Mailing Systems Technology July/August 2026

JULY - AUGUST 2026

MailingSystemsTechnology.com

GENERATIONAL PREFERENCES AND THEIR INFLUENCE ON CUSTOMER CONNECTION. PAGE 8

WHAT THE DATA SAYS ABOUT PAPER, MAIL, AND THE ENVIRONMENT — AND WHY IT MATTERS. PAGE 16

BUILDING THE OPTIMAL BUSINESS CASE FOR NEW EQUIPMENT. PAGE 18

PAGE 23

O T E E R E IB H R K C C I CL SUBS

TABLE OF CONTENTS

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JULY-AUGUST 2026 | VOLUME 39 ISSUE 4

DEPARTMENTS

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05 Editor's Note

Realizing the Value of Mail in the Face of Consistent Price Increases

By Amanda Armendariz

06 Real-Life Management The Management Wisdom of Benjamin Franklin

By Wes Friesen

28

08 Inkjet Info

Not One Audience: What Generational Preferences Really Teach Us About Connecting with Customers

By Karen Kimerer

10 The Trenches

Human Talent in an Automated Shop

By Mike Porter

12 Postal Insights

FEATURES

No, Service is Not Improving

By Leo Raymond

16 What the Data Says About Paper, Mail, and the Environment — and Why It Matters to Your Operation From Two Sides North America

18 Creating and Presenting a Business Case for New Equipment

By Mark Fallon

20 Navigating USPS Pricing and Network Changes What mail operations leaders need to know

24 Leveraging USPS Data for Marketing Insights

By Mark Rheaume

26 PRINTING United Sneak Peek

What can attendees expect to see at this year’s show?

By Amanda Armendariz

14 PCC Corner

Why Attending PCC Week 2026 Matters to Mailing and Shipping Industry Professionals

By Jeffrey D. Hilliard Jr.

15 To Sum Up 27 News Recap

28 How Mail Dashboards Unlock Hidden Postal Savings

By Adam Lewenberg

By Ann Daley

22 The $2 Million Return Mail Problem Most Organizations Don’t See

By Lori Joyner-Swetlin

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SUBSCRIBE FOR FREE! EDITOR’S NOTE

VOLUME 39, ISSUE 4 MAGAZINE STAFF President Chad Griepentrog Publisher Ken Waddell Editor Amanda Armendariz amanda.c@rbpub.com Contributing Writers Ann Daley, Mark Fallon, Wes Friesen, Jeffrey D. Hilliard Jr., Lori Joyner-Swetlin, Karen Kimerer, Adam Lewenberg, Mike Porter, Leo Raymond, Mark Rheaume

Audience Development Manager Rachel Chapman rachel@rbpub.com Advertising Ken Waddell 608.235.2212 ken.w@rbpub.com Design Kelli Cooke

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REALIZING THE VALUE OF MAIL IN THE FACE OF CONSISTENT PRICE INCREASES

BY AMANDA ARMENDARIZ

A

s I write this editor’s note, we are days away from seeing the July 12 rate increase from the USPS go into effect, and by the time this publication hits your mailbox, it will be well underway.

First-Class Mail, Marketing Mail, Special Services; all are affected. This will be the eighth rate increase in five years, and during this five-year period, rates have increased a whopping total of 42-79% (be sure to check out Adam Lewenberg’s analysis in our May/June issue if you missed it or you want to review some of the numbers!) It’s completely understandable that mailers are feeling like these rate increases are unsustainable.

Much like the general population is feeling the squeeze in our everyday lives, as the prices of groceries and gas continue to climb, anyone responsible for the postage budget probably received news of the USPS increase with a huge sigh and a quick grab of the calculator to see how their operation would be affected.

I know these increases are not ever welcome news, but it’s important to separate our feelings about the rate increases from the value of the mail itself.

I know that for some mailers, learning that pricing is going up yet again causes some of them to throw up their hands

and say, “Fine, we’ll just go digital, then.”

As understandable as that sentiment is, it would be shortsighted to do so. Mail is still incredibly impactful among all generations. It provokes a level of legitimacy and trust among recipients that far exceeds anything digital. It has permanency, relevance, and staying power.

So while these rate increases are difficult (no one is denying that), it’s important that mailers seek to mitigate the impact of them however they can, without cutting mail from their communications mix.

Take advantage of the USPS promotions for postage discounts. Implement an omnichannel strategy in which your hard copy mail and digital communications work together to keep your company at the forefront of your customers’ minds.

Make sure you’re not spending unnecessarily (the article on page 28 gives a great insight into how mail dashboards can unlock hidden postage savings). And, please, keep reading Mailing Systems Technology. It’s our goal to help you succeed in the industry.

As always, thanks for staying connected with us.

MailingSystemsTechnology.com | JULY-AUGUST 2026

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REAL-LIFE MANAGEMENT

THE MANAGEMENT WISDOM OF BENJAMIN FRANKLIN

BY WES FRIESEN

I

n honor of our country’s 250th anniversary, I thought I would pass along practical management wisdom of one of our Founding Fathers: Benjamin Franklin. Franklin was not only a Founding Father, but he was also the first Postmaster General and a successful businessperson, leader, inventor, writer, and person. He is considered one of the smartest and wisest men our country has ever produced!

There is much we can learn from Franklin that can help us be better managers and help our operations be even more successful.

Benjamin Franklin’s Keys to Management and Operational Success Be a Person of Character and Integrity. “Glass, china, and reputation are easily cracked, and never well mended.”

Integrity and trust are foundational to our leadership success.

The Importance of Personal Discipline. Franklin organized his day carefully and practiced strong personal accountability. At the beginning of his day he asked, “What good shall I do this day?”

At the end of his day, he asked himself, “What good have I done today?” As leaders we need to manage ourselves well before we try to manage others.

The Value of Continuous Learning.

