutions that help people to work more productively, learn more confidently and play more enjoyably.
One mission –DELIVERED TOGETHER
With no donation too small to make a difference, Greg Welchans issues a call to action for our industry to get involved
in this year’s
fundraising campaign in support of City of Hope
Just ahead of the National Business Products Industry’s (NBPI) annual City of Hope Tour and Hall of Fame dinner –taking place in Duarte, California, from 9-10 March – OPI’s Heike Dieckmann spoke to 2026 Spirit of Life Honouree Greg Welchans, President/CMO of Distribution Management. With fundraising already well underway, Welchans rallies industry participants from far and wide to join his mission of Delivering Hope, Together to those with life-threatening illnesses such as cancer and diabetes. He passionately highlights the power of uniting behind one cause and sharing the burden that so many –family, friends and colleagues – have to carry.
OPI: Please tell me about your campaign, Delivering Hope, Together. Is there a particular initiative or treatment the funds raised will be supporting?
Greg Welchans: For more than four decades, our industry has been supporting City of Hope’s mission in a broad and meaningful way. This year, there is a powerful new focus: City of Hope has launched a groundbreaking initiative through its Translational Genomics Research Institute facility in Phoenix, Arizona, which is dedicated to the research and treatment of cancer in US military veterans. This cause is deeply personal to me. My father, uncle and father-in-law were all veterans. My father-in-law, in particular, battled multiple forms of cancer over many years and, ultimately, it’s what took his life. Watching someone you love endure that fight leaves a permanent mark.
We’ve seen first-hand what happens when an industry really unites behind one mission
This urgency is underscored by the data. Research shows US military personnel face higher rates of certain cancers – and often at younger ages – than the general population. The risk is especially alarming among Special Operations Forces. Navy SEALs, for example, may face up to ten times the cancer risk of other Navy personnel. According to the Department of Veterans Affairs, approximately 43,000 veterans have already been diagnosed with service-related cancers.
For these reasons, a portion of the funds raised this year will directly support the advancement of this veterans-focused initiative within City of Hope.
OPI: What has your own – and Distribution Management’s – involvement with City of Hope been over the years?
GW: My connection with City of Hope spans more than 30 years – 25 of those through Distribution Management and before that with Miller Business Systems in the 1990s. I was first introduced to City of Hope by my then boss, Bud Mundt, whom we sadly lost to cancer nine years ago.
I am a son, husband, brother, uncle and friend to people who have faced cancer or diabetes – that is why it has always been deeply personal too. Like so many others, I’ve witnessed how these diseases change lives – because of the resilience needed, the crippling uncertainty which so often prevails and the emotional toll they take.
That’s why City of Hope means so much to me. It’s not just an organisation. It’s a lifeline – one where science, compassion and determination intersect to give families something invaluable: hope.
OPI: What are your goals and aspirations for this campaign year?
GW: Our industry has proudly stood beside City of Hope for a very long time. We’ve raised millions of dollars, walked together, volunteered together and supported countless families together.
But today, our industry stands at a crossroads. Several of the large public companies which once formed the backbone of City of Hope fundraising have stepped away. On top of that, the number of manufacturers continues to shrink.
As such, the responsibility now falls to independent businesses and family-owned companies – the very people reading this publication, in fact – to step up and carry the torch forward.
KEY EVENTS
6-7 May
Bob Parker Memorial Event, Streamsong Resort, Bowling Green, Florida
Honouree Golf Outing, Conway Farms Golf Club, Lake Forest, Illinois
23-24 September Memorial Golf, Pre-Events & Spirit of Life Gala Dinner, Navy Pier, Chicago, Illinois
The good news is that making an impact doesn’t require grand gestures. Small, sincere efforts all matter: an in-house raffle, a Walk for Hope, a company fundraiser. Every contribution adds up to more research, treatment options and lives saved.
Last year, my family and I participated in a Walk for Hope in Phoenix. As the sun came up, I looked around and saw hundreds of shirts bearing names – names of loved ones who people were walking for. Mothers, fathers, sons, daughters and friends.
As I looked at my own family – my wife, my children and my grandchildren – I felt the full weight of why what we are doing matters so much: I want to do everything in my power to ensure cancer and diabetes never touch them.
