500 W Madison, Suite 1000, Chicago, IL 60661 www.pmmimediagroup.com
David Newcorn President
Elizabeth Kachoris Vice President, Digital
Trey Smith Senior Director, Events
Jen Krepelka Senior Director, Digital Media
Amber Miller Director of Marketing
Joan Jacinto Director, Ad Tech and Search
PMMI, The Association for Packaging and Processing Technologies
12930 Worldgate Dr., Suite 200, Herndon VA, 20170 Phone: 571 612 3200 | Fax: 703 243 8556 www.pmmi.org
Jim Pittas President and CEO
Joe Angel Executive VP, Industry Outreach, PMMI
Glen Long Senior VP
Tracy Stout VP, Marketing and Communications
Laura Thompson VP, Trade Shows
Andrew Dougherty VP, Member Services
SUBSCRIPTIONS
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OEM EDITORIAL ADVISORY BOARD
Paul Irvine Executive Chairman & Owner, Plexpack
Greg Berguig President, PAC Machinery
Rick Fox III Vice President, Fox IV Technology
Zack Lynch Founder, Next Tech Automation
Colin Warnes Director Sales Engineering & Project Management, ADCO Manufacturing
Stacy Johnson VP Business Development, Hoosier Feeder Company
Jacob Cox VP of Electrical and Controls, Fallas Automation
Tom Sosnoski Director of Advanced Development, JLS Automation
Next Generation Stars Offer Rebuke to Workforce Dilemma
By Sean Riley, Editor-in-Chief
We talk a lot in packaging and processing about “workforce issues.”
First and foremost, there are simply not enough workers, and hundreds of thousands of well-paying manufacturing jobs remain vacant. There are a multitude of reasons, but the most common refrains include the shortage of skilled workers due to retirements and fewer young people entering the trades, as well as outdated perceptions of manufacturing as a career. Whole generations are
ing and processing professionals. Every year, it is my honor to interview and write about the winners, and this year’s ambitious group was no exception. These highly motivated men and women are already thriving in leadership roles, and each is quick to point out the immense pride they feel as members of our industry.
Hearing them describe the verve with which they attack each challenge, left me hopeful that other potential stars of their generation will see the limitless possibilities of a career in manufacturing. Hopefully,
2025 Packaging Machinery State of the Industry
UNITED STATES PACKAGING INDUSTRY
2024 MACHINERY SHIPMENTS
CUSTOMER MACHINERY TRENDS
EQUIPMENT
PRACTICAL CONSIDERATIONS
HANDLING
EASY
AUTOMATED CHANGEOVERS
SERVO-DRIVEN SYSTEMS
VERSATILE MACHINES FOR LEGACY AND NOVEL PACKAGING STYLES
As U.S. expands and Canada maintains a strong base, machine buyers remain challenged by workforce woes and higher price points in an era of market volatility.
CANADIAN PACKAGING INDUSTRY
MACHINERY SALES AND GROWTH
GROWTH RATE OVER 2023
SALES REACHED
$1.2 BILLION IN 2024
FLAT
GROWTH RATE ANTICIPATED IN 2025
2024 MACHINERY SHIPMENTS
$1.2 BILLION DOMESTIC VALUE
$515 MILLION IMPORTS VALUE
$613 MILLION EXPORTS VALUE
INDUSTRY TRENDS
HIRING AND RETENTION CHALLENGES OPEN INVESTMENT INTO WORKFORCE DEVELOPMENT.
AFTERMARKET PARTS AND SERVICES TAKE ON VITAL ROLE IN CUSTOMER RETENTION.
AI AND BIG DATA HYPE DULLS WITH A FOCUS ON TARGETED, PRACTICAL APPLICATIONS SOLVING REAL PROBLEMS.
SUSTAINABILITY PRIORITIES SHIFT AS CUSTOMERS BALANCE ENVIRONMENTAL GOALS WITH COST AND OPERATIONAL REALITIES.
TARIFFS ALONG WITH CHANGING U.S. POLICIES CAUSE VOLATILITY AND DIFFICULTY WITH PLANNING.
MARKETING INSIGHTS
Doing More with Less: How Small Marketing Teams Can Drive Big Impact
PMMI Media Group’s latest survey reveals how small marketing teams in packaging and processing are maximizing results with minimal resources.
By Amber Miller, Director of Marketing, PMMI Media Group
If you’re a manufacturer in the packaging or processing world, you’re not alone i n feeli ng like your marketing team is stretched thin. According to PMMI Media Group’s Q3 2025 Supplier Survey, over half (55%) of marketing teams in our industry have just one or two people, and another 30% have between three and five. That means 85% of teams are operating lean—balancing trade shows, content creation, digital strategy, and lead nurturing with just a handful of hands.
campaigns, PMMI Media Group partners with you to enhance your in-house marketing efforts, reaching known, verified End users and targeting those with buying intent.
“ Resourcefulness is the real competitive advantage in this industry. ”
Even with limited bandwidth, marketing remains the voice of your brand in a highly competitive and technical market. So how are your peers making the most with limited resources—and how can you do the same? Let’s look at a few key takeaways from our latest survey of your peers and explore ideas to help you do more with less.
Partnering for impact
More than half of respondents—56%—said they use outside contractors or agencies. When your team is small, it’s impossible to be an expert in everything. Outsourcing isn’t a weakness—it’s a strategy that ultimately sets you up for success. For example, PMMI Media Group is really a onestop shop helping suppliers get multi-channel campaigns deployed to engaged buyers of packaging and processing solutions. In addition to sending your own in-house emails and organic/paid social
Think about where your time creates the most value. Maybe your team excels at product storytelling but struggles with SEO or video editing. That’s where an external partner can plug in seamlessly. The key is to treat marketing contractors as part of your team, not just a vendor. Share your goals, your challenges, your “why,” and your metrics. When your partners understand the business context—like how your products help line efficiency or reduce waste—they can tell better stories on your behalf.
PRO TIP: If you only have the budget to outsource one thing, invest where you’ll get the most lift. Our survey found that suppliers use agencies for web design (72%), print and digital design (both 53%), and SEO (51%). Those are all highly technical skills that can free you up to focus on strategy and messaging.
Repurpose to extend reach
Speaking of content, here’s some good news: Most manufacturers are already creating a lot of strong foundational content. Seventy-four percent create video demos and 61% create high-value content like webinars, white papers, and e-books. That’s a goldmine for repurposing.
A single product video can become a short social clip, a blog post, and an email teaser. A white paper
can turn into a podcast topic, and that webinar can become multiple LinkedIn posts. You don’t need to reinvent the wheel every month—you just need to keep the wheel spinning.
PRO TIP: Create a “content remix” plan. Each time you publish something new, decide in advance how you’ll reuse it in at least three ways. This not only multiplies your visibility but also keeps your content calendar full without burning out your team.
Tailoring content without adding workload
Staying on the content track, the survey showed most marketers agree that the buyer audience isn’t one-sizefits-all—79% of respondents create customized content by industry. That’s encouraging, but it’s also a reminder of how much work that can be for a small team.
To make it manageable, focus on core messaging that can easily be adapted for each sector you serve. And you guessed it, utilize ChatGPT, Gemini, Claude, or your preferred generative AI tool to be your assistant. For example, if your product improves efficiency, highlight energy savings for food manufacturers and downtime reduction for pharma packagers. You’re saying the same thing but with relevance that resonates.
“ Small teams often move faster, stay closer to their customers, and make smarter use of every dollar.”
teams often move faster, stay closer to their customers, and make smarter use of every dollar.
That’s proof that resourcefulness is the real competitive advantage in this industry.
PRO TIP: Keep an “industry translation” sheet for your team and partners—simple language swaps or focus points that help tailor content quickly without rewriting from scratch. In addition, be sure your entire team is using the same brand, product, and persona prompts when using generative AI. This can save you time and ensure consistency.
It’s easy to compare your smaller team to larger marketing departments that have dedicated creative staff and digital strategists. But remember: Small
As packaging and processing suppliers, it seems there’s pressure to do more with less—less time, less staff, less budget. But small doesn’t mean limited. With a focused strategy, the right partners, and a smart approach to content and automation, your marketing team can make a powerful impact.
If your team is two people wearing 10 hats, know that you’re not behind—you’re right where most of your industry peers are. The difference maker isn’t size—it’s creativity, focus, and a willingness to adapt. ■
SALES FOCUS
Turn Trade Show Leads into Profitable Business Relationships
Do your top PACK EXPO prospects remember you? (Spoiler alert: They probably don’t.)
By Matthew Neuberger, President, Neuberger & Company, Inc.
You dominated PACK EXPO Las Vegas. You shook hands, booked meetings, and owned the floor like a pro. But let’s talk about the real game-changer: those quick, electric conversations that didn’t lock in a meeting. The right person, the right project, the right fit—but you couldn’t seal it in the moment.
Those are the moments that turn good years into legendary ones. And most people? They let them slip away. Your prospects aren’t ignoring you because they’re uninterested—they’re forgetting you because your value proposition didn’t stick. Here’s how you change that, take ownership, and make this your breakout year. Let’s dive in.
Why your leads are fading (and it’s not what you think)
It’s not your CRM. It’s not the leads. It’s you. Here’s the psychology holding you back:
1. Post-show slump. You’ve been grinding for months. PACK EXPO is done, and your brain says, “Time to coast.” Wrong. That’s when the real work kicks in.
2. The marketing hand-off. You toss your scans to marketing, thinking, “They’ll handle it.” Newsflash: They won’t. Nurturing starts with you.
3. Fear of the phone. Calling feels uncomfortable, so you hide behind emails that get buried. Comfort’s stalling your growth.
4. Selective memory. When leads don’t convert, you shrug and say, “They weren’t serious.” Truth? Your value proposition didn’t land with enough punch.
The hard truth? Your leads aren’t cold—your follow-up is. Prospects don’t remember you because your message didn’t cut through the noise.
What’s holding you back from following up?
You might be thinking, “I am picking up the phone!” Or maybe you’re stuck on emails, waiting
for the perfect words. Either way, if your prospects aren’t responding, it’s not because they don’t want to talk—it’s because your approach isn’t landing.
Are you leading with a value proposition that hits their specific pain points? Or are you just following up, hoping they’ll bite? Busyness feels productive, but it’s often just a shield. If you believe in your solution, following up with a sharp, outcome-focused message isn’t pushy—it’s your responsibility to help them solve their problems.
The mission (and why I’m fired up)
I’m not here to call you out. I’m here because I’ve seen what’s possible. At PMMI workshops, I’ve heard owners and reps share their “aha” moments—realizing how much money they left on the table by not following up right. Then they locked into what works: relentless, value-driven outreach. I want you walking into next year’s PACK EXPO with stories of deals closed and problems solved—not lamenting missed opportunities.