“An investment in knowledge always pays the best interest” and “The only thing more expensive than education is ignorance.” The best leaders continually learn, grow, and adapt. Embracing the continuous improvement mindset and being a lifelong learner will help us and our teams be successful. We can take advantage of traditional education 6

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sources like colleges and universities, attend conferences like the National Postal Forum and MAILCOM, and take part in webinars. We can also read trade journals and good books.

Time Management and Productivity.

“Lost time is never found again.” “Dost thou love life? Then do not squander time, for that is the stuff life is made of.”

Effective leaders treat time as one of our most valuable resources and use it well on things that matter most.

The Power of Communication.

“Either write something worth reading or do something worth writing.” Clear communication strengthens leadership influence and trust.

Strive for Excellence. “Whatever you become, be good at it.” Excellence does not happen by chance. We must intentionally choose to excel at what we do, including making the choice to become more effective leaders and managers.

Build Strong Relationships. “Be slow in choosing a friend, slower in changing.”

Leadership effectiveness is built on trust and relationships. We want to be friendly and build positive relationships with all the people in our circles of influence.

Practice Humility and Emotional Intelligence. “There is perhaps no one of our natural passions so hard to subdue as pride.” As we know, prideful (arrogant) leaders tend to repulse people, but humble and grounded leaders tend to attract us. Humble leaders are more teachable, approachable, and effective.

Be Prepared. “By failing to prepare, you prepare to fail.” A plan is needed to fulfill our goals. Charging in without any thought to the result and how to achieve it is a sure way to fall flat on your face.

Don’t Fight Change. “When you are finished changing, you are finished.”

Change is inevitable. Focus on proactively making positive changes — and avoid being only reactive and having changes thrust upon you.

Less Talk, More Action, & Actions Speak Louder than Words. “Well done is better than well said.” We all know that talking by itself is cheap. Talking about a project doesn’t get it done — we must act see the work through.

Don’t Procrastinate. “Never leave till tomorrow what you can do today.”

It’s easy to fall into the procrastination trap. One tip to avoid this trap is to have time-specific and measurable goals.

And when we achieve key milestones or goals remember let’s take time to reward ourselves and enjoy the sense of achievement.

Be Organized. “For every minute spent in organizing, one hour is earned” and “A place for everything, everything in its place.” To maximize our productivity and achievement of our goals, we need to take the time to plan and to organize our resources. The time we spend planning and organizing our work really does come back to us with interest.

Avoid Busy Work. “Never confuse motion with action.” Our time is limited, and our expectations keep growing. We need to use our time well by avoiding unnecessary tasks, delegating when it makes sense, and focusing our attention on the highest value work.

Give Yourself Permission to Make Mistakes. “Don’t fear mistakes” and “You will know failure. Continue to reach out.” Fearing making mistakes can immobilize us. Taking risks and making mistakes offer us a special learning opportunity — provided we learn from the mistakes and grow from them.

Know Yourself. “There are three extremely hard things: steel, a diamond, and to know oneself.” Self-awareness is the first tenant of emotional intelligence.

Be honest with yourself and seek input from others about your strengths and areas for further development.

Get Moving. “All mankind is divided into three classes: those that are immovable, those that are moveable, and those that move.” Which class do you fall into?

The most successful people in life are those that move and get things done.

Act Quickly on Opportunities. “To succeed, jump as quickly at opportunities as you do at conclusions.” Opportunities

SUBSCRIBE FOR FREE! are everywhere. Our challenge is to be quick enough and smart enough to seize them when they arise.

Frugality and Wise Stewardship.

“Beware of little expenses; a small leak will sink a great ship.” Franklin emphasized wise stewardship of resources.

Strong leaders manage resources carefully and efficiently.

Engage Your Staff Actively. “Tell me and I forget; teach me and I remember; involve me and I learn.” Experiential learning is at the core of developing ourselves and our team members. Give people a chance to learn by doing real work — and reinforce what they did well and patiently coach them when they could do better.

Don’t Give Up. “If at first you don’t succeed, try again” and “Energy and persistence conquer all things.” Striving to achieve our goals can be downright exhausting, right? There are times when we all want to admit defeat. But pushing through those down times will eventually result in significant achievements — and when we look back we will say it was worth the effort.

Wise Up. “Life’s tragedy is that we get old too soon and wise too late” and

“I wish I knew then what I know now.”

We can accelerate our acquisition of wisdom by intentionally seeking out growing experiences, and by taking time to reflect on what we have learned from our experiences. We can also tap into the wisdom of others who have gone before us by reading their words, listening to them speak into our lives, and seeing their actions.

Keep Trying. “Diligence is the mother of good luck.” One tip is to break down our bigger goals into small units of work and then complete them one at a time.

Another tip is to choose to limit time spent in front of the TV, PC, or iPad and concentrate on getting our priority goals completed.

Seek Knowledge and Wisdom. “If a man empties his purse into his head, no one can take it from him” and “The doors of wisdom are never shut.” We have many potential sources to learn and develop more wisdom — take advantage of them! In addition to our personal life experiences, we can learn from the experiences of others through mentoring, involvement in professional associations, attending conferences, taking classes

and workshops, and reading what they write about their experiences and lessons learned.

Closing Thoughts: Benjamin Franklin’s wisdom is still highly relevant for modern managers and leaders. His teachings on discipline, integrity, learning, and other topics continue to offer practical guidance for workplace success.

The final piece of advice I wanted to highlight is the encouragement to continue to grow as a person. Franklin said, “Be at war with your vices, at peace with your neighbors, and let every new year find you a better man.” Good luck as you continue your journey to be a better manager — and person!  Wes Friesen (MBA, EMCM, CMDSM, MCOM, MDC, OSPC, CCE, CBF, CBA, ICP, CMA, CFM, CM, APP, PHR, CTP) is a proven leader and developer of high-performing teams and has extensive experience in both the corporate and non-profit worlds. His book, Your Team Can Soar!, has 42 valuable lessons that will inspire you and give you practical pointers to help you — and your team — soar to new heights of performance. Wes can be contacted at wesmfriesen@gmail.com or at 971.806.0812.