OPI: Beyond what you’ve already said, how do you plan to widen the fundraising scope?
GW: Distribution Management primarily serves the print category and I’ve been tasked with expanding the NBPI’s participation into the copier community. There are multimillion-dollar manufacturers and countless dealers in this space and they can help to play a critical role.
Whether it’s Sharp, Konica Minolta, Ricoh or Kyocera, independent dealers selling their products or the many support companies in this space, there is a place for everyone. Historically, this segment of the industry has been fragmented across multiple charitable causes. But we’ve seen first-hand what happens when an industry really unites behind one mission. The results have been nothing short of miraculous.
OPI: What kind of engagement are you seeing at this stage of the fundraising year?
GW: Well, the early stage is certainly over – my campaign effectively began the moment the Spirit of Life Gala concluded last September, so over 25% of the year is already behind us.
We’ve started strong, with early support from companies such as Independent Suppliers Group – the first contributor this year – along with S.P. Richards, Fellowes Brands, OPI, 3M and HP. All of these have long been standard bearers for City of Hope. But to sustain momentum through September 2026, we need more involvement from the reseller community – the likes of Office Depot, Staples and many others.
OPI: A fierce call for action if ever I heard one. What’s the message?
GW: It’s quite simple: please get involved. Scan the QR code (see left) to learn more and participate or donate personally if you’re able. Together, we truly can make hope a reality.
BREAKING new GROUND
EUROPEAN
SOFFICE PRODUCTS AWARDS 2026 PREVIEW
tanding out is never easy, particularly in a mature industry. Doing so can take many forms: groundbreaking products that respond to evolving workplace trends; marketing campaigns which capture new audiences; or initiatives raising the bar for customer service. Above all, it’s about individuals and organisations which consistently push our sector forward.
For the 25th European Office Products Awards (EOPA), a judging panel of senior executives from across the sector convened in Italy in January to assess which companies and professionals have shone in their efforts over the past year. Their task was a demanding one: to determine who merits a place on this year’s shortlist and, ultimately, who will take home a coveted award.
Business Product of the Year
• 3M – Post-it Easy Erase
• Bi-silque – Loop Coloured Writing Board
• Energizer – 3-in-1 Child Shield
• Essity Professional Hygiene
– Tork Xpress Compressed Multifold Hand Towels
Marketing Campaign of the Year
• Avery UK – Avery for Every Space
• Codex Office Solutions –Neuroinclusive Workplace Collection – Thrive by Codex x AsIAm
• Fellowes Brands – The Fellowes WorkLife Coach
• Grace & Green – Caught Short
Sustainability Excellence: Reseller
• evo Group
• Lyreco Group
• Red-Inc
Sustainability Excellence: Vendor
• Essity Professional Hygiene
• Pilot Corporation of Europe
• Schneider Schreibgeräte
• tesa
The EOPA 2026 comprise 14 categories. Best Workplace is once again part of these but, reflecting the diversity of the industry, this year the category has been divided into two: organisations with 200 or more employees and those with fewer than 200.
Winners will be revealed during a Presentation Dinner on 10 March at the Hotel Okura in Amsterdam, Netherlands, as part of OPI Partnership (see Event, OPI January/February 2026, page 46). This is the moment for Europe’s leading operators to celebrate excellence after another challenging yet transformative year.
Below is the shortlist – earning a place on it is already a significant accomplishment and highlights those leading our industry with creativity and vision.
Reseller of the Year
• Bruneau
• Lyreco Group
• Ofix
• United UK Wholesaler of the Year
• Comercial del Sur
• JGBM
• Quantore
• VOW Wholesale
Best Workplace: 200 or more employees
• Essity Professional Hygiene
• Lomax
• Schäfer Shop Group
Best Workplace: Under 200 employees
• Codex Office Solutions
• EO Group
• Prima Software
Vendor of the Year
• Durable UK
• Essity Professional Hygiene
• Fellowes Brands Europe
• Pilot Corporation of Europe
Online Reseller of the Year
• Böttcher
• DiscountOffice
• evo Group e-trading
• Galaxus.ch
• Lomax
Young Executive of the Year
• Jens Dueholm, COO, Daarbak Redoffice
• Helena Kelly, UK & Ireland
Customer Marketing Manager, SC Johnson
• Anastasiya Prudnikova, Senior Purchasing and Assortment Manager, Viking
• Alex Stone, Sales Director, BLOC Group
Executive of the Year
• Dennis Albers, CPO, Quantore
• Perpétua Malta, Global Sales Director, Bi-silque
• James Webb, VP of Sales and Marketing for Europe, Fellowes Brands
Business Leader of the Year & Industry Achievement – No shortlist
3M – Post-it Easy Erase
Previously winning an EOPA in this category in 2021, 3M returns with Post-it Easy Erase, a versatile whiteboard for use in the workplace, in educational settings or at home.