This isn’t just about sales. It’s about showing up as a leader in your business and your life.
Hungry reps win. Busy reps spin.
Busy reps complain, “I’m swamped.” Hungry reps say, “I’m building an empire.” Hungry reps don’t confuse servicing with selling. They stay laserfocused on creating opportunities.
Want next year to be different? Stop managing tasks. Start driving results.
Playbook to make prospects remember you
Here’s your step-by-step process to turn PACK EXPO conversations into a revenue machine.
1. Know your lead’s worth. At PMMI workshops, I ask, “What’s one lead worth to you?” Most can’t answer. Nail down the number—$10k, $50k, $100k. Then craft a value proposition so compelling it’s unforgettable. When you know the stakes, every follow-up becomes a chance to create value, not chase it.
2. Run “genius attack” huddles. Weekly, 30 minutes, team in a room. Throw your top unconverted PACK EXPO leads into a hat. Everyone draws a lead from someone else’s territory. Brainstorm three ways to re-engage with a value prop that hits hard. It’s not just ideas—it’s accountability, creativity, and momentum. Track wins. Celebrate. Repeat.
3. Pick up the phone with purpose. Forget generic emails. Call and lead with an outcomebased value prop: “At PACK EXPO, you mentioned you’re trying to boost uptime by 20%—what solutions have you explored so far?” Don’t ask obvious questions that scream “sales pitch”—that just builds resistance. Show you get their world.
4. Blend marketing with muscle. Marketing emails and social posts build awareness. Your voice builds trust. When a campaign drops, call your top 10 leads: “You might’ve seen our email, but I wanted to connect personally because I know you’re tackling X—here’s how we can help.”
5. Own the no. Be okay walking away. Confidence comes from knowing you don’t need every deal. If it’s not the right fit, say so. Play the long game. That’s how you build relationships that last.
Focus = Freedom
You can’t help anyone if you’re scattered. F.O.C.U.S.—Follow One Course Until Successful. Stay locked on meaningful conversations, relentless follow-through, and a value proposition that makes prospects say, “I need this.” That’s where the money lives. That’s where the impact lives. When you do this, you’re not just closing deals. You’re building a career that fires you up, with stories that make people lean in.
Lessons from the best
The top performers I’ve worked with through PMMI’s training programs know PACK EXPO isn’t a three-day sprint—it’s a year-long rocket ship. They’ve learned to prep, connect, and follow through with a system that turns conversations into results. You can, too.
Don’t punt your leads to marketing. Don’t call them “cold.” Don’t wait for permission. Craft a value proposition that sticks, pick up the phone, and show up with confidence.
Mastery isn’t luck—it’s ownership. And ownership starts when everyone else slows down. Make them remember you. Your best year is waiting. ■
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New Features Debuting at PACK EXPO East
The regional event is celebrating 10 years of innovation and connection on the East Coast.
By Sean Riley, Editor-in-Chief
Fresh on the heels of a record-breaking PACK EXPO Las Vegas, exhibitor space remains available for PACK EXPO East 2026 (Feb. 17–19, 2026; Pennsylvania Convention Center, Philadelphia). Marking its 10th year, the event returns with new features, expanded opportunities, and the same mission that has defined PACK EXPO shows for decades: advancing innovation and connection across the packaging and processing supply chain.
The 2026 show will bring together thousands of attendees, 500 exhibitors, and solutions for 40+ vertical markets across 125,000 net square feet, encompassing a range of industries, including food and beverage, life sciences, personal care, industrial, and household products. In a region with a significant manufacturing presence, brands will find the location convenient and advantageous for teams to attend.
“PACK EXPO East 2026 is where innovation meets accessibility,” says Laura Thompson, vice president, trade shows, PMMI. “This show delivers a unique opportunity for professionals to see breakthrough technologies up close, build powerful partnerships, and get a jump on the year’s biggest projects — all without leaving the East Coast.”
New for 2026
PACK EXPO East debuts two new show floor destinations designed to spotlight the next generation of solutions and ideas:
• Containers and Materials Pavilion – PMMI established this pavilion in response to demand. Sixty-five percent of CPG attendees at the last PACK EXPO East came looking for packaging materials. This pavilion showcases the latest advancements in paperboard, glass, metal, flexible materials, and resealable packaging.
• Incubator Hub – Developed in partnership with Ben Franklin Technology Partners, this new feature showcases Pennsylvania-based startups and emerging technologies driving entrepreneurship and manufacturing growth.
Returning favorites
• Pavilions – The Reusable Packaging Pavilion, Association Partner Pavilion, and Workforce Development Pavilion offer a 360-degree look at the technologies, resources, and talent defining the future of packaging and processing.
• Innovation Stage – Free, 30-minute exhibitor-led sessions offer practical insights into breakthrough technologies, applications, and real-world success stories.
• Industry Speaks – Expert panels featuring PACK EXPO East Partner Program members address hotbutton topics such as sustainability, workforce, cybersecurity, and digital transformation.
• Taste of Philly Opening Reception (Feb. 17) – Kick off the show and celebrate a decade of innovation with local favorites and networking.
• Young Professionals Network Reception (Feb. 17) – Connect with the next generation of industry leaders in a relaxed, social setting.
• Packaging & Processing Women’s Leadership Network Reception (Feb. 18) – Celebrate women driving progress and leadership across the industry. ■
For more information visit www.packexpoeast.com.
Meet the PMMI On the Rise Winners 2025
The next generation of leaders are recognized for their accomplishments and commitment to the packaging and processing industry.
By Sean Riley, Editor-in-Chief
NOW in its eighth year, the PMMI On the Rise Awards recognize young professionals in packaging and processing who display exemplary leadership qualities at PMMI member companies. In keeping with tradition, the 10 winners were flown to PMMI’s Annual Meeting in Nashville, Tenn., where they were unveiled during the Chairperson’s Dinner.
As you’ll read, this year’s diverse array provides a fresh, forward-thinking perspective on the industry. OEM Magazine was fortunate to speak with each one and offer a glimpse into these outstanding rising stars in the industry.
Jakob Cushman
Automation/Controls
Lead Technician, Flex-Line Automation
When Jakob Cushman began studying electrical engineering at Southern Illinois University at Carbondale, he imagined a career rooted in theory and design. But it didn’t take long for him to realize his true passion was hands-on problem solving. That discovery led him to Flex-Line Automation, where a part-time technician role unexpectedly became a full-time career— and ultimately, a calling.
“[Since becoming full time], I’ve held different roles: technician, controls, automation work, trade show demos, STEM outreach—and now I’m the automation/controls lead technician,” Cushman says.
As automation and controls lead technician at Flex-Line, Cushman thrives at the intersection of innovation and practicality. He enjoys furthering his career by completing advanced programming classes across multiple platforms and regularly brings this knowledge back, leading internal training sessions and becoming the “go-to” technical resource for the Flex-Line team.
“Every project is kind of R&D,” he says. “You don’t always have a template or roadmap.” Working in custom system design means navigating constant unknowns, but Cushman relishes the challenges,
Since joining Blentech Corporation in 2017, Crystal Dinh has become a driving force behind some of the company’s most significant advancements in process innovation, automation, and customer collaboration. What began as an internship introducing her to cooking and cooling systems has grown into a leadership role through which she bridges technical excellence and strategic growth.
Early in her career, Dinh faced the challenge of proving herself as a new engineer in a highly technical, fast-paced environment. Rather than shy away from that challenge, she leaned into it—taking initiative, building mentorship relationships, and consistently delivering results that spoke for themselves.
“There is often a perception that recent graduates lack real-world experience,” she says. “I overcame
viewing them as growth opportunities. His adaptability and technical expertise have made him a cornerstone of the company’s ability to deliver reliable, safe, and efficient automation systems.
Cushman’s fascination with robotics and the support of his team fuel his enthusiasm every day. Whether programming a new robot or fine-tuning a complex system, he views each task as a puzzle to solve. “It feels almost like I’m playing a game to get this machine to do what I need it to accomplish,” he says.
Beyond his technical achievements, Cushman’s proudest accomplishment isn’t something that can be measured on paper—it’s the journey itself. “I wasn’t quite sure where I was going to go when I got the offer to stay with Flex-Line, but it has taken me quite far,” he reflects. “The experience has truly been my proudest accomplishment to date.”
Looking ahead, Cushman is focused on the transformative role artificial intelligence will play in automation. He’s particularly interested in exploring AI’s potential in vision systems and predictive maintenance. “I think we’re just seeing the tip of the iceberg,” he says. “There’s so much potential, and it’s developing fast.”
His advice to others entering the field? “Be driven by curiosity,” Cushman says. “Learn everything you can, whenever you can. This industry is always growing—it’s up to you whether you’re going to grow with it.” ■
“There is o en a misconception that recent graduates lack real-world experience.”
this by proactively seeking opportunities to take on new responsibilities, demonstrating a strong work ethic, and consistently delivering high-quality results. Additionally, I prioritized building a strong professional network and finding mentors who could guide me and advocate for my growth.”
As a leader on Blentech’s Applications Engineering team, Dinh played a pivotal role in implementing the Propel Product Lifecycle Management (PLM) system, ensuring a seamless transition across departments while maintaining production schedules and training staff. She also built a configureto-order quoting system that reduced quoting time by 50–75% and expanded access to new markets by leveraging dynamic costing data—an initiative that
improved both speed and strategic responsiveness for the company.
Her technical expertise also has fueled major customer wins. Dinh led the development of system concepts for two large processors—one in Mexico and one in the United States—modernizing legacy systems through design and testing. The results were transformative: One customer achieved an 80% reduction in batch cycle times while another improved product yield by 10% and enhanced overall quality.
“I love being able to demonstrate and explain the versatility of Blentech equipment,” she says. “This flexibility not only allows us to innovate but also empowers our customers to expand their product lines and exceed consumer demands.”
Dinh’s leadership extends beyond engineering. She has standardized workflows that strengthen
After graduating from college, Conor Driscoll’s passion for U.S. manufacturing led him to an opportunity to help build an inside sales department from the ground up—an experience that he says sparked his long-term commitment to the packaging sector.
“That decision opened the door to a career in packaging that’s been both challenging and rewarding ever since,” Driscoll says.
That entrepreneurial foundation still guides his approach today in his role as Northeast Regional Sales Manager for Healthcare at Wipotec. Having personally mastered the Sandler Sales framework, he helped embed it across the organization, creating a standardized approach to structured selling that improved collaboration and closed-loop communication.
“Don’t be afraid to lean in and share your ideas. The biggest impact often starts with speaking up,” he says. “Your perspective might be exactly what’s needed to spark a new idea or move a project forward.”