INKJET INFO

NOT ONE AUDIENCE: WHAT GENERATIONAL PREFERENCES REALLY TEACH US ABOUT CONNECTING WITH CUSTOMERS

BY KAREN KIMERER

M

arketing discussions are often shaped by assumptions about different generations.

We hear that Generation Z only wants digital, Millennials expect everything personalized, and Baby Boomers prefer traditional channels. These broad generalizations make it possible to neatly categorize each age group. Marketers might then choose to build communication strategies around these labels, with varying degrees of effectiveness.

To be fair, generational differences do exist. Research continues to show meaningful variations in how the various age groups consume information, what captures their attention, and what motivates them to engage. Those insights matter because they can help marketers tailor their communications more effectively.

But when we look beyond channel preferences and examine the deeper factors driving engagement, a more nuanced picture emerges. While the adult generations may respond to different triggers, they often seek the same outcomes: Communications that feel relevant, trustworthy, and worth their time.

For print and mail service providers, this distinction is crucial. Understanding generational preferences can help guide tactical decisions, but recognizing the things that consumers value across

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generations shapes overall strategy.

Together, these insights explain why print continues to influence purchasing decisions across age groups and why the most effective communication programs are built around human motivations rather than demographics alone.

The Triggers Are Different, but the Expectation Is the Same Recent research from Keypoint Intelligence reveals some interesting results when we move beyond channel preference

and examine what actually motivates people to engage. Trust is the strongest driver across every generation. Whether respondents were Gen Z, Millennials, Gen X, or Baby Boomers, communications from recognizable and credible brands were consistently the most likely to be opened and read.

Beyond trust, however, generational differences begin to emerge. Millennials showed the strongest response to personalization, suggesting that relevance and tailored messaging play a significant role in capturing their attention. Gen Z respondents were influenced by a broader combination of factors, including personalization, offers, headlines, and visual presentation. Gen X demonstrated a balanced response to relevance and practical value, while Baby Boomers placed a greater emphasis on trust and offers than any other age group (see Figure 1).

At first glance, these differences might suggest that each generation requires an entirely different communication strategy. The research, however, points to a more nuanced conclusion. While the triggers vary, the underlying expectation remains remarkably consistent. Across every age group, consumers want communications that feel relevant, credible, and worth their time. They want evidence that a brand understands them. They’re judging every message regardless of channel and determining whether it delivers genuine value or simply adds to the noise.

This creates a real problem for organizations that are still relying on broad demographic assumptions. Age provides context, but not the full story.

SUBSCRIBE FOR FREE! Print’s Strength Lies in its Evolution Conventional wisdom would suggest that younger consumers ignore print, but Keypoint Intelligence’s research shows otherwise. Over half of respondents across all age groups reported that receiving direct mail or catalogs made them seriously consider a purchase.

Print continues to influence buying behaviors across every generation, not just older audiences.

Research also shows that a printed piece’s physical traits influence engagement, but this varies by generation (see Figure 2). Color, imagery, and design matter to everyone, but younger consumers are especially likely to notice it. Gen Z and Millennials respond strongly to bold visuals and modern design, showing that appearance often determines if a piece gets noticed. Gen X and Baby Boomers value quality paper, premium finishes, and skilled print. For them, a tactile experience signals trust and professionalism.

Younger consumers are drawn to pieces that offer an experience. Unique textures, special effects, and interactive elements stand out, making communications memorable and increasing time spent with them. They also value features like creativity, originality, and novelty because they make communications feel fresh.

Older audiences prefer handwritten notes and human elements for a more personal touch. Together, these findings stress a key message: While the goal is to earn attention and engagement, the way to achieve it differs by audience.

This difference changes the core question. The real issue was never print versus digital, it’s whether the communication earns attention. A printed piece stands out with one rare advantage: Focus. Unlike emails that can be lost in crowded inboxes, print gets undivided attention and is revisited at the recipient’s pace. What consumers are rewarding is not the channel itself. They reward the quality of the experience that the channel creates.

The Real Conversation Has Changed For print and mail service providers, the opportunity is no longer simply about producing communications efficiently.

It’s about helping clients understand why their communications succeed or fail and building programs that work harder.

The research consistently shows that print serves as a trust-building medium. Consumers associate physical

communications with credibility, permanence, and importance in ways that digital channels rarely replicate.

Meanwhile, digital provides immediacy and convenience. When brought together, these channels create a more complete experience than either can deliver alone.

That makes the provider’s role more valuable and more strategic. The right questions to bring to client conversations include:  What is this audience primarily responding to? Is it trust, personalization, offers, or convenience?  Would premium print elements improve engagement for this segment?  Could personalization increase relevance and response?  Would connecting this printed piece to a digital experience extend its reach?  Does this program need to drive immediate action, build long-term retention, or both?

The organizations that win in the coming years won’t be the ones that simply execute jobs well. They’ll be the ones that help clients design communications that connect with audiences in ways that feel personal, credible, and worth the recipient’s time.

The Channel Still Matters, but the Audience Matters More!

Generations aren’t divided by whether they use print or digital. They’re connected by a shared expectation: Communicate with me like you understand me. Keypoint Intelligence’s research confirms that print, when used

well, delivers on that expectation across every age group. That’s not a surprising finding for print and mail providers, but it’s an increasingly powerful one to put in front of clients who may have written off physical communications too soon.

The message is simple, and the research backs it up: The right piece, executed with quality and relevance, still gets attention.

In an increasingly crowded media environment, that’s worth more than ever.

The Bottom Line Consumers discover brands differently and use varied technologies, but they share a fundamental expectation.

Regardless of age, all communications should feel relevant and respect their attention. This shift has key implications for marketers and their partners. Success now depends less on the channel and more on the experience.

Print holds a unique position, not as a digital substitute or a generational preference, but as a rare source of focused attention. As channels continue to multiply, attention is becoming more valuable. With greater value, relevance becomes the top competitive advantage.