This product transforms any surface into a writable canvas; it even rejuvenates stained whiteboards, enabling continued use. Key differentiators include an adhesive that applies securely and removes cleanly from multiple surfaces, and the ability to erase permanent and whiteboard markers with water.
Bi-silque – Loop Coloured Writing Board
Bi-silque’s Loop Coloured Writing Board features a durable magnetic lacquered steel surface, facilitating smooth writing and supporting interactive collaboration. The frameless, connectable design allows multiple panels to be combined into a seamless, expansive canvas.
Contemporary colour options further improve versatility, while responsibly selected materials and rollable shipping formats reduce environmental impact.
MARKETING CAMPAIGN OF THE YEAR
Avery UK – Avery for Every Space
This campaign from Avery UK repositioned labels beyond traditional office use, showcasing their versatility in a range of industries, such as manufacturing, education, hospitality, retail and healthcare. The multichannel strategy included brochures, email newsletters, web content and more.
Rolled out across dealers, wholesalers and online channels, the campaign also celebrated the company’s 90th anniversary, highlighting the vendor’s legacy.
Codex Office Solutions – Neuroinclusive Workplace Collection – Thrive by Codex x AsIAm
Thrive by Codex x AsIAm brings 34 autism-friendly workplace products to life. Created with Ireland-based autism charity AsIAm and launched at the 2025 Autism Europe Congress, the campaign highlights Codex as a leader in promoting inclusive workplace design.
It has already sparked industry-wide conversations about sensory-friendly spaces and smart, research-driven solutions which remove barriers in order to help everyone ‘thrive’ at work.
Energizer – 3-in-1 Child Shield
A double winner at the 2025 North American Office Products Awards, Energizer’s 3-in-1 Child Shield is a coin lithium battery featuring a three-layer child safety system. First is the child-resistant packaging; second the non-toxic bitter coating to deter ingestion; and, finally, Color Alert technology turns the mouth blue on contact with saliva, providing an immediate visual warning for carers if swallowed. This product demonstrates how insightful innovation can make everyday products safer.
Essity Professional Hygiene – Tork Xpress Compressed Multifold Hand Towels
Essity’s Tork Xpress Compressed Multifold Hand Towels set a new benchmark in sustainable hygiene by halving bundle size and reducing refilling frequency.
The format reduces packaging waste and allows considerably more towels per truck, thereby lowering CO2 emissions. FSC and EU Ecolabel certified, the product also supports circularity through Tork PaperCircle, Essity Professional Hygiene’s hand towel recycling service.
Fellowes Brands – The Fellowes WorkLife Coach
Fellowes’ WorkLife Coach has grown into a pan-European brand platform. Fronted by a relatable Scandinavian WorkLife Coach, the campaign blends expert advice, humour and storytelling across categories such as ergonomics, shredding and lamination.
It is supported by a rich content hub, influencer partnerships and innovative use of AI-powered multilingual videos – all resulting in impressive audience reach, strong reseller activation and double-digit sales growth.
Grace & Green – Caught Short
The Caught Short initiative put period dignity in the spotlight with a 30-second TV advert that won one of Sky Media’s Local Heroes awards. Produced by a majority-female B-Corp crew, the bold UK advert drew attention to the lamentable gap in workplace support for feminine hygiene products.