Driscoll helped redefine how the company approaches trade show strategy, playing a key role in developing a comprehensive sales playbook for PACK EXPO International 2024. Designed to unify crossfunctional efforts and improve trade show performance, the resource incorporated Sandler Sales techniques, such as up-front contracts, KARE (Key Account Relationship Evaluation), and structured
collaboration between departments throughout the project life cycle—from sales and design to testing and production. These processes have helped Blentech better integrate customer feedback and ensure project alignment from concept to installation.
Her academic and professional development mirror her commitment to continuous improvement. Three years into her time at Blentech, she paused her career to earn her MS in Biological Systems Engineering from UC Davis. Since her return, Dinh completed the Effective Leadership and Management program at UC Berkeley and continues to pursue ongoing training through Blentech’s professional development programs.
“The next step in my career,” she says, “is to broaden our presence and deliver more proof-ofconcept testing and equipment worldwide.” ■
qualifying questions. The playbook also introduced a lead rating system to prioritize follow-ups, set KPIs, and align teams around measurable results—ultimately generating record-breaking leads and millions in new pipeline opportunities across both the pharmaceutical and CPG markets.
Driscoll’s leadership extends far beyond his own territory. As a mentor to regional and inside sales managers across verticals, he has guided colleagues through complex RFQs, technical sales calls, and high-stakes negotiations. His temporary role as Interim Midwest Regional Sales Manager showcased his adaptability—ensuring both revenue generation and team cohesion during a transitional phase.
His results speak for themselves. In 2024, Driscoll increased his territory’s order entry by 207%, and by mid-2025, he was on track for an additional 113% growth, setting a record for his region. These achievements reflect his balance of technical understanding and consultative selling—focusing not just on transactions but on long-term customer success.
The people Driscoll works with further fuel his enthusiasm for the industry. “Every day brings new challenges and opportunities to collaborate with some of the most talented, driven professionals in the industry,” he says.
When asked about his proudest professional moment, Driscoll recalls a time when a customer’s production qualification was delayed by a technical issue. “I went on site and resolved the problem within half a day,” he says. “They were able to complete their qualification the next morning. Seeing the immediate impact of that kind of teamwork was incredibly rewarding.” ■
Ma hew Ferreira
IT Manager, BellatRx Inc.
Some careers begin with a clear plan. For Matthew Ferreira, it began with a spark of curiosity in a warehouse. While still in school, Ferreira spent his breaks helping his father with year-end inventory at BellatRx, a packaging machinery manufacturer. That early exposure to the company’s technology planted the seed for a career that ultimately would shape BellatRx’s digital transformation.
After college, Ferreira joined BellatRx as a procurement coordinator—a role that opened his eyes to the power of data and systems integration. “I learned a lot about supply chain challenges and our ERP system,” he recalls. “As the company grew, I started taking on IT tasks and eventually became BellatRx’s first in-house IT resource.”
“Don’t be afriad to question how things are done, but bring people with you . . . showing them the value of change.”
From that foundation, Ferreira built an IT department from scratch—one that now serves as the backbone of BellatRx’s efficiency, innovation, and security. Under his leadership, the company has modernized its infrastructure, enhanced cybersecurity, and developed digital tools that streamline operations and improve collaboration across departments.
“We’ve gone from relying on outsourced support to having a strong internal team that manages infrastructure, cybersecurity, and custom tools,” he says. “Seeing the impact on efficiency, security, and
Alex Hinkle
Electrical Field Service Leader, BW Packaging
For more than a decade, Alex Hinkle, Electrical Field Service Leader at BW Packaging, has combined electrical engineering mastery with a passion for people.
collaboration has been a highlight of my career.”
Like many emerging leaders, Ferreira has faced resistance to change when introducing new tools and technologies. His strategy? Communication and empathy. “People are often comfortable with the way things are,” he explains.
“So, I focus on explaining why the change matters, how it helps them, and how it benefits the business.”
Cybersecurity remains another ongoing challenge as striking the balance between strong protection and user-friendly systems is no small task.
“Protecting our data while still keeping systems easy to use is a constant balancing act,” he says. “The goal is always the same: stay secure without slowing down the people who rely on technology every day.”
What drives him most, though, is problem-solving. Ferreira thrives on transforming challenges into opportunities for improvement. “Every project is different, and I enjoy turning challenges into solutions that make people’s work easier,” he says. “I also love exploring new technologies and figuring out how they can bring real value to the business.”
Looking ahead, Ferreira is focused on growing BellatRx’s IT team and continuing to bridge the gap between technology and operations. He’s also pursuing advanced certifications to deepen his expertise and prepare for the next wave of innovation—particularly in artificial intelligence. “AI is changing the way we work,” he says. “It’s already helping us move faster on projects and double-check our plans. The real promise is freeing teams from repetitive tasks so they can focus on higher-value work.”
Ferreira’s advice for other emerging leaders mirrors his own journey: stay curious, be adaptable, and never stop learning. “Don’t be afraid to question how things are done,” he says, “but bring people with you by listening and showing them the value of change.” ■
His journey in the packaging industry began in 2013 while still attending the Ohio State University, with an Electrical Engineering Co-Op with BarryWehmiller Packaging. After completing graduate school, he joined the team full time in 2016, taking on programming, interface development, and commissioning responsibilities across multiple product lines—including can seamers, rotary fillers, and servo cappers serving food, beverage, and pharmaceutical markets.
“Leadership isn’t about having all the answers—it’s about listening, adapting and empowering others to succeed.” “Don’t be afraid to seek clarity and guidance— it’s essential for growth.”
That initial diverse technical foundation has been key to his success, and his exposure to field commissioning equipment unleashed a passion for customer service.
“I find it incredibly fulfilling to work alongside a team, solve a complex application, and produce tangible results for a customer,” he says.
One project that stands out involved designing and installing two ‘Triblock’ rinser, filler, and capper systems that resulted in record-setting production levels for the customer—a feat that demonstrates both his engineering precision and his commitment to customer satisfaction.
“Witnessing the customer’s satisfaction as their new line produced at rates they characterized as the best they had ever seen is what makes me proud to be a part of the BW Packaging team,” Hinkle says.
In May of 2025, he transitioned into his current role leading BW Packaging’s electrical field service team, which supports new and existing equipment across North and South America. The move has allowed him to blend hands-on technical experience with leadership, mentoring engineers and technicians
Ma hew Olivera Sales Engineer, Me ler Toledo
For Matthew Olivera, a drive past a new facility changed the course of his career. While studying mechanical engineering at the University of South Florida, Olivera envisioned a future in product design, exploring opportunities across diverse industries— from defense contracting to robotics. But it wasn’t until he spotted the newly inaugurated Mettler Toledo facility in Tampa, Fla., that his curiosity found a clear direction.
while ensuring customer feedback informs future equipment design.
His leadership philosophy is grounded in empathy and continuous learning.
“Leadership isn’t about having all the answers— it’s about listening, adapting, and empowering others to succeed,” he says. That mindset guided him through early-career challenges, like mastering the complexities of filling and capping systems, and continues to define his approach to leading others today.
Now, as a team leader, Hinkle is focused on developing others while advancing service excellence. His goals include improving new equipment checkout processes, expanding technical support capabilities, and strengthening career development pathways within his team.
He credits company culture with making it a pleasure to come to work each day. “Reporting to work feels like visiting friends and family,” he says. “We recognize individuals, celebrate successes, and inspire fellow team members. Being a part of this special culture is something that excites me every day.”
With an eye towards the future, Hinkle keeps attuned to emerging industry trends—from the growing demand for faster, more technical field service support to the rise of advanced human-machine interfaces (HMIs) like BW Packaging’s next-generation OpView™ HMI, which integrates data visualization, video tutorials, and predictive maintenance tools.
“Technology is evolving quickly, and so are customer expectations,” he notes. “At BW Packaging, we want to be lifetime partners to our customers—always ready to support their growth and success.” ■
That curiosity led to an internship—and eventually a full-time position—that launched Olivera into the packaging industry, where he quickly made his mark.
“I became curious about the company behind that state-of-the-art facility,” he recalls. “After researching Mettler Toledo, I learned it aligned with my career interests: fast-paced projects, strong multifaceted business, and onsite manufacturing.”
As a Sales Engineer, Olivera’s approach is defined by a mix of technical expertise and a people-first mindset. “I consider every person in the process a customer,” he explains. “From colleagues to end users, I strive to do my best for each, ensuring seamless handoffs and successful outcomes at every stage.”
This mindset not only fuels his daily motivation but also reinforces his belief that packaging serves everyone—connecting people to the products they use every day.
One of Olivera’s proudest professional accomplishments underscores his commitment to innovation and continuous improvement. He developed and implemented an automation solution within Mettler Toledo’s pre-sales process, leveraging Robotic Process Automation (RPA) to streamline workflows and significantly improve order conversion rates.
“What makes this achievement particularly meaningful is that it serves as the foundation for an end-to-end automated workflow,” he says. “It’s helping to transform the quote-to-order-to-production process.”
What makes the success even more remarkable is that Olivera had minimal coding experience before taking on the project. Through collaboration with Mettler Toledo’s internal automation group, and with strong managerial support, he learned new technologies on the fly. The result was a scalable solution that not only optimizes sales processes but also sets the stage for broader digital transformation within the organization.
Joey Schmidt
Director of Sales–Eastern USA & Canada, Harpak-ULMA Packaging
Joey Schmidt’s path into the packaging industry was likely initiated in his subconscious, influenced by early exposure to his father’s work in food processing. When the opportunity to work in the industry arose, he didn’t hesitate to jump in with both feet, beginning on the customer side at a large Pennsylvania pork plant.
“[Working in the rendering department on the food manufacturing side] gave me hands-on experience with food processing and a glimpse of packaging equipment,” Schmidt recalls. That early exposure provided a unique foundation for his later work selling packaging equipment, from sealing gaskets to inline printing systems for thermoformers across the food and medical device segments. Over the past 10 years, Schmidt has progressed up the ladder at Harpak-ULMA Packaging to his current role leading sales across the Eastern U.S. and Canada.
While he credits the discipline he learned from 4:30 a.m. to 5 p.m. shifts on the pork plant floor for
Olivera attributes much of his growth to a commitment to continuous learning and the mentorship he has sought along the way. “Many of the obstacles I faced were self-imposed, stemming from my own doubts or uncertainties,” he reflects. “I overcame them by staying committed to learning and seeking the right resources and guidance to build my confidence and skills.”
He encourages other emerging leaders to take a similar approach. “Break out of your shell, learn from others, and ask questions,” he advises. “Don’t be afraid to seek clarity and guidance—it’s essential for growth. Always put your best efforts forward, demonstrating dedication and resilience.”
For Olivera, the packaging industry is more than just an engineering field—it’s an ecosystem of innovation that connects technology with real-world impact. Looking ahead, he is focused on expanding his skill set and deepening his knowledge of industry trends— especially the growing importance of software integration, data connectivity, and regulatory compliance.