The key lesson from this research is not simply that print works. It’s that customers remind us of what works: Knowing the audience, delivering value, and making each message worth their time.  Karen Kimerer of Keypoint Intelligence has experienced the many challenges of expanding current market opportunities and securing new business. She has developed a systematic approach to these opportunities, addressing the unique requirements of becoming a leader in our changing industry.

MailingSystemsTechnology.com | JULY-AUGUST 2026

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THE TRENCHES

HUMAN TALENT IN AN AUTOMATED SHOP

BY MIKE PORTER

I

f a mailing professional from today walked through the print/mail operation where I started my career, they’d hardly recognize it. Almost everything we did was manual, from data intake (on magnetic tapes, sometimes delivered via Greyhound busses) to customer billing — and everything in between.

The contrast is glaring. Automation has allowed inserting lines to run faster and job changeovers to happen at the push of a button. Cameras catch mismatched inserts, and real-time dashboards display the status of every job in the building without having to walk through the production floor.

Automation has had a huge impact on the printing and mailing business so far, but given the rapid advancements powered by AI, we can expect automation in the industry to keep progressing.

Lately, we’ve seen news reports about worker distress. They are concerned about AI rendering them obsolete, and with good reason. Big tech companies like Meta and Salesforce have cut thousands of jobs, citing AI technology as the justification. Should people in the print/ mail industry be worried?

I don’t think so. Your staff is not going away, but their jobs will be changing. Preparing your crew for what’s coming beats pretending nothing is happening or betting you’ll be retired before it happens.

The Automation Wave Common systems like camera-based quality control, file-based inserting, white-paper workflows, intelligent job management, and automated reprints are no longer emerging trends. Shops that have adopted these innovations can run slimmer crews, but they haven’t initiated widespread employee layoffs. Repurposing workers and normal attrition allow companies to retain talent while simultaneously processing more work with fewer operators.

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The next wave goes further. AI tools now map new customer data files in minutes instead of days. They detect the inconsistencies that used to require an experienced programmer to hunt down manually — something I did a lot whenever we brought on a new customer. Event-driven production platforms can fire off personalized direct mail pieces in response to real-time customer behavior. Instead of relying on only demographic data lists, AI models analyze purchase history and engagement patterns to predict who is most likely to respond. White paper workflows improve productivity by combining small batches into larger units of work.

What Stays Human?

Automation thrives on physical repetition, rule-based decision-making, batch reconciliation, data mapping, and much of the manual QC burden. That is all good.

But it cannot replicate the instinct of someone who reviews a campaign data file and recognizes that a field labeled “account balance” is behaving like a suppression flag and needs to be queried before production. It cannot have a conversation with a client whose triggered mail volume just spiked because a competitor made a surprise move and they need a response in the mail within 24 hours. It cannot catch the subtle content error that passes every automated check but will embarrass a client in front of their regulated customer base.

Those moments that fall outside the normal pattern are where human talent becomes indispensable. The faster and more autonomous mail production becomes, the more meaningful those human judgment calls will be.

Roles Shifting in Automated Shops Jobs in print/mail will evolve. Some roles will shrink, others will grow, and new

ones are already appearing where operations and data intersect.

Someone has to create the rules for automation, change the rules when exceptions occur, and interpret the data and reports generated by monitoring systems. You might call them data workflow analysts. The people in this role need to be comfortable working with data and understand what it means to both your operations and the clients. Using the information to help make operational decisions will be a key function. Someone like this would also handle the work of connecting customer behavior signals with production triggers.

Project managers in print/mail companies have traditionally owned the responsibility for gathering information from customers, scheduling work, monitoring progress, and handling customer communications regarding work in progress. If many of those tasks are eventually transferred to AI agents or customer self-service platforms, it frees up time to take the customer relationship to a new level.

The next generation of project managers will see a client application like a new customer welcome series as a critical customer touchpoint and understand how the mailed communications interact with the entire customer experience across every channel. They will sound an alert when the planned timing, content, or personalization aspects of a mail piece are inconsistent with the client’s objectives. Empower these individuals to have relevant strategic conversations with the clients they serve. They will still be project managers, but the scope of the job will have expanded far beyond managing individual jobs as they come in.

Compliance and quality assurance are other areas where traditional roles can change. Automation does not eliminate compliance risk; it actually increases it. In a highly automated environment, errors can expand at machine speed, making their way into the finished product before anyone notices. Specialists at the print/ mail service provider or in-plant operation will understand the regulatory requirements in financial, healthcare, or legal documents. They will evaluate whether automated checks are handling situations correctly and ensure that document processing is performed as it should.

As producing mail becomes even more automated than it is today, the role of mail operations will shift from “get the mail out the door” to helping clients hit concrete goals like fewer payment delinquencies,

SUBSCRIBE FOR FREE! higher response rates, or better renewal numbers. Mailing professionals can recommend changes to content, timing, or targeting to improve the performance of the mail pieces. A consultative approach is where the industry is heading.

Skills to Build Now The common thread across these emerging roles for mailing professionals is a shift from physical execution toward analytical and communicative work. Data-driven personalization is now a baseline expectation, and the organizations who will get results are the ones with staff who can act on behavioral and transactional data, not just pass files through a workflow.

Customer journey knowledge is just as important. Your staff must understand what events like a signup, a purchase, a late payment, or a renewal mean to their clients. Then they can help their clients make better decisions about the mailed items that support the business objectives.

Marketers don’t always have a great deal of experience with direct mail. They will rely on print/mail partners for more than just production. They will be looking for strategic input on how to make mail work best for them and how to integrate physical mail into their omnichannel campaigns.

This dependency puts an emphasis on communication skills and the ability to look beyond schedules, volumes, and pieces per hour. Automation won’t grow those relationships. That still depends on the people who pick up the phone, ask better questions, and push back when a campaign is off target.