Amplified via LinkedIn and an online competition, the Caught Short campaign challenged stigma, encouraged wider discussion about inclusion and positioned Grace & Green as a champion of dignity and workplace equality.
evo Group
Evo has honed its sustainability focus throughout its various group companies, with every EcoVadis-rated business now Silver or higher. Banner, for instance, reached Gold overall and Platinum in the Sustainable Procurement category. Sustainability in the organisation is embedded via CSR reporting and training, while the evo Foundation and staff volunteering support community initiatives.
Lyreco Group
Lyreco is perennially raising sustainability standards with early CSRD reporting and SBTi-validated climate targets as well as cutting Scope 1 and 2 emissions. Sustainable products accounted for more than 72% of sales last year, underlining the positive reception of its planet-friendly options. Also in 2025, Lyreco achieved EcoVadis Platinum certification, ranking it in the top 1% of companies globally.
Red-Inc
A leader in climate action and transparency, Red-Inc has been a purpose-driven force in our sector since 2008. B-Corp certified, it became the first stationery company with SBTi-validated net zero targets, having achieved Scope 1 and 2 net zero since 2018. The reseller also aligns with the GHG Protocol for Scope 3 reporting, always helping its clients to meet their emission reduction goals.
Essity Professional Hygiene
At Essity Professional Hygiene, sustainability isn’t just a goal – it’s highly measurable through its Tork Focus4 strategy. Backed by SBTi-approved targets, the vendor delivers hygiene solutions that make a real difference in workplaces every day. Essity’s commitment was recognised in November 2025 when it earned an EcoVadis Platinum rating.
Pilot Corporation of Europe
Pilot continues to set the benchmark for sustainable writing innovation. Building on 20 years of BeGreen – its pioneering range made with at least 70% recycled plastic – the company has reinforced its commitment to responsible manufacturing with an investment in its European factory. This not only supports local jobs but also strengthens its environmental credentials.
Schneider Schreibgeräte
Through the #theschneiderway initiative, Schneider Schreibgeräte has long integrated environmental responsibility into its operations. The family-owned company, which manufactures entirely in Germany, uses 100% green electricity as well as recycled and bio-based materials.
tesa
Integrating sustainability across products, processes and partnerships, tesa is investing around €300 million ($357 million) to achieve climate-neutral production by 2030. In 2024 alone, the company reduced Scope 1 and 2 emissions by 39% from 2018 levels, sourced 90% of global electricity from renewables and achieved 95% landfill-free waste disposal.
Bruneau
Bruneau continues to cement its position as a leading French reseller under new CEO Laurent Bellot, who succeeded Nicolas Potier in January 2026.
The company has enhanced its market-leading webshop and expanded into the IT and telecoms sector through the acquisition of OfficeEasy. These moves serve to encourage diversification, gain commercial synergies and expand growth of its European operations.
Lyreco Group
Under Greg Liénard’s leadership, Lyreco Group has navigated pandemic disruption, economic turbulence and digital transformation while continuing to expand its international footprint.
Now the world’s largest independent B2B business supplies reseller, omnichannel is at the heart of Lyreco’s strategy while, from a product point of view, PPE is a core focus. As it celebrates its centenary in 2026, the reseller will also be kicking off its next five-year plan.
Ofix
Ofix is a fast-growing reseller in Poland, one of Europe’s most dynamic economies. Robust local performance, combined with expansion across neighbouring markets as well as Romania, has established the company as a leading regional player.
Its rapid growth highlights Ofix’s potential to continue positively shaping the Eastern and Central European B2B sector.
United UK
Having successfully transitioned from a traditional OP dealer into the hospitality and speciality markets, United UK has carved out a strong niche against larger competitors. Revenue has risen markedly, reflecting operational excellence and commercial resilience in a challenging market.
The company is also a fervent – and financial – supporter of its local community.
Comercial del Sur
Spain-based Comercial del Sur is continuing its European expansion apace. The recent acquisition of part of ADVEO’s assets by its France-based subsidiary Comlandi has considerably strengthened its market presence, with further plans to boost margins through an enhanced product mix, private label, and marketing and digital investment.
JGBM
Primarily a specialist tech distributor, JGBM has evolved into a hybrid digital marketing agency, creating content for partner brands and developing innovative tools to help dealers sell more effectively.