“Customers increasingly seek solutions that enable seamless tracking and data management,” he says. “The market is dynamic, and staying adaptable and responsive is key.” ■
“. . . care about your people—not just your team, but the customers you engage with.”
shaping his work ethic, it also opened his eyes.
“That experience helped me distinguish between what I wanted—and didn’t want—to do for the rest of my life,” he says. Knowing what he wanted and manifesting it was not without its challenges. “Selling high-value capital equipment requires a consultative approach, building trust over long sales cycles,” he explains, citing his natural ability to connect with people as a significant tool in easing the transition.
With a philosophy centered on relationships, Schmidt advises emerging leaders to “care about your people—not just your team, but the customers you engage with. Clients are smart and will quickly recognize if you only care about commissions.” This customer-first approach drives his leadership style, fostering trust and long-term connections both internally and externally.
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Despite being a veteran of packaging sales at a relatively young age, Schmidt still finds fascination in the cross-industry applications of packaging technology. “On any given day, we can be in a meat plant, a bakery, a medical device facility, or a CPG plant—all using the same packaging equipment,” he says. This exposure allows him to share innovative ideas across sectors and continuously expand his own knowledge.
Among his proudest accomplishments, Schmidt highlights not only personal recognition—winning Harpak-ULMA’s Regional Sales Manager of the Year Award three consecutive times—but also seeing his team members succeed under his mentorship.
“Watching someone I mentored earn that award gave me a proud ‘dad moment’—a deeper satisfaction than any personal milestone,” he says.
Looking ahead, Schmidt’s aim to continue growing within Harpak-ULMA keeps him keenly focused
Mia Stevens
Marketing Specialist, Morrison Container Handling Systems
As a Marketing Specialist, Mia Stevens has redefined what digital strategy looks like for Morrison Container Handling Systems, transforming how the company tells its story and connects with customers.
on industry trends, particularly automation, digital transformation, and sustainability.
“Automation isn’t just about replacing manual work anymore—it’s embedding intelligence into processes, improving throughput, traceability, and consistency,” he says. From AI-driven smart vision systems to robotics-enabled production, Schmidt sees these technologies as essential for meeting labor constraints and keeping up with market demands. Meanwhile, sustainability efforts—ranging from smaller portion packaging to compliant, ecofriendly medical device films—remain central to his and Harpak-ULMA’s mission.
Schmidt’s blend of operational expertise, relationship-driven leadership, and forward-thinking perspective position him as a rising star in the packaging industry, shaping solutions that meet today’s challenges while preparing for tomorrow’s opportunities. ■
Since joining Morrison over three years ago, Stevens has led a series of initiatives that have elevated the company’s brand visibility and set new benchmarks for performance. Most notably, she spearheaded the complete redesign and implementation of Morrison’s website—an ambitious, ground-up project encompassing more than 500 new web pages. From layout and content strategy to SEO structure and user experience, Stevens directed every phase with precision. The result was a 48% increase in web
“Every day feels like an opportunity to learn something new and create something meaningful.”
traffic, a 4% rise in brand recognition, and a measurable boost in average user engagement. Her data-driven approach didn’t stop there. Stevens conceptualized and executed Morrison’s most advanced marketing automation project to date—a robust account-based marketing (ABM) campaign targeting high-value prospects. Designed to nurture approximately 15% of the company’s database through tailored content and multi-touch engagement, the campaign delivered a 58% increase in new CRM contacts and contributed to 27% of all company sales over the past year. Her collaboration with the sales team has been instrumental, fostering alignment between marketing strategy and revenue goals.
Recognizing the power of visual storytelling, Stevens also led a transformation in Morrison’s brand communication strategy, elevating the company’s video marketing efforts to new heights. Her creative direction has redefined how the brand connects with customers.
“I have a background in videography and digital design, so being able to combine my creative passions with an industry that’s always advancing is incredibly rewarding,” she says. “Every day feels like an opportunity to learn something new and create something meaningful.”
Under her guidance, Morrison launched a wave of story-driven videos that brought its equipment,
people, and innovations to life—leading to a 20% increase in email open rates and higher engagement across digital channels.
While her career achievements are impressive, Stevens’s journey also has been one of personal growth and leadership. Early in her career, she admits she hesitated to speak up in professional settings—a challenge she’s turned into one of her defining strengths.
“I realized that everyone’s input matters,” she says. “Once I started sharing ideas confidently, new opportunities followed.”
She also credits her completion of PMMI’s Leadership Development Program for sharpening her management and communication skills.
Looking ahead, Stevens is focused on expanding her impact within Morrison. She’s currently leading a new initiative to improve the flow and growth
When Bobby Tracy joined SpeeDee Packaging Machinery as a Sales Engineer, he brought with him both the curiosity of a mechanical engineer and the drive of a born problem solver. Just a few years later, those same qualities are propelling him forward as the company’s South/Southeast Regional Sales Manager, where he’s known for improving processes, deepening customer relationships, and setting a new standard for professional growth within the organization.
of the company’s spare parts program, applying her strategic mindset to optimize another key area of the business.
Beyond her immediate role, Stevens keeps a close eye on the future of packaging—especially the industry’s growing commitment to sustainability and eco-friendly innovation.
“Our industry keeps the world moving,” she says. “With that comes a responsibility to reduce our environmental impact. I’m especially interested in how we can innovate to create cleaner, more efficient, and sustainable solutions for everyone.”
From optimizing SEO to reshaping brand storytelling, Stevens has proven that creativity backed by data can transform not only marketing outcomes but also company culture. Her curiosity and collaborative spirit make her a standout among the next generation of packaging industry leaders. ■
“There is still so much room to grow, to strengthen relationships and to keep learning.”
proposals, and an improved customer experience. The initiative not only earned praise from veteran sales team members but also became a model for how technical innovation can directly support business growth.
After earning a mechanical engineering degree from Marquette University in 2020, Tracy began his career at a nearby manufacturing company before moving on to Spee-Dee Packaging less than two years later, gaining early exposure to customer engagement and business development.
“I knew I wanted to be in sales,” he says, “but I also wanted to understand how things worked. SpeeDee offered both.”
That hands-on, systems-driven mindset led to one of Tracy’s standout accomplishments early on: eliminating a major bottleneck in the sales process. He recognized that slow turnaround times for preliminary layout drawings were delaying quotes and limiting sales agility. Taking initiative, he took over 2D layout production and went a step further—developing 3D models of Spee-Dee equipment for OEM partners. The result was faster quotes, more accurate
As his career progressed, Tracy applied that same thoughtful approach to developing long-term relationships with customers and OEM partners. Now leading his region, he’s known for his professionalism, attention to detail, and ability to earn trust quickly. His efforts have contributed to consistent sales growth and stronger OEM collaborations across the South and Southeast.
“I think your impact is up to you,” Tracy says. “Never be afraid to speak up or bring new ideas forward—that’s how you create opportunities, both for yourself and for the team.”
Beyond his achievements in sales, Tracy also has contributed to Spee-Dee’s broader culture by creating a model for future sales talent development. His deliberate transition from Sales Engineer to Regional Sales Manager—taking time to master the equipment and applications before moving into a leadership role—has become a blueprint for others. To further
strengthen his career foundation, Tracy completed PMMI’s “Packaging & Processing Equipment Selling in Today’s Market” program, gaining valuable insights into best practices and customer engagement in a rapidly evolving industry.
Whether it’s refining processes, strengthening partnerships, or mentoring others, Bobby thrives on collaboration. “The best part of my job,” he says, “is meeting people from all walks of life and working together to accomplish something meaningful.”
Brianna Wagner
Product Line Manager, Triangle Packaging
Amove back home, coupled with a chance job application during the pandemic, became the start of a purposeful career in an industry that Brianna Wagner, Product Line Manager at Triangle Packaging, now champions.
“What began as a coincidence has become a true passion,” Wagner says. “I’m now a proud advocate for the packaging industry.”
Among his proudest accomplishments, Tracy points to helping improve the efficiency and sanitary standards in packaging for spices, nutraceutical powders, and pharmaceutical gummies—a reflection of his ongoing commitment to innovation that directly benefits the food and health sectors.
Looking ahead, Tracy isn’t in a hurry to move on. “For now, I’m focused on where I am,” he says. “There’s still so much room to grow, to strengthen relationships, and to keep learning.” ■
Wagner joined Triangle as a Sales Engineer, quickly earning a reputation for her exceptional organization, customer focus, and leadership. She soon began managing some of the company’s most important key accounts, building trust through clear communication and reliable results. Her ability to combine technical understanding with strong relationship management made her a go-to resource—someone both colleagues and customers could depend on.
“What began as a coincidence has become a true passion. I’m now a proud advocate for the packaging industry.”
Her leadership extends far beyond project execution, however, as Wagner has been instrumental in expanding and enriching Triangle’s company culture, spearheading initiatives that empower employees and foster collaboration. She launched and continues to manage Triangle’s internal company newsletter, providing a platform to share updates, recognize accomplishments, and celebrate successes. She also founded the company’s Women’s
Employee Resource Group (ERG)—a space dedicated to supporting professional growth, inclusion, and mentorship across the organization.
Active in the wider packaging community, Wagner leverages her involvement with PMMI’s Future Workforce Committee and the Packaging & Processing Women’s Leadership Network (PPWLN) to inspire the next generation of industry talent. “Whether it’s seeking mentorship, reading industry insights, or taking on projects that push you outside your comfort zone, there’s always something new to learn,” she says. “Curiosity and a commitment to growth will take you far as a leader.”
Recently promoted to Product Line Manager, Wagner has taken on a more strategic role, combining her passion for data and market insights with a drive to shape Triangle’s future offerings. She is currently leading the development of an internal resource database to map Triangle’s product lines and identify opportunities for growth. Her work bridges engineering, sales, and marketing—helping the company align product strategy with customer needs and market trends.
Behind her success is a deep commitment to learning and perseverance. One of her proudest achievements was earning her master’s degree while working full time on the night shift—a milestone that reflects both discipline and determination. “It taught me that no one else will make a change for you,” she reflects. “You have to be your own best advocate.”
Wagner’s curiosity and forward-thinking mindset keep her tuned into the future of packaging. She’s particularly passionate about sustainability and automation, two forces reshaping the industry. “Technologies like digital twins and smarter automation are helping reduce material waste and improve efficiency,” she says. “I’m excited to see how we can keep advancing sustainability through innovation.” ■
R.A Jones at 120: From Soap Advertising to Global Packaging Power
Backed by Coesia’s global strength, the Kentucky-based OEM combines a century of innovation with modern automation to support the next generation of packaging.
By Sean Riley, Editor-in-Chief
Advertising soap was a popular marketing method around the turn of the 20th century, often including a slip of paper inside a soap bar. By doing this, the advertisement remained visible for nearly the entire lifespan of the soap. The inventor? Ruel Anderson Jones, or R.A Jones.