Reskilling Versus New Hiring The case for investing in existing staff is stronger than it might appear. Experienced print/mail professionals have knowledge that is genuinely hard to replace. They have experience with production equipment, materials, postal requirements, client histories, and the many ways that things can go wrong.

That knowledge is a sound foundation on which to build data literacy and analytical skills.

Try pairing experienced operators with data-savvy newer staff on projects requiring both production knowledge and data interpretation. You can also point employees towards short-form online training in data fundamentals, workflow platforms, and customer journey concepts.

Cross-training your staff for QA and compliance review roles builds directly on expertise they already have.

New hiring makes sense when you need a skill that does not exist in the current team and you cannot develop it in time. The goal is a team that blends operational experience with data and client-facing capabilities.

Talking to the Staff How you communicate this transition matters. Honesty and transparency is best: the machines are taking the repetitive work because they do it faster and more accurately, which means human time is worth more on the work that requires judgment and proficiency.

Involve experienced staff in the transition.

Their input on where automation creates new opportunities is valuable, and their participation changes the dynamic from displacement to ownership. Mike Porter at Print/Mail Consultants and PMC Content Services creates content that helps attract and retain customers for companies in the mailing and document industry and he assists companies as they integrate new technology. He welcomes questions from Mailing Systems Technology readers. Reach out to him at www.pmccontentservices.com. Follow @PMCmike on X, or send him a connection request on LinkedIn.

MailingSystemsTechnology.com | JULY-AUGUST 2026

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POSTAL INSIGHTS

NO, SERVICE IS NOT IMPROVING

BY LEO RAYMOND

A

pparently, there are executives in the Postal Service who believe that an aspirational job title or a variety of data manipulations will convince commercial mailers and their rate-paying customers that the USPS is providing “world-class” service that’s only getting better.

Unfortunately for them, the agency has a regulator who prefers facts and figures over spin and obfuscation and, in turn, requires and distributes information that makes the nonsense emanating from the USPS HQ echo chamber all the more conspicuously disingenuous.

Essentially, the Postal Service doesn’t want us to look at what the required data says, and instead wants us to believe the tales of good service they prefer to tell. Unfortunately for them, again, the service scores for the second quarter of FY 2026 (January-March) inconveniently reveal that service performance is getting worse, not better, and is nowhere near deserving of the adulation the USPS awards it.

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Back When Service wasn’t always as bad, and service standards weren’t always as lenient, as is the situation today.

The Postal Service had a dense processing infrastructure, with facilities and transportation networks designed and dedicated to moving mail and packages as appropriate to their price and class of service. Service standards were more stringent and, though they sometimes failed, the USPS still strove to meet them.

All of this looked very disorganized, but it worked, and service was decent.

The people who ran the USPS mostly had come up through the ranks and, even with the burden of institutionalized thinking, they understood how the Postal Service operated and the reasons why, for better or worse, things were the way they were.

The Plan Then Louis DeJoy happened. He was a trucking guy, liked to move stuff in

trucks, and believed his background in operating a trucking company was easily transferable to the USPS. Though he had no evident experience running a postal system, he considered himself competent to identify all the flaws in the Postal Service and define the actions to remedy them — he quipped often about it was all simple to him.

Nine months and five days after taking office, DeJoy issued his 10-Year Plan, and support for it readily became the standard by which DeJoy evaluated who was on his side and who wasn’t.

Those who disagreed were ostracized or forced out, those who chose to go along were retained, and those who enthused about his Plan got featured roles.

DeJoy’s Plan reflected his view of the USPS as a logistics operation moving generic stuff from Point A to Point B. The dedicated networks and the movement of mail by air to achieve service were inefficiencies in the operation; trucks that weren’t full were bad, as was not leaving on time because expected loads weren’t available; and there were too many facilities — “randomly located” in his view — that needed to be consolidated into new superhubs. He ordained that the varied products that the USPS handled were to flow together through an “integrated network” focused on full trucks and efficiency. He would spend tens of billions — raised through aggressive price hikes — to revamp processing facilities and the postal networks to embody his vision.

DeJoy didn’t understand why the postal infrastructure he found was the way it was; if anyone tried to explain it to him, he clearly didn’t listen. At the same time, those who mirrored back to him what he wanted to hear — that he was right — succeeded and advanced.

2025 Fifty-seven months after taking office, DeJoy left the USPS. Implementation of his Plan was only half done; what had been implemented wasn’t delivering as promised; and financial results and service scores were going the wrong way.

Within a few months, David Steiner was hired as DeJoy’s replacement by governors who hoped he could save The Plan to which they were wedded.

Unlike DeJoy, Steiner didn’t have a preconceived notion about a postal network

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so he took the time to learn about what he’d be running.

As we’ve observed before, Steiner’s senior staff are mostly holdovers from the DeJoy era — acolytes who, out of fidelity or self-preservation, want to perpetuate The Plan; Steiner didn’t replace them with his own people.

Consequently, the new PMG is surrounded by The Plan’s true believers and, accordingly, fed their beliefs in The Plan’s virtues and its ultimate success. Among them are executives with academic credentials but no understanding of service or how providing it isn’t always “efficient” according to their industrial engineering texts, and others whose role is to distort actual service scores to make things look better and support the message of “service excellence.”

Request At this point, it would be our plea that David Steiner do three things: (1) look at the bare numbers describing ser-vice

DeJoy didn’t understand why the postal infrastructure he found was the way it was; if anyone tried to explain it to him, he clearly didn’t listen. performance over the past five years and see that service is worsening, not improving; (2) rid himself of staff and advisors carried over from the DeJoy era whose apparent allegiance is more to

The Plan than to providing genuine service and honest service scores; and (3) openly acknowledge that service is bad but that he will work to restore it — in fact, not just in appearance.