Quantore
Under new Managing Director Jan van de Wouw, Netherlands-based cooperative Quantore has been shoring up its market-leading position in difficult trading conditions, navigating margin pressures and ongoing consolidation.
VOW Wholesale
VOW Wholesale offers more than 40,000 products in a wide range of categories. Over the past year, the company has expanded its team and structured the business into three key areas – traditional wholesale, managed services and new resellers.
BEST WORKPLACE: 200 OR MORE EMPLOYEES
Essity Professional Hygiene
Breaking down barriers is central to Essity’s approach to employee care and inclusion. Its ‘I Care’ atmosphere integrates safety and emotional health into daily practices, aided by inclusive leadership programmes and individual development plans.
Beyond Essity’s own workplace, the vendor’s Tork Inclusive Hygiene Initiative also helps other communities and improves hygiene standards in their settings.
Lomax
A flexible and inclusive ethos defines Lomax, with people and their personal welfare placed firmly at its core.
Built around care, trust and collaboration, this workplace actively promotes professional development and offers comprehensive well-being initiatives. Employees can thrive in an environment where potential is recognised and opportunities are accessible to all.
Schäfer Shop Group
Continuous learning opportunities, transparent communication, leadership programmes and modern workplace improvements are just some of the ways in which Schäfer Shop ensures its employees feel they are valued.
The reseller also demonstrates broad social responsibility, actively supporting charitable projects, encouraging volunteering efforts and providing resources to help communities in need.
BEST WORKPLACE: UNDER 200 EMPLOYEES
Codex Office Solutions
A strategic focus on innovation, ambition and care has shaped Codex’s way of working. Programmes such as Grow Perform Succeed, flexible working initiatives and employee-led committees have built a collaborative and transparent environment for all.
Encouraging constant team feedback, meanwhile, ensures that staff feel valued, connected and motivated to develop the business.
EO Group
EO Group’s approach as an employer is guided by its people-first framework, driving both wellness and performance.
The EO Connected programme unites teams across the group and is backed by a hybrid-first working model, clear career pathways, monthly well-being surveys and a family-inclusive employee assistance drive. The results manifest themselves in strong staff retention, motivated teams and a community-led culture that makes EO Group a desirable place to work.
Prima Software
Work/life balance, inclusion, development and community impact sit at the heart of Prima – its 100% staff retention rate over the past five years speaks for itself. Every leader at Prima has progressed from an entry-level role, reinforcing the company’s commitment to long-term growth and opportunity. In a traditionally male-dominated sector, Prima has also achieved notable diversity, with women representing 30% of the workforce and 40% of leadership.
Durable UK
Durable UK has redefined vendor partnerships through collaborative management and agile business practices. A recent eBusiness transformation drove a 297% increase in online sales, while its Account Plus programme also reignited underperforming clients.
The company continues to innovate with regular new product launches, consistently maintaining momentum even in volatile market conditions
Essity Professional Hygiene
A global leader in hygiene and health, Essity Professional Hygiene drives innovation in sustainable solutions, helping businesses maintain safe, healthy and efficient workplaces. Its approach combines environmental responsibility with high-performance hygiene products and services across Europe.
Fellowes Brands Europe
Fellowes Brands Europe continues to excel in core categories while also successfully expanding into high-potential areas such as ergonomics and air quality. By combining traditional OP with new, forward-thinking solutions, Fellowes empowers end consumers to create productive, healthy and sustainable workplaces.
Pilot Corporation of Europe
Pilot Corporation of Europe stands out through its transparent long-term strategy, robust operational standards and a commitment to ongoing improvement.
The vendor also shines with its impressive sustainability leadership, evident through its EcoVadis Gold status, for example.
ONLINE RESELLER OF THE YEAR
Böttcher
Founded in 1990 by Managing Director Udo Böttcher from his kitchen, German online reseller Böttcher passed the €1 billion ($1.2 billion) barrier in revenue in 2025, marking nearly 20% year-on-year growth. The number of new customers also rose sharply –more than 20% – with over seven million parcels shipped across Germany during the year. The company consistently widens its assortment and continues to build its team, which now numbers over 700.