R.A Jones didn’t stop there, as that innovative product led to the invention of the first automatic soap packaging machine in 1912 and, less than a decade later, its first mechanical cartoner in 1921. As R.A Jones evolved, so did the innovations. In the 1950s, the company sold its first multi-packer into the beverage industry. The early 1970s saw R.A Jones not only put high-speed horizontal form, fill, and seal pouching equipment on the map with its Pouch King machine but also ship the first Bag-in-Box cartoning machine to the cereal industry.
All these significant milestones in the packaging and processing industry emerged from a series of inventions by a Kentucky entrepreneur. Those roots have grown into a global packaging trailblazer with brands like KartridgPak, which introduced chub packaging to the industry, holding over 200 patents, employing 500 people, and operating across North America, Europe, and beyond.
“It’s really twofold—our people and our culture,” says CEO of Coesia Americas and R.A Jones Jonathon Titterton, reflecting on the company’s longevity and ability to remain successful. “We have great people who care deeply about the company and our customers. Our culture is rooted in innovation, and we’re always focused on staying relevant, growing internationally, and keeping up with modern technologies and trends.”
Today, R.A Jones—headquartered in Covington, Kentucky—is recognized as a leader in cartoning, pouching, multi-packing, aerosol filling, chub pack-
Courtesy of R.A Jones.
R.A Jones cartoners incorporate DNA from 100 years of cartoning production. Courtesy of R.A Jones.
ing, and integrated line solutions. Since joining Coesia in 2012, the company has combined its longstanding legacy with Coesia’s extensive global network to provide high-speed, reliable machinery and comprehensive support for some of the world’s top consumer packaged goods (CPG) brands.
Titterton believes the acquisition by Coesia returned R.A Jones to its roots and positioned it well for the future.
“When Coesia acquired us, it felt like coming full circle,” he says. “Their values—respect, responsibility, knowledge, and passion—mirror those of our founders, the Jones family. We’ve found ownership that shares our DNA.”
Based in North America with a global reach
Producing machinery from its facilities in Covington, Kentucky; Davenport, Iowa; and Heckmondwike, UK, R.A Jones has continuously expanded its portfolio to meet changing industry and customer demands, adapting proven technologies into brand-new solutions that are trusted around the world. Using its century-old cartoning machines as an example, the DNA of its industry-tested Criterion® cartoners is found in the modern Alterion CL-170 entry-level cartoner and Celestion MTX TopLoad platforms.
This evolution has created a portfolio that now includes both high-speed machinery to serve what traditionally have been large manufacturers, and entry-level solutions to serve small, medium-sized, and growing businesses.
“We’re using innovation not just to create new technologies, but also to make our solutions more accessible,” Titterton explains. “Historically, R.A Jones was known as a high-end player, but we’re driving innovation to bring our same value and reliability to regional customers and co-packers who might not have been able to afford an R.A Jones machine in the past.”
Company Background
When established: 1905
Range of products: Cartoners (end/side load, top load, vertical, tissue), multi-packers, HFFS pouching machines, chub packaging machines, capsule fill and seal equipment, aerosol filling and crimping machines, canister tissue loading, integrated line solutions, and more.
Executive team: Jonathan Ti erton – CEO; Julio Lopez – Chief Sales O cer; Ricky Low – Director of Product & Marketing
Production/shipping volume per year: $200+ million
Headquarters/manufacturing locations: Covington, KY (HQ), Davenport, IA, and Heckmondwike, UK
Number of employees: 500+
Number of field service personnel: 40+ in the U.S. Facility square footage: Covington, KY (HQ) – 250,000 sq. . Davenport, IA – 150,000 sq. .
Geographic sales and support areas: Primarily North America (U.S., Canada, Mexico), also Europe, Latin America, India, China, Japan & SEAO Company website: www.rajones.com
Annual revenues: $200 million+
Typically, projects are built with an eye on the future, leveraging engineering expertise and customer collaboration to drive new product developments. For example, the Alterion CL-170 is designed with scalability in mind. This machine can be easily updated with product transfer modules, allowing it to grow in response to increased production needs. The company’s adherence to PackML and OMAC standards also ensures machines are flexible, future-proof, and integration-ready.
From order to out the door
In line with lean principles, R.A. Jones utilizes modular build cells to minimize lead times and employs an advanced Sales and Operations Planning (S&OP) process that synchronizes build scheduling of machines to forecasts of customer delivery schedules. Once a purchase order is placed, customers are
Modern
assigned a dedicated project manager who oversees every step of the process through delivery.
Each project is backed by an engineering and applications team comprising over 80 in-house engineers with an average tenure of 16 years or more, and the collective experience of over 9,000 machines installed.
“The real difference with R.A Jones is that we’re not in it for the short term,” says Titterton. “We don’t celebrate a new machine order—we celebrate that we’ve earned a customer we’ll support for the next 20 years. That long-term commitment to service and partnership is what defines us.”
In an effort to ensure extended collaboration, the company’s rigorous Factory Acceptance Testing (FAT) includes induced fault testing and extensive product and material testing schedules prior to the customer’s FAT. R.A Jones also runs a 50+ Point machine inspection/audit checklist in addition to adhering to customer-specific FAT requirements, multi-day FAT machine performance and product changeover schedules, before customer sign-off and shipping.
Customer service is a longstanding hallmark of R.A Jones, with more than 40 field service personnel in the U.S. conducting in-the-field training. In addition to training, Coesia’s North America Customer Service Hub offers machine and line audits, service agreements, OEE consulting, preventative maintenance kits, spare parts, upgrades, and modernizations. Coesia’s global network of engineers, technicians, and customer service professionals also allows R.A Jones to provide native-language support as needed.
KartridgPak technology introduced the chub pack to the packaging industry. Courtesy of R.A Jones.
“We’re using innovation not just to create new technologies but also to make our solutions more accessible.”
Supporting the industry, building for the future
As a longtime PMMI member, R.A Jones has taken full advantage of its membership well beyond its active participation in the PACK EXPO portfolio of trade shows. Employees throughout the company take part in PMMI programs, from emerging leaders who participate in the Young Professional Network’s Leadership Development Program all the way up to the C-suite, where Titterton is a former two-term member of the PMMI Board of Directors (2015 to 2021) and current member of the PMMI Strategic Planning Committee.
In 2019, R.A Jones hosted PMMI’s Annual Meeting and offered a full tour of its Covington headquarters. An avid supporter of workforce development, the organization is also an advocate for the PMMI Foundation through the PMMI U Skills Fund, which supports local high schools and students. R.A Jones field service technicians are also PMMI certified via PMMI’s Certified Trainer Workshops.
Titterton and R.A Jones take advantage of as many PMMI programs as possible, seeing the association as a true ally of the industry.
“We gather a lot of intelligence from PMMI [via the Annual Meeting, Executive Leadership Conference, and PMMI Business Intelligence] that we use to help guide decisions,” says Titterton. “We’ve sent several of our emerging managers through PMMI’s leadership programs, and we’re deeply invested in workforce development. It’s not just about our company’s future—it’s about bringing the next generation into manufacturing and packaging.”
As R.A Jones marks its 120th year, the company remains firmly rooted in the inventive spirit of its founder while evolving to meet the demands of a rapidly changing industry. From pioneering soap packaging to advancing automation, its legacy is built on anticipating customer needs and delivering reliable, scalable solutions.
With Coesia’s global backing, a culture of engineering excellence, and a deep commitment to workforce development, R.A Jones is not just celebrating its past—it’s shaping the future of packaging innovation for generations to come. ■
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Five Ways Sustainability Has Shifted in Just Two Years
A comparison of PMMI’s 2023 and 2025 Compass Reports on sustainable packaging reveals how real-world conditions tempered some of the optimism around new solutions.
By Sean Riley , Editor-in-Chief
In 2023, PMMI and AMERIPEN released the Packaging Compass, a forward-looking report that mapped the next decade of packaging design and recovery. Two years later, PMMI’s The New Material World: Compass Update 2025 revisits those forecasts, grounding them with updated data and fresh industry perspectives. While the 2023 report emphasized anticipated growth in compostables, flexible packaging, and recycled content, the 2025 update reflects a market where realworld constraints—cost, regulation, and machinery—are shaping more pragmatic decisions.
For OEMs, the comparison highlights how optimism around emerging materials is giving way to a more measured focus on recyclables, operational feasibility, and closer collaboration with brand owners.
Five shifts and their implications:
1. Compostables: From rising star to stalled growth 2023: Forecasts projected compostables as one of the fastestgrowing packaging segments, with expected CAGR of 15–16%.
2025: Momentum has slowed, with an 8% drop in companies “somewhat likely” to adopt compostables. Performance issues and infrastructure gaps are the main culprits.
Implication: OEMs are focusing less on compostable-ready equipment and more on refining recyclables performance.
2. Recyclables take center stage
2023: Recycled content was highlighted as a key priority, though supply constraints raised concerns.
2025: Over 80% of companies now say they are likely to increase use of recyclable packaging, with a strong shift toward “extremely likely.”
Implication: Flexible, adaptable equipment capable of running recycled content is now a minimum customer expectation.
3. Regulatory drivers: Federal to fragmented 2023: Extended Producer Responsibility (EPR) dominated discussions, with hopes for harmonized federal policies.
2025: State and retailer mandates (California laws, Walmart’s playbook) now rank higher than federal guidance in shaping strategy.
Implication: OEMs must build adaptable machinery that can flex to meet different state and retailer requirements.
4. Machinery limitations: A persistent barrier 2023: Report warned that legacy machinery would slow sustainability adoption.
2025: That forecast has proven true—50% of CPGs still say machinery limits progress. OEMs report 64% of new equipment is now modified for sustainable materials, but legacy lines remain a hurdle.
Implication: Retrofits and incremental upgrades will continue to be as important as new machinery development.
5. Market mood: From ambition to pragmatism 2023: The narrative leaned optimistic—growth in compostables, stronger recovery systems, and circularity gains.
2025: The conversation has shifted to pragmatism, with cost, performance, and consumer demands setting the pace. Collaboration, rather than breakthrough materials, is seen as the clearest path forward.
Implication: OEMs are expected to act as consultative partners, not just machinery suppliers.
The two-year gap between reports highlights how quickly optimism can give way to operational reality. Compostables, once the industry’s rising star, are giving way to recyclables as the practical choice. Regulations have fragmented rather than harmonized, and machinery remains a critical constraint.
For OEMs, the lesson is clear: long-term success will require not just technical innovation but also adaptability and collaboration. Now that both sides of the table are in the thick of it, the packaging industry’s sustainability journey has shifted from forecasts and ambition toward grounded, pragmatic execution.
Visit pmmi.org/report/2025-the-new-material-worldpackaging-s-path-toward-sustainability to download the full report.