Establishing and achieving more challenging service standards; operating bespoke logistics networks designed to meet product-specific service goals; and implementing a processing network to support truly excellent service may be less “efficient” and more costly than what DeJoy’s holdovers would endorse. However, Steiner has said the USPS can do anything if someone will pay for it. In this case, ratepayers continue to pay for a level of service they’re not getting, so making actual service and legitimate scores live up to the publicity — and be worth the price — only seems fair and reasonable.  Leo Raymond is Owner and Managing Director, Mailers Hub. He can be reached at lraymond@mailershub.com. This information originally ran in the Mailers Hub e-newsletter.

MailingSystemsTechnology.com | JULY-AUGUST 2026

13

PCC CORNER

WHY ATTENDING PCC WEEK 2026 MATTERS TO MAILING AND SHIPPING INDUSTRY PROFESSIONALS

BY JEFFREY D. HILLIARD JR.

T

he mailing and shipping industry is constantly changing, and keeping up with those changes is critical for business customers to remain competitive. From new technology and operational updates to changing customer expectations and Postal Service developments, there is always something new and challenging to navigate. That is why our Annual National Postal Customer Council (PCC) Week, taking place September 28–October 2, 2026, continues to be such an invaluable event for the industry.

Hosted by local PCCs across the country, PCC Week brings together mailers, shippers, Postal Service leadership, technology providers, and industry partners for a week focused on education, collaboration, networking, future industry trends, and sustaining industry growth.

One of the key benefits of attending PCC Week is the opportunity to learn more about the tools and strategies shaping today’s value chain. Topics often include automation, equipment enhancements, mail and shipping tracking, address quality, postage optimization, and other technologies that are transforming mailing and shipping operations.

Just as important, attendees gain insight into how those tools align with USPS 14

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programs, compliance requirements, and customer expectations. For mailing and shipping operations teams, service providers, and technology partners, these sessions often offer ideas that can be applied immediately.

PCC Week also gives attendees direct access to Postal Service subject matter experts. The opportunity to ask questions, discuss operational challenges, and hear directly from Postal Service leadership is one of the most beneficial aspects of the week. These discussions can help organizations better understand postal changes, improve internal processes, and plan with greater confidence.

The QR code will direct you to the PCC event locator

Networking is another key advantage of PCC Week. The event creates opportunities to connect with peers across the mailing and shipping industry, meet vendors offering new solutions, and build relationships with Postal Service representatives and industry partners.

Many of those connections continue well beyond the event itself.

For many industry professionals, PCC Week is also an investment in professional development. Educational sessions can support continuing education, expand industry knowledge, and reinforce a commitment to excellence in mailing and shipping operations. Whether someone is new to the industry or has worked in the industry for decades, there is always value in learning from others in the field.

Perhaps most importantly, PCC Week gives the industry an opportunity to be heard. Open dialogue between Postal Service leadership and industry professionals helps create meaningful dialogue that can influence future products, services, and policies.

For anyone working in mailing, shipping, or mailing systems technology, PCC Week 2026 offers more than information; it offers perspective, connection, and practical value.

To find events happening near you, visit the Postal Customer Council Event Locator at https://about.usps.com/ what/business-services/postal-customer-council/pcc-event-locator.htm. Don’t miss the opportunity to connect, learn, and grow with the mailing and shipping community.  Jeffrey D. Hilliard Jr. joined the Postal Service as a Postal Support Employee in May 2012, where he worked at the Santa Clarita, California Processing and Distribution Center. In his current role as Headquarters Customer Outreach Specialist, he helps foster a close working relationship between the U.S. Postal Service and commercial mailers and shippers.

In addition, Jeff is the Postal Co-Chair for the Postal Customer Council Advisory Committee Strategic Innovation Sub-Committee, where his primary objective is to create innovative solutions to enrich Postal Customer Councils.

Jeff’s customer-centric vision presented several job opportunities that he flourished in: Retail Manager and Specialist, Business Service and Sales Development Specialist, Supervisor of Business Mail Entry and Distribution, Retail and Post Office Field Operation Support.

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THINK ABOUT IT

Capable leaders seek to continuously improve their operations with new technologies and new equipment.

They understand the costs, benefits, and impact the changes will have for their department and the company. Drafting and delivering a detailed business case is an effective way to get the approval and support of senior management to implement those initiatives.

When return mail is integrated into the workflow, it stops being a cost center and becomes a source of operational intelligence.

Organizations gain the ability to improve address quality over time, reduce repeat failures, accelerate customer response cycles, strengthen compliance, and audit trails.

— MARK FALLON

— LORI JOYNER-SWETLIN

Consumer awareness of paper recycling performance is strikingly low. Only 15% of survey respondents believe more than 60% of paper gets recycled in the US. The actual rate, per the EPA and the American Forest & Paper Association, is 60–64% for paper and paperbased packaging broadly, and 69–74% for corrugated boxes.

By comparison, plastics are recycled at 13%, glass at 31%, and metals at 34%.

— TWO SIDES NORTH AMERICA

A well-designed mail dashboard provides a framework for bringing all of this information together. It creates visibility into spending, identifies opportunities for improvement, and helps organizations track savings through implementation. More importantly, it turns mail from a largely unmanaged expense into a category that can be actively monitored and optimized.

— ADAM LEWENBERG

Reaching out to your postage payment provider and asking about shipping discounts and promotions is a great way to start. In 2027, for example, the Postal Service is offering a 40% discount on the first 5,000 direct mail pieces if you are a new mailer or haven’t mailed in two years.

— ANN DALEY

Conventional wisdom would suggest that younger consumers ignore print, but Keypoint Intelligence’s research shows otherwise. Over half of respondents across all age groups reported that receiving direct mail or catalogs made them seriously consider a purchase. Print continues to influence buying behaviors across every generation, not just older audiences. — KAREN KIMERER MailingSystemsTechnology.com | JULY-AUGUST 2026

15

What the Data Says About Paper, Mail, and the Environment — and Why It Matters to Your Operation

FROM TWO SIDES NORTH AMERICA

I

f your organization sends transactional mail, direct mail, or printed communications at any volume, you have a stake in how the public perceives the environmental footprint of paper — and right now, that perception is out of step with reality.