DiscountOffice
DiscountOffice has been growing impressively in the highly competitive Benelux market, despite difficult economic conditions. By embracing new categories, the business is steadily evolving into a true one-stop shop, offering everything a workplace may need.
evo Group e-trading
Initially launched to drive future growth, evo Group e-trading has successfully transformed from a 90% B2C to a more balanced 33% B2C and 67% B2B model. In just 12 months, this shift helped boost e-trading revenue from £12 million ($16 million) to £25 million, laying the foundation for further expansion into Europe this year.
Galaxus.ch
Galaxus, the online store operated by Switzerland-based Digitec Galaxus, is a breath of fresh air with its innovative approach to marketing and social media. Building on this digital expertise, it is bringing the same dynamic experience to B2B customers.
Lomax
Lomax is a reseller that makes decisions driven by evidence rather than instinct. By leveraging testing, data, user insights and AI, the company is committed to basing commercial decisions on real customer behaviour before scaling up.
Jens Dueholm, COO, Daarbak Redoffice
Jens Dueholm has helped to transform Denmark-based reseller Daarbak Redoffice into a full-service partner that offers integrated supply, logistics, digital tools and advisory services. His structured, data-driven leadership has modernised the dealer’s operations, while advancing its ESG progress and net zero goals.
Helena Kelly, UK & Ireland Customer Marketing Manager, SC Johnson
In her role at SC Johnson, Helena Kelly has shaped strategic customer partnerships and strengthened the vendor’s brand positioning around sustainability and workplace hygiene. Her work demonstrates solid commercial insight and crossfunctional collaboration.
Anastasiya Prudnikova, Senior Purchasing and Assortment Manager, Viking
Anastasiya Prudnikova is highly regarded for her commercial leadership skills. She has been leading Viking’s business growth and aligns corporate objectives with long-term value, establishing herself as an outstanding young exec with growing industry impact.
Alex
Stone, Sales Director, BLOC Group
UK dealer group Office Friendly became BLOC Group following its 2025 merger with Integra Business Solutions, a process shaped in part by Alex Stone’s involvement at board level. Having risen through the ranks to the position of Sales Director at Office Friendly, he continues to drive relationships with major independent dealers at BLOC.
Dennis Albers, CPO, Quantore
Since joining Quantore in 2019, Dennis Albers has successfully leveraged extensive experience from previous roles at ADVEO Europe, Office Depot Europe and Logitech. His career reflects consistent progression into senior leadership roles within procurement and category management in the office products and technology sectors.
Perpétua Malta, Global Sales Director, Bi-silque
Perpétua Malta has been instrumental in cementing Bi-silque as a trusted global partner for resellers. With a tenure of over 25 years in the business, she has consistently guided her team through significant organisational changes, combining hands-on leadership with a focus on people and long-term business impact.
Shona Patterson, Channel Director, VOW Wholesale
Shona Patterson has 18 years’ experience in the business supplies industry, including over 11 years at VOW Wholesale. Progressing from BDM to Channel Director for Facilities Supplies & New Reseller, she has most recently developed the New Reseller channel. Patterson is part of the evo senior leadership team and on the VOW Board.
James Webb, VP of Sales and Marketing for Europe, Fellowes Brands
With nearly 30 years in the industry, James Webb has held multiple UK and international leadership roles, in the process building extensive expertise across sales, marketing and operations. He also serves as a trustee of the BOSS Business Supplies Charity, supporting the welfare of industry professionals and helping to make a positive impact across the sector.
Christoph Skopek
What is your life philosophy?
For me, it’s all about curiosity, responsibility and balance. I try to carefully manage my professional commitments alongside family life, hobbies and my love of sports cars.
Describe yourself in one sentence.
A strategic thinker with endurance, discipline and a passion for precision (and for my two dalmatians, Aaron and Duke).
Is there a day in your life that you would like to relive?
A day spent working alongside my father, sharing ideas and time together
Do you have any family traditions?
We celebrate Halloween in style in our house, inviting the entire neighbourhood to join us for a big party. It’s always great fun and something we look forward to every year.
Do you have any guilty pleasures?
Long runs to clear my head and I enjoy visiting escape rooms with friends.
Your most valuable possession?
My family – if you can call them a ‘possession’. They give me a sense of comfort and support me in everything I do.
If you could change one thing about yourself, what would it be?