New Guide to Marketing Empowerment Strategies
Solutions - to support PMMI Member companies and their marketing teams to jumpstart and improve their search marketing programs.
ASSOCIATION NEWS
By Sean Riley, Editor-in-Chief
How’s
Business
Q3 Update
THE Q3 How’s Business report delivers key data on the state of the packaging and processing equipment sector, including trends in new orders, quotations, backlogs, late payments, and supply chain disruptions. This quarter also provides insights into how tariffs are affecting your business.
Here are a few highlights from the Q3 report:
• Quotations and proposals remain strong with an index of 63.0, showing ongoing expansion despite a slight quarterly dip.
• Only 37% of members reported supply chain disruptions in Q3—down from 41% last quarter, a welcome improvement.
• 87% of members said they’re affected by new tariffs (up from 83% in Q2), with 91% citing increased cost of procurement for imported parts and 71% citing price increases for domestic customers.
Download the report from PMMI’s Business Intelligence Library: pmmi.org/research.
Discover Where the World’s Packaging Opportunities Are Growing
PMMI’s 2025 Guide to Global Markets provides a clear look at where demand for packaging and processing machinery is growing. This report helps identify emerging markets, understand export dynamics, and plan their international growth
strategies with confidence. Whether you’re evaluating new territories or fine-tuning your approach, this guide offers the practical information needed to make smart, strategic moves in 2025 and beyond.
Download report at pmmi.org/report/2025-guideto-global-markets.
O pX LEADERSHIP
OpX Work Product Release: Data Management Standardization
Focused on data prioritization and effective presentation to drive efficiency faster, these guidelines filter overwhelming production data into actionable information. Aligning OEM and CPG perspectives ensures the right data reaches the right people at the right time to accelerate decisions and cut wasted effort.
Download at pmmiopx.org/work-products.
OpX Work Product Release: Operator Training Standardization
Operator Training Standardization challenges traditional training models by focusing on transitioning capable individuals into highly qualified operators using modern, outside-thebox methods. Read how embracing fresh perspectives and adaptable learning formats close generational gaps, accelerate competency, and prepare operators for today’s complex, tech-driven environments.
Download at pmmiopx.org/work-products.
Download the Year
That Was on unPACKed with PMMI
AS WE MOVE into the final quarter of the year and start planning for what’s ahead, it’s the perfect time to pause and reflect on the conversations that have helped shape our industry over the past year. Revisit recent episodes that spotlight the key trends and innovations driving the industry forward. Keep the momentum going by revisiting conversations with the speakers and thought leaders who joined us throughout the year—from the Annual Meeting and Executive Leadership Conference to the Young Professionals Conference and the PPWLN Learning Circles. Each offered fresh insights, inspiration, and ideas to carry with us into the new year.
• Emotional Intelligence: A Strategic Advantage for Women
• Next in Line: A Succession Planning Playbook
• Tariffs, Inflation, and the Economy Explained
• Automation = Opportunity: How Robots Create More Careers with the Manufacturing Millennial
Check out unPACKed with PMMI on Apple Podcast, Spotify or wherever you listen to your pods. Just search for unPACKed with PMMI and start listening today!
PMMI’s 2026 Workshops Are Now Open For Registration
WHETHER you’re looking to sharpen your technical, sales, or leadership expertise, these hands-on programs are designed to help packaging and processing professionals excel.
• Project Management for the Packaging & Processing Industry (March 24–25, Herndon, VA) Seats fill quickly, so don’t wait—register early to secure your spot and take the next step in your professional development.
Learn more and register at PMMI.org/workshops.
Phishing Has Evolved
PHISHING isn’t just about shady links and misspelled emails anymore. Today’s cyberattacks are powered by AI, making them harder to detect and far more convincing than they used to be. Criminals are using deepfakes, voice clones, and advanced social engineering to impersonate executives, vendors, and partners. Their goal? To trick someone, anyone, into transferring money or giving up credentials. This new wave of attacks falls under a category called Business Email Compromise (BEC), which caused nearly $3 billion in reported losses in past years.
What’s new in phishing?
• Deepfakes and voice clones - AI tools can mimic your CEO’s voice — or create a video of them asking for gift cards or a wire transfer.
• Thread hijacking - Hackers reply to real email chains with fake invoices or urgent requests. They look legit because they started from real conversations.
• Hyper-personalization -AI scrapes social media and websites to make phishing emails eerily relevant, making references to events, employees, or recent announcements.
• Voice-based scams (vishing) - Some attackers skip email altogether and use cloned audio to call in fake payment requests.
Make security a reflex
In an AI-powered threat landscape, trust needs to be earned, not assumed. Empower your team to pause, question, and escalate. That moment of doubt might save your company thousands — or protect your customers’ data. Slow is safe. Fast is phished. Want a phishing playbook, checklist, or awareness flyer? We’ve got resources ready — just reach out to cyberhealth@pmmi.org. ■
EXHIBITOR’S CORNER
Looking Ahead: Trade Show Investment in 2026 and Beyond
Four key factors make the case why exhibiting remains an essential driver for sound business.
By Peggy Lotfi, Exhibitor Operations Coordinator
As the calendar turns and we look toward the year ahead, now is the time to lay the groundwork for a successful sales strategy in 2026—and beyond. While many companies already have their trade show schedules locked in for the coming year, it’s important to consider how this year’s success translates to future opportunities.
In a recent article published by Exhibitor Online, Jay Menashe explores the critical role trade shows play in driving business success—and how you can effectively communicate that value within your organization. From lead generation to competitive analysis, here are four key points to consider.
1. Quality leads
Add PACK EXPO Trade Shows to your calendar!
PACK EXPO East Philadelphia, PA February 17-19, 2026
EXPO PACK Mexico Mexico City, Mexico June 2-5, 2026
PACK EXPO International Chicago, IL October 18-21, 2026
PACK EXPO Southeast Atlanta, GA April 12-14, 2027
EXPO PACK Guadalajara Guadalajara, Mexico June 15-17, 2027
Trade shows offer significant access to high-quality leads—often decision makers actively seeking solutions tailored to their needs. Additionally, they act as a powerful tool for deepening existing client relationships and accelerating deals already in motion. When executed well, they become a tangible revenuedriving engine. PACK EXPO trade shows in particular offer unmatched access to key decision makers from the packaging and processing industry, providing a powerful platform to present innovative products and services. This accelerates sales and strengthens your sales pipeline.
2. Elevating thought leadership and brand visibility
PACK EXPO Las Vegas Las Vegas, NV September 27-29, 2027
Your presence on the trade show floor should go beyond the booth. Menashe suggests capitalizing on speaking opportunities and expert panels to position your team as thought leaders and innovators in your sector. When your
executives are seen as industry movers, your brand earns a stronger position in the market. This not only boosts visibility but also opens the door to unexpected partnerships, collaborations, and sales opportunities. PACK EXPO offers several speaking opportunities on our Innovation Stages—consider how you might position your executive team as key industry leaders at your next show!
3. Real-time product feedback and awareness
Trade shows aren’t just about showcasing what you already offer—they’re an ideal setting for unveiling what’s next. Conducting a demo and highlighting a new product, service, or concept provides instant, face-to-face feedback from clients, prospects, and peers. This real-time insight helps fine-tune offerings before they hit the broader market and sparks interest that can be nurtured into future sales. It’s a unique testbed for innovation. PACK EXPO allows you to promote new products and product demonstrations in your booth through our comprehensive online directory.
4. A strategic investment
Ultimately, the value of a trade show extends beyond the exhibit space. It’s a strategic platform for growth, exposure, and influence. When approached thoughtfully, trade shows become a high-impact investment that supports not just sales, but your company’s broader strategic goals. As you plan for the future, consider how your trade show program fits into the bigger picture, and how PACK EXPO can help you advance your strategic goals. With the right approach and internal alignment, it can be a cornerstone of your long-term business success. ■
WORKFORCE
How to Make the Most of an OpX Work Product: Spectrum Brands’ Story
Learn how leaders at Spectrum Brands used the OpX “Voices of Women in Packaging and Processing” work product as a springboard for team development, and what other CPGs can learn from their approach.
By Casey Flanagan, Associate Editor, PMMI Media Group
OpX Leadership Network work products offer valuable guidance through the industry’s toughest challenges. But making the most of these resources takes more than reading; it requires an intentional and personal approach.
Spectrum Brands demonstrated this when implementing the OpX “Voices of Women in Packaging and Processing” work product, offering a roadmap for other companies interested in exploring OpX resources. Leadership at Spectrum didn’t just hand out the work product; they built a four-hour workshop around it, including stories, videos, and personal connections to engage the team.
Leadership could have picked from any of OpX’s 22 work products to share with the team of nine workers covering packaging, process, and value engineering. But for Andrew Seys, Spectrum’s Senior Director of Manufacturing, Engineering, and Commercialization, the focus on people was the appeal of this work product.
your top strengths or natural tendencies, there are some things that we can look for to communicate. We have to determine what the stakeholder or customer is trying to get out of this conversation, determine their end goal, and form those relationships.”
Reflecting on their experience presenting the work product to their team, Seys and Cifax shared the following five key takeaways other leaders can use as a guide.
Prepare with the team in mind
Much of the work that goes into a successful presentation happens before the big day.
Spectrum leadership chose”Voices of Women in Packaging and Processing” out of OpX’s 22 available work products.
Courtesy of PMMI OpX Leadership Network
“I’m a big believer that if you get the people right, the technology will follow. Some of the work products are very technically based, and they need to be, but I thought this one being people-based was good,” Seys says.
This chance to move beyond technical training allowed for a focus on communication skills both within the team and with external partners, according to Emma Cifax, HR manager at Spectrum.
“I think we often don’t talk about different genders’ natural ways of communicating, and so I was curious to see where that conversation went,” Cifax says. “We talked about how even if communication isn’t one of
Seys marked a meeting on his team’s calendar a month ahead of time and got to work creating a presentation to guide the discussion, brainstorming how to best conduct the session. PMMI’s OpX team met with Spectrum leadership to support this process, offering deployment guidance and providing a blank presentation template pre-built with the work product’s sections and overall design.
“We went through the dry run, determined the expected outcomes, what could be some of the workshop pieces. We went back and forth about whether to have two smaller groups or one larger group, and the dynamics in that. Ultimately, we did it on the fly based on how open or closed people were in the meeting,” Seys explains.
Preparing for a fruitful discussion also meant connecting it to tools the team already knew.
“We ended up tying in some of our own leadership things at Spectrum Brands,” says Cifax. “We use strength finders for leadership development, and we
The OpX”Voices of Women in Packaging and Processing” work product aided Spectrum Brands leadership as they discussed gender and communication, business acumen, and networking with team members.
talked about that along with communication.”
It also meant tying in organizational goals and centering the team’s operations, including a focus on business acumen.