Two Sides North America (TSNA) is part of the global Two Sides network, a non-profit with more than 600 member companies spanning the graphic communications and paper-based packaging value chain. Its mission is to correct environmental misconceptions about paper through data, peer-reviewed research, and direct engagement with the companies spreading misleading claims. A cornerstone of that work is the Trend Tracker, a biennial consumer survey commissioned by TSNA and conducted by research firm Toluna, which polls more than 12,000 consumers worldwide to document public perception in hard numbers.

The findings are directly relevant to anyone managing print and mail operations,

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vendor relationships, or sustainability reporting in banking, insurance, government, or the mailing services industry.

Environmental myths about paper are not just a PR problem for paper mills. They are influencing whether your customers opt out of paper statements, whether your procurement team demands unnecessary certifications, and whether your organization’s own “go paperless” messaging is creating a liability it hasn’t examined.

What the Public Believes About Paper Mail The 2025 Trend Tracker Survey findings put consumer misperception in sharp relief. Thirty-eight percent of US consumers think paper and paper-based packaging are bad for the environment.

More than half — 55% — believe US forests are shrinking. Around onethird believe paper manufacturing uses excessive water (36%) or that paper is a significant contributor to greenhouse

gas emissions (34%). Only 15% correctly identified that more than 60% of paper and paper-based packaging is recycled in the United States.

For mailing operations professionals, these numbers have a direct operational implication. When a bank customer sees “go paperless to help the environment” on their monthly statement, they are responding to a message shaped by years of accumulated misperception. The opt-out rate on paper communications is not purely a preference signal; it is partly a response to environmental messaging that the data does not support.

Myth #1: Paper Production Causes Deforestation The claim that making paper destroys forests is the foundational myth driving most anti-paper sentiment. It appears regularly in customer communications, sustainability reports, and procurement guidelines and it is not supported by the evidence.

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The UN Food and Agriculture Organization defines deforestation as the permanent conversion of forestland to non-forest use. Sustainable harvesting, where forests remain forests and trees regenerate, does not qualify. The primary drivers of actual global deforestation are agricultural expansion, urban development, and resource extraction.

US net forest area grew by approximately 10 million acres between 2000 and 2025. Annual harvesting disturbs less than two percent of US forestland — less than the three percent affected each year by insects, disease, and wildfire. More than 11 million family forest owners manage the majority of US private forestland, and sustained commercial demand for paper is one of the primary economic forces keeping those acres forested rather than sold for development.

Myth #4: Sustainable Paper Must Be 100% Recycled “100% recycled content” has become a procurement shorthand for environmental responsibility. The science of paper recycling complicates that assumption in ways that matter for sourcing decisions.

Paper fibers degrade with each recycling cycle. After five to seven passes through collection, cleaning, and re-manufacturing, fibers weaken to the point where they can no longer bond into new paper and must be replaced with fresh fiber. Without that continuous input, recycled paper production would eventually cease. Fresh and recycled fiber are structurally interdependent, not competing sustainability strategies.

A 2022 TSNA greenwashing Myth #2: Papermaking Wastes Water More than a third of consumers believe paper manufacturing uses excessive water, study found that a claim that can appear in vendor questionnaires, RFP sustainability sections, and ESG 65% of consumers audits. According to the National Council for Air and Stream Improvement (NCASI), pro- who had seen such cess water in a modern paper mill is recycled 10 or more times. Nearly 90% is cleaned to claims said those meet strict environmental standards and returned to its source. Approximately one messages influenced percent emains in the finished product.

This is documented, federally refer- them to switch enced process data. For print and mail service providers responding to client away from paper sustainability inquiries, it is the kind of specific, sourced information that belongs in communications. your standard talking points.

Myth #3: Paper Ends Up in Landfills Consumer awareness of paper recycling performance is strikingly low. Only 15% of survey respondents believe more than 60% of paper gets recycled in the US. The actual rate, per the EPA and the American Forest & Paper Association, is 60–64% for paper and paper-based packaging broadly, and 69–74% for corrugated boxes. By comparison, plastics are recycled at 13%, glass at 31%, and metals at 34%.

Paper leads every other common material in the US municipal waste stream. For mail service providers, printers, and their clients in financial services and government, this is directly relevant to any sustainability disclosure or customer communication that touches on the environmental profile of paper-based correspondence.

For managers writing procurement policy or responding to ESG frameworks, this is a meaningful distinction. A mandate for 100% recycled content, without accounting for fiber lifecycle, misrepresents how the supply chain actually functions.

Myth #5: Digital Communication Is Always the Greener Alternative This is the myth with the most direct commercial impact on the mailing industry, and the one most in need of a fact-based rebuttal.

“Go paperless — save the trees” has been a standard line in bank statements, utility bills, insurance correspondence, and government communications for well over a decade. Two Sides North America’s research identifies it as one of the most consequential examples of greenwashing

affecting the print and mail sector. A 2022 TSNA greenwashing study found that 65% of consumers who had seen such claims said those messages influenced them to switch away from paper communications.

The environmental footprint of digital infrastructure is substantial and growing.

According to the International Energy Agency, electricity consumption from data centers, AI systems, and cryptocurrency could double by 2026, equivalent to Japan’s entire annual power consumption, largely fossil-fuel-derived. E-waste generation has outpaced formal recycling by nearly five to one since 2010. Globally, only 22% of electronic waste is properly collected and processed.

The environmental standard applied to a printed statement should be applied equally to the server infrastructure and energy usage, device manufacturing, and e-waste chain behind its digital alternative. Electronic communications are ubiquitous and necessary, but they also come at an environmental cost that should be considered.