Learning how to switch off completely and truly quieten my mind.
What is humankind’s greatest invention?
Written language. It enables knowledge to be preserved and passed on.
CAREER Q&A
Describe your current job.
As Managing Director of COLOP, an international stamp manufacturer founded by my father, Karl Skopek, I’m responsible for the company’s strategic development and international growth. I also lead our global teams towards our sustainability targets.
Your best piece of advice to someone new to the industry? Learn the business from the ground up, stay curious and build strong, trustworthy relationships. It will pay off.
How do you typically overcome challenges? By staying calm, analysing problems from different perspectives and relying on open dialogue with experienced teams. Whatever I do, I try to add a dash of humour – it prevents us from getting bogged down and downhearted when we hit bumps in the road.
What’s your preferred place to work?
The office. I believe face-to-face exchanges with my team are essential, especially as my job involves frequent international travel.
Your favourite ‘office product’?
A notebook is always vital. But, as a COLOP person, I have to add our Printer Standard with a personalised ImageCard. It’s practical, creative and proof that even office products can have personality.
Christoph Skopek, COLOP
n Bringing together senior executives from all sectors to better understand the continued changes in our industry
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FINAL WORD
POSITIVE vibes
With office attendance –voluntary or mandated – ramping up further in 2026, the staff workplace experience is becoming ever more crucial.
I see this on a daily basis in my own setting and I would strongly urge employers to get their priorities right – it’s in their interest.
The first ten minutes upon arrival typically set the tone for the entire day: a day of enjoyment or disappointment. Was it easy getting to the office? Is parking free, secure and accessible? When grabbing a morning coffee, do the beverage options feel modernised or outdated?
FIT FOR PURPOSE
One of the simplest ways to attract and retain talent is to look analytically at people’s movements and address any shortcomings. Does the accounting team love the high cubicles for privacy but congregate elsewhere to talk? An ancillary space built for collaboration could provide a dedicated area to share ideas.
Does the sales team like the open office concept but struggles to find a quiet spot for a serious call? A phone booth could alleviate this pain point.
Both of these are small changes that could greatly improve employees’ daily satisfaction. Analysing how different departments use facilities also helps to gauge peak attendance days and how spaces are organically used.
Collaboration is always hailed as a core benefit of returning to the office, with a sense of connection and shared purpose often described as the best part of it. But this power of proximity only works when mentors and peers are there too. Employees may make the effort to commute specifically for a face-to-face brainstorming session or a moment of mentorship, only to find that the person they want to see chose the same day to work from home.
When a company allows unassigned remote days, the office risks becoming a place of fragmented presence – from potential collaborative destination to a lonely desk in a half-empty room.
Even if the workplace isn’t fully occupied every day, the environment should still radiate a company’s identity
so that when people do come in, they immediately feel a sense of belonging. The appearance and feel of a space convey plenty about the employer and its brand. Integrating artwork, accessories or graphics which communicate corporate identity is definitely worth bearing in mind.
LOCATION, LOCATION, LOCATION
Nicole Mairena, President, Office Solutions
Surroundings matter too. Is the office located within walking distance of amenities, such as restaurants, shops and green spaces for breaks and lunch? Sharing these moments with co-workers offers obvious benefits of building and maintaining relationships.
The first ten minutes upon arrival typically set the tone for the entire day
Taking a stroll during the day also improves mental clarity. A walk further allows for an element of spontaneity – whether it’s stumbling upon a local event or art installation, unexpected discoveries make the workday feel like a lifestyle choice.
In this context, office ‘parks’ can be a challenging environment, as they are often intentionally separated from the larger narrative of the local city and the liveliness this brings. Once the clock strikes 5pm, it means the outside world can become dark, vast and intimidating. Employee comfort is closely tied to feeling safe – working late in this environment is anything but enticing.
This isolation also rules out spontaneous options for co-workers to bond after work –whether at impromptu happy hours or any other social events. As such, the need for regular team-bonding activities becomes even more crucial.
Overall, the office must move beyond basic functionality, using intentional design to create social spaces and moments that turn a group of disparate individuals into a unified team. Results will follow.
Read more about Nicole Mairena in our 40 under 40 Special Feature on page 22.