“It’s value engineering— [Andy’s team] is focused on enhancing our products, getting closer to our consumers and customers while minimizing waste in the process. That kind of strategic thinking requires strong business acumen, and I think that was a great door we opened with the team,” says Cifax.
Covering business acumen included building out a P&L statement specific to Spectrum Brands, but applicable to most business settings. Seys says he sees value in detailing business goals like this, as it’s easy to take for granted that everyone is aware of these principles.
Centering the team’s mission in the discussion resonated. In a post-event survey conducted by Spectrum leadership, a newer team member noted, “I enjoyed learning more about the business acumen side of things, especially since I’m not very familiar with the company from a financial standpoint. Gaining this insight really helps put things into perspective.”
Eliminate preconceptions
Preconceived ideas about a topic have potential to set the discussion on fixed rails. That’s why Spectrum’s leadership chose to remove them entirely.
To encourage fresh perspectives and organic conversation, Seys opted to not disclose the purpose of the meeting ahead of time.
“I didn’t want any biases coming into the room,” says Seys. “I wanted them a little bit off-edge, because investing time in personal development in a working team is very rare in my career. I’m pretty sure none of them expected what we talked about.”
Make it interactive and engaging
OpX work products are dense with valuable information, but that same depth can feel overwhelming if delivered straight from the page.
Seys recognized this while preparing to discuss the work product, and augmented his presentation with a few fun touches, like short videos and even an AI-generated allegory, “to keep the pace and the variety of the workshop going,” he says.
To set the tone for the discussion, Seys asked AI to adapt Abraham Lincoln’s “sharpen the axe” quote, returning a short story: After losing a home to the wind, a carpenter focused on improving their craft, leading to stronger homes that could withstand the next storm.
“In packaging, how many times do things fall over because we’re not fully skilled or aware of certain dynamics. You have to sharpen your mind, your tools. So, I set that context to start,” Seys says.
Between this story and supplemental videos covering everything from how to leverage being an introvert to Shark Tank negotiation scenes, Seys was able to keep his team engaged throughout the conversation, and even take some pressure off himself as the presenter.
Courtesy of MTStock Studio via Ge y Images
WORKFORCE
Make the meeting a starting point, not the finish line
Breaking the work product into smaller parts and adding interactive elements can help to engage team members.
Courtesy of rikkyal via Getty Images
“I wanted to build in three-to-four-minute times where I could think about something else to say, versus having to always be in the moment,” Seys says.
Tackle it in bite-sized chunks
Another side effect of OpX work products being so dense with valuable information is that it’s a lot to cover.
Even in a four-hour focused session on the work product, “it was so expansive; there’s a lot in there, and we rushed the end of it,” Seys says. “The people that are building these work products have multiple years of experience that they’re boiling down. But to take it in and learn it, should be in much smaller chunks.”
Seys says if he were to do this process again, he would prioritize certain parts more and reduce the emphasis on covering the whole piece. He suggests “reading it and most importantly, deciding what you want to get out of it, and then tailoring your implementation.”
Breaking up the source material can help presenters to expand more on pertinent topics, and allow for more group work, as some post-event survey respondents called for.
“I wish we had time for more small group interaction/practice,” one respondent said. Another suggested “roleplaying opportunities to give us more tools and background to help navigate complicated workplace dynamics.”
A single meeting can generate valuable ideas and conversation, but it shouldn’t be the end point.
Getting maximum value out of an OpX work product discussion means “it’s probably not a one-time type of event,” Seys advises. “I can do follow-up on this; the work product can live on and it doesn’t need to be a discrete event.”
Seys noted that his team didn’t cover negotiation much in the initial meeting, but that presents an opportunity to cover the topic directly in a lunch-and-learn with a colleague in Spectrum’s strategic sourcing team.
Discussions like this can also serve as a launch point to expand awareness about PMMI’s overall offerings, Seys says.
Many people may know about the PACK EXPO trade shows or magazines like Packaging World or ProFood World, “but they may not see the whole family of what PMMI is, especially when they’re young or within just one narrow band of where PMMI is,” he says. “I’d spend time to explain that, how PMMI can help people with additional resources; I would probably add that into the training. This is not the only work product—there’s a whole list of them.”
That goes for leadership considering working with an OpX work product as well. Spectrum’s team found value in the “Voices of Women in Packaging and Processing” work product, but there are 21 more available to support teams in technical, personal, or career growth. Presenting any of them effectively can turn a static document into a launchpad for team development. ■
OpX work products cover three areas: People (engaging and developing the workforce), Process (driving operational excellence), and Projects (boosting efficiency and reducing costs).
The presentation template included chapter markers for each of the work product’s five sections. Courtesy of PMMI OpX Leadership Network
Want to Guide Your Customers? Unlock Actionable Intelligence
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Our Business Intelligence, Custom Research, Global Marketing, and specialized Workforce Development programs, including Packaging & Processing Selling in Today’s Market and Field Service Essentials, are designed to not only navigate industry challenges but also to uncover deep insights that empower you to guide your customers with confidence and precision and meet their evolving needs.
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Learn more at pmmi.org/pmmi365
Take Five: How to Be a “Likable Badass” in a Male-Dominated Industry
Practical strategies to lead confidently, earn respect, build authentic influence, and inspire trust in the workplace.
By Sean Riley, Editor-in-Chief WOMEN’S LEADERSHIP
On the heels of her keynote presentation at PACK EXPO Las Vegas, unPACKed with PMMI welcomed speaker and author Alison Fragale on the podcast to share insights on earning respect, building authentic influence, and mastering self-promotion. Here are five Q&A highlights from the podcast, available on Apple Podcasts, Spotify, or wherever you listen.
Q: Your book is titled “Likable Badass, How Women Get the Success They Deserve.” What is a likable badass?
Alison Fragale: Likable badass is just my catchy term for the things that we’re always trying to evaluate when we pay attention to other people. When we perceive people, we always try to judge two things. The first is: Do they care? Are their intentions good? Are they going to help us improve our lives? We respect that and we value that.
And the second thing we’re drawn to is: Can we rely on people? It’s nice that you care, but I also need to know that you can deliver. If I put a task in your hands, I can trust it’ll be done.
Q: How do you define the difference between power and status?
Alison Fragale: What is status? It’s how much other people respect and highly regard us. A person that we talk about as having status is a person who, in their environment, is highly respected by the audience that matters to them, and that’s an important thing. We all covet respect. All human beings want to be respected for good reason. And one is that it’s a big source of influence. If you don’t respect somebody, you will never listen to anything they have to say. You can’t be influential if you don’t have the respect of your audience.
Power is different. Power is when you control resources that other people value. If at work you
control the budget, you can hire and fire people, give people good or bad performance reviews, or set their work schedule; these are all resources that have value. We like to be in control and have autonomy.
Q: Packaging and processing is a very male-dominated industry, so women are already facing an unconscious bias. What are practical ways women can highlight points of similarity with their colleagues who automatically assume she’s a woman so she’s different?
Alison Fragale: It’s a great question. A lot of industries are male-dominated, but here’s the good news and bad news: It really doesn’t matter what industry it is, because when we look at bias of groups toward groups, bias toward women is not something men do. It’s something people do, including other women. So, the idea of the gender makeup of one’s industry or company being a source of disadvantage or advantage is probably not as big a deal as people think. But what is an issue is if I look different than most of the people I work with. You don’t look like me, so you must not share anything in common with me.
And that doesn’t serve us, because the greatest basis of liking and attraction that psychology has ever documented is similarity.
We like people when they’re like us. If we are in a situation where we look different from the people around us, one thing we can do is identify genuine similarities between us. I highly encourage people, regardless of who you are, that if you can find another point of connection with a human being, that is going to be the beginning of trust in a solid relationship.
Q: You speak a lot about self-promotion and getting others to promote you. You call them small deposits. What are low-effort ways to start that connection or start earning other people’s respect?
Alison Fragale
For a full video of Fragale’s keynote presentation from PACK EXPO Las Vegas, visit pmmi.org/womens-leadership-network.
Alison Fragale: I always say from the moment you’re chatting with somebody, you can be memorable. Even if you are at an event like PACK EXPO and think you are never going to see the person ever again.
I listen to people when they talk to me. I try to figure out what they care about, and I try to think about what’s a simple thing that I might be able to offer right now that could be useful to them. Whether it’s an introduction to somebody else in my network, something I’ve read, or a piece of content that might be interesting to them based on something they’ve told me.
I always say I’m from Chicago, and people say, “I love Chicago,” or “I’m going there.” I offer recommendations. Do you need restaurants? I just have this mentality: If I can do anything that makes your life better, even when I’m a stranger and you have very low expectations of me, that’s a great way to start showing you that I care about you.
Q: The 10, 10, 10 challenge really ties in a lot of what we’ve been talking about. What exactly is it, and what are the goals for it?
Alison Fragale: The 10, 10, 10 challenge is three things that, if we do them habitually, will bring more status-building into our lives. The first is to meet 10 new people. I always say people cannot talk you up if they don’t know you exist. Just exercise the muscle of constantly meeting people, not just at work and not just in your industry, because people who can open doors for you could truly be anywhere.
Second, make 10 of these small deposits. Do 10 easy things that make people’s lives better with no expectation of return. Just do 10 things for people. It can be something as simple as a restaurant recommendation.
And the third one is to either talk up 10 people, because it’ll come back to us, or ask 10 people to talk you up. The reason I love this is that if you’re asking people who already value you, you’ve given them an easy task that is completely aligned with what they believe. ■
NEW PRODUCTS
Remote Switch Kit
CBS ArcSafe has launched its RSK-PMT-GW remote switch kit. The kit enables technicians to CBS ArcSafe , a manufacturer of remote racking and switching solutions for low-and medium-voltage switchgear, has launched the RSK-PMT-GW. This remote switch kit (RSK) allows technicians to remotely operate G&W SF6 insulated switchgear from up to 300 feet away while remaining outside the arc flash boundary.
The RSK-PMT-GW is compatible with G&W 15–38 kV SF6 insulated switchgear using up to six-position Rotary Puffer switches, without any modifications to electrical equipment needed. It engages with existing studs and secures with a simple latch to ensure quick installation and removal. At 20 pounds, the unit is portable enough for transport between job sites or hard-to-access locations.
The kit includes an actuator specifically designed to operate G&W Rotary Puffer switches.
The kit also contains the RSO-IV-M18 with radio remote and torque-limiting control via a current-control module. This system can rotate to any of six points on the G&W switch. To learn more about installing and operating ArcSafe’s RSK-PMT-GW, watch this video .
Powered by Milwaukee M18 REDLITHIUM ion battery packs, the RSK-PMT-GW delivers reliable and consistent performance for hundreds of operations. The design eliminates manual contact with gear during switching operations to reduce the risk of arc flash injuries during maintenance.
With a power consumption of 200 W and operational range extending up to 300 feet, the RSK-PMT-GW provides flexibility for various facility layouts and safety protocols.
CBS ArcSafe, www.cbsarcsafe.com
Axial Ball Joints
M8 and M12 Cordsets
Binder USA introduces highvisibility yellow M8 and M12 cordsets for industrial automation. binder USA , a global specialist in circular connector technology, is pleased to announce the release of its new yellow M8 and M12 cordsets, specifically engineered to meet the rigorous demands of modern industrial automation systems.
The new cordsets are offered in multiple configurations, including straight or angled, and single- or double-ended versions, to support a broad spectrum of application needs. Suitable for both signal and control connections, they are available with 3- and 4-pin M8 and M12 locking connectors and support rated currents up to 4A.
Built for harsh industrial environments, binder’s yellow cordsets are tested and rated to IP67, IP68, and IP69K, ensuring exceptional resistance to water, dust, and mechanical stress. To enhance durability and flexibility, customers can select from two robust cable jacket materials: PVC, ideal for general industrial use, or TPE, offering greater flexibility for dynamic applications.
JW Winco expands its product line with the GN 71802.1, designed to transmit compressive forces along a longitudinal axis and compensate for installation tolerances up to 18 degrees.
Wherever forces must be transmitted precisely while simultaneously compensating for installation tolerances or the like, ball joints are a popular solution. Even in high-end applications such as robotics and automation, these accommodating connectors are indispensable. JW Winco has now expanded its range to include the new axial ball joints GN 71802.1.
When axes meet at a right angle, they can be connected together with a ball shank and a ball socket in the form of a ball joint. The series DIN 71802 is designed to tolerate deviations from a 90-degree angle of up to 18 degrees. The connection between the ball shank and the ball socket is secured by an integrated, manually removable snap ring. If higher operating safety requirements apply, versions with a safety catch are available. This prevents disassembly of the ball seat by means of a positive connection. DIN 71802 is available with ball diameters between 8 and 19 millimeters in steel or stainless steel, either with metric thread or a rivet ball shank.
The newly added axial ball joints GN 71802.1 also compensate for alignment fluctuations of ±18 degrees.
JW Winco, www.jwwinco.com
Disc Couplings
Dodge Industrial’s new StratoLink line delivers higher torque, faster rebuilds, and drop-in interchangeability for demanding industries.
Dodge Industrial, Inc. , a global expert in mechanical power transmission solutions, announced the launch of its StratoLink disc coupling line , a major expansion of the Dodge couplings portfolio. The first model to launch is the D71 Series, which meets API 610 standards and is engineered for maximum torque, simplified rebuilds, and seamless interchangeability in existing installations.
StratoLink establishes a new performance benchmark for disc couplings, o ering engineers a long-awaited alternative in critical industrial applications.
Dodge Industrial, www.dodgeindustrial.com
Sanitary Conveyor System
Dynamic Conveyor o ers the DynaClean Conveyor System, which features a patented toolless disassembly design for quick cleaning and is built with corrosionresistant materials, meeting various sanitary standards for industries like food processing and pharmaceuticals. Highly versatile, the DynaClean system features a patented design that allows for complete toolless disassembly of the conveyor and removal of the belt in minutes, reducing cleaning time and improving operational e ciency. This approach has set a new sanitary standard in the industry since its introduction to the food processing and packaging sector in 2013.
The DynaClean conveyor system includes a full washdown design compliant with NSF, FDA, USDA, and BISCC standards, with an optional 3-A sanitary design.
Dynamic Conveyor, www.dynamicconveyor.com
CFM-PC Hinges with Integrated Electric Cable
The Elesa ECFM-PC hinge safely transmits electrical current between a jamb and a door, eliminating the need for external cables, protecting internal wiring, and making it ideal for fire-hazard-critical applications.
Elesa’s ECFM-PC hinge in UL-94 V0 self-extinguishing technopolymer, integrates the mechanical function of a standard hinge with the possibility to transmit electrical current from a jamb to the a ached door. The UL-94 V0 certification confirms that the material, when subjected to a vertical burn test, extinguishes within 10 seconds without producing flaming drips. This ensures a high level of safety in case of accidental exposure to heat sources or open flames - an essential requirement for applications in industrial environments, laboratories, or portable equipment where protection against fire hazards is critical.
Elesa, www.elesa.com
Pneumatic Conveyor
EXAIR’s Ultra Duty Line Vacs provide maximum wear resistance and up to 50% higher throughput for moving highly abrasive materials like sand, glass, and powders.
EXAIR’s new Ultra Duty Line Vacs™ o er the most powerful and durable pneumatic conveyors yet. Engineered specifically to withstand highly abrasive conveying tasks, the Ultra Duty Line Vac’s design combines a hardened alloy and ceramic material that provide exceptional resistance to wear over extended periods of time. This makes it the ideal choice for moving abrasive materials such as peat, sand, glass, powders, and other fine media commonly found in blasting, grinding, and finishing operations.
These units are available in 1-1/4², 1-1/2”, and 2” sizes that fit standard hose or tube diameters. The Ultra Duty Line Vac has no moving parts, requires no electricity, and ensures maintenance-free operation. Optional mounting brackets simplify installation, and flow can be easily controlled with a pressure regulator. Like all EXAIR products, the Ultra Duty Line Vac is CE compliant and meets OSHA pressure requirements.
EXAIR, www.exair.com
PMMI ProSource is your exclusive member benefit—an online directory connecting buyers with PMMI Members like you––showcasing your expertise and solutions 365 days a year.
STAY COMPETITIVE – Don’t get filtered out—make sure you’re visible to buyers looking for your expertise. New tools like Favoriting, AI Search, and Chatbot make it easier for buyers to find suppliers—make sure your profile is up to date to avoid missing valuable leads.
ADD FEATURES – Ensure you appear in the right searches.
UPDATE YOUR PROFILE – Keep your offerings, contact info, and capabilities current.
As ProSource grows and evolves, so should your profile. Now is the time to optimize your presence and get noticed.
NAME / WEBSITE PAGE Cyklop 8, 9 www.cyklop.us Encoder Products Company 13 www.encoder.com Eriez 5 www.eriez.com
Lasnek Ltd. OFC, 4 www.lasnek.com Lubriplate Lubricants Company 3 www.lubriplate.com NCC Automated Systems 2 www.nccas.com
OEM Magazine (ISSN# 2377-293X) is a trademark application of PMMI, The Association for Packaging and Processing Technologies. OEM Magazine is published four times annually by PMMI with its publishing office, PMMI Media Group, located at 500 W. Madison, Suite 1000, Chicago, IL 60661; 312.222.1010. Copyright 2025 by PMMI. All rights reserved. Materials in this publication must not be reproduced in any form without written permission of the publisher. Applications for a free subscription may be made online at www.oemmagazine.org/subscribe. To subscribe or manage your subscription to OEM Magazine, visit www.oemmagazine.org/ subscribe. Free digital edition available to qualified individuals outside the United States. POSTMASTER; Send address changes to OEM Magazine, 500 W. Madison, Suite 1000, Chicago, IL 60661. PRINTED IN USA by Quad. The opinions expressed in articles are those of the authors and not necessarily those of PMMI. Comments, questions and letters to the editor are welcome and can be sent to: support@ oemmagazine.org. Mailing List: We make a portion of our mailing list available to reputable firms. If you would prefer that we don’t include your name, please write us at the Chicago, IL address. Volume 8 • Number 4
FINAL THOUGHTS
The Power of Connection
Together, we are not just weathering change, we are shaping the future of our industry.
By Jim Pittas, President & CEO, PMMI
Reflecting on the year that was for PMMI, one theme resonates with me: connection . Whether it be the bustling show floors of our three 2025 trade shows, our meetings and town halls, or member resources, PMMI’s connections with its members and the industry at large have never been stronger or more impactful.
Just a few weeks ago, more than 300 attendees gathered in Nashville for our Annual Meeting, where we welcomed the fall class of new members. Membership now exceeds 1,100 companies, with notable growth in the processing segment, underscoring PMMI’s ability to link the full supply chain.
“
Our PACK EXPO portfolio delivered another banner year. PACK EXPO Southeast made its successful debut, drawing 6,700 attendees and 504 exhibitors across 115,000 square feet of exhibit space. EXPO PACK Guadalajara broke records with 16,586 attendees and 770 exhibitors, filling more than 206,000 square feet—its largest footprint yet. And last but not least, we capped off 30 years of PACK EXPO Las Vegas with 2,300 exhibitors and a sold-out show floor that exceeded one million square feet for the first time in its history.
tangible connections of lasting value for both suppliers and end-users.
Turning information into impact
Another one of PMMI’s greatest strengths is its ability to turn complexity into clarity. When you have a comprehensive understanding of the challenges impacting you, your customers, and their needs, it ultimately forges a deeper connection.
PMMI will remain your steadfast partner, empowering progress, every single day.”
As uncertainty over trade policy and tariff issues emerged from the earliest days of 2025, our Global Marketing team responded immediately. Through our Global Marketing Trends Blog—updated daily with expert analysis from trade strategist Shawn Jarosz—and our series of Town Hall webinars, Executive Leadership Committee and Annual Meeting sessions, and Quickie Surveys, we helped members make sense of an unpredictable landscape.
At the same time, PMMI Media Group continues to connect packaging and processing suppliers with brand owners through multi-media vehicles, including content-rich digital content and in-person events. This year saw the debut of the PACK EXPO Innovations Reports, highly visual summaries of ground-breaking trends and technologies from PACK EXPO, and the return of the Packaging Recycling Summit, which brought together 600+ industry leaders to advance circularity.
Online, our ProSource platform continues to maintain its momentum, with strong, steady traffic and click-throughs month over month, providing
Whether it’s a regulatory shift, economic fluctuation, or sustainability mandates, PMMI provided members the insight and business intelligence needed to make informed, strategic decisions. But, PMMI’s tradeshows, events, reports, and resources only thrive because our members and partners show up ready to share, learn, and lead. All our workforce development initiatives and convening networks, like the Packaging & Processing Women’s Leadership Network (PPWLN) and Young Professionals Network, reflect the strength of the industry’s collective purpose and willingness to come together to solve challenges, develop new leaders, and drive progress.
As we look ahead to 2026, our industry continues to evolve at a remarkable speed. As automation, sustainability, and digital transformation reshape manufacturing, PMMI will remain your steadfast partner, empowering progress every single day. ■
Jim Pittas is the President & CEO of PMMI. He may be reached at jpittas@pmmi.org or at linkedin.com/in/jimpittas.
Serious Buyers
In 2025, exhibitors expected an average of more than $1.2 million in sales as a result of exhibiting
Powerful Prospects
44% of buyers are new to the show –giving you significant reach with customers you won’t meet anywhere else