What Two Sides Is Doing and Why It Matters to This Industry Two Sides North America pursues misleading environmental claims about paper directly and systematically, on behalf of the entire industry. To date, nearly 220 leading North American companies — more than 1,300 globally — have removed or revised misleading anti-paper claims, removing billions of individual messages from circulation. Two Sides estimates its anti-greenwashing campaign has preserved more than $300 million in annual North American paper, print, and mailing revenue.

That work is not something any individual print provider, mail service bureau, financial institution, or agency can replicate on its own. Two Sides North America operates as the industry’s research and advocacy infrastructure and the findings feed directly into the conversations that mailing operations professionals are already having with their clients, compliance teams, and customers.

The sustainability case for paper and mail is well-documented. The data is there.

The challenge, as always, is making sure the right people have access to it.  The summary Trend Tracker report is available at twosidesna.org/trend-tracker-2025. The full 16-page report, with findings segmented by region, generation, and communication type for sustainability reporting, is exclusive for members of Two Sides North America.

MailingSystemsTechnology.com | JULY-AUGUST 2026

17

CREATING AND PRESENTING A BUSINESS CASE FOR NEW EQUIPMENT

By Mark Fallon

I

n a world inundated with digital messaging, physical communication becomes even more powerful. That includes in-person meetings, live performances, and physical mail. Printed documents stand out amongst the cacophony of texts, email, and social posts. Reading my printed copy of Mailing Systems Technology encourages me to explore topics and authors that aren’t always top of mind.

Likewise, printed bills and direct mail continue to be a key driver in today’s economy. People may pay bills online, but many still want to receive a physical invoice as a reminder and a record. A well-designed mail piece that integrates with a digital platform increases engagement and sales.

Even Amazon sends out physical catalogs to their customers.

The technology used to create that print and mail is changing rapidly. Inkjet and wide-format printers are transforming the production floor. Finishing equipment is being guided by lasers and computer vision. Multi-feed high-speed inserters with envelope printers and tracking systems create finished mail pieces with integrity and personalization.

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When acquiring new equipment, whether for an in-plant or a service provider, managers will need to obtain authorization for the investment. Whether $25,000 or $2.5 million, the purchase needs to be justified. An effective method is to build a business case that clarifies the costs and benefits to the company and their customers. In today’s environment, how the information is presented can be as important as what information is presented.

What is in the business case?

Any business case should include:  Executive Summary - an abridged version of the overall business case.  Opportunity Statement - define the issue, need, or opportunity being addressed.  Impact Statement - explain the difference between the current and future state.  Proposed Solutions - describe the project or acquisition the business case supports.  Basic Project Plan - outline the timeline and resources required for the project.

 Investment - the proposed budget for the project.  Benefits - measurable and intangible gains from the proposed changes.  Restated Summary - provide a logical ending to the document, and restate the argument in support of the proposal.

Although any purchase revolves around the costs, that shouldn’t be the focus of the business case. Rather, the emphasis should be on the opportunity and the benefits presented by acquiring the new equipment. Benefits not just to your department, but the company as a whole.

In the Opportunity Statement, enumerate and describe the challenges facing your organization today. Consider the business problems facing your internal and external customers and how the new equipment can help alleviate those issues.

The Impact Statement describes the new future state. It explains the indirect savings — improved client satisfaction, increased sales, or reduced calls to customer service. Use internal and external resources to build these sections.

SUBSCRIBE FOR FREE! or it may be via a virtual meeting, like Zoom or Teams. While both methods will require the same level of enthusiasm and preparedness, each comes with their own unique challenges.

For both meetings, use the PowerPoint deck as the primary method for delivering the business case. However long the meeting is scheduled for, plan to use only half of it for your presentation. You will be interrupted for questions, and people will have follow-ups after you finish. Have speaker notes printed out, highlighting the key points you must include.

If in-person, have printed handouts at each place setting before the meeting. If an overhead display is available, be sure to use it, and deliver the presentation standing up. Place yourself in the position of authority, even though you may be the lowest ranking person on the organization chart at the meeting.

With virtual meetings, make sure that your camera is on, you are properly attired, the correct background is displayed, and you are well-lit. Rehearse with a co-worker, practicing launching the presentation.

It sounds simple. However, it’s the first impression on the audience, and sets the tone for the meeting. Send copies of the presentation and business case at least two hours before the meeting. Have a printed copy in front of you — just in case.

Internal resources include your employees, your management team, and the departments that are your internal customers. Your employees deal with the issues every day. Uncover what ideas they have about improving the situation.

Externally, consider reaching out to the customers of your company, your peers, and industry experts.

Relate the information gained from these discussions to the impact of the proposed equipment. Where appropriate, use stories and quotes to demonstrate the positive impact of the purchase.

The Benefits section is similar to the Impact Statement. Following the Investment section, this segment should focus on quantifiable benefits and direct savings — dollars, labor, and material — created by the purchase. The previous research can be used to reinforce the calculations.

What format does the business case take?

In the past, business cases were presented as documents formatted as a report. Bound, printed copies were shared in a meeting to review the purchase. Or,

the report was forwarded through the interoffice mail system.

The report format is still needed, but it is only one part of the presentation. The business case should be published as a PDF, as it will be shared electronically. Any links to internal and external sources need to be tested for functionality. Utilize “pull quotes” as graphics in the Impact and Benefits sections.

A brief PowerPoint deck (also published as a PDF) should accompany the report. If possible, each of the sections listed above are condensed to a single page, with a limited number of bullets per page. The format and template should mimic those used by the executive team. Consider asking the Marketing and Communications department for assistance.

How do I present the business case?

The presentation to management needs to be considered a sales presentation — you’re selling your idea to purchase new equipment. That means it isn’t just what you say — it’s how you say it.

Consider your audience and the set-up for the presentation. It may be in-person,

Follow-up After the meeting is over, send a follow-up email to all attendees. If the project is denied, thank them for taking the time to consider the options. Acknowledge the reasons for disapproval, with a commitment to improve future proposals.

If approved, thank the attendees for their support. Restate the positive impact to the company and your customers. Include a brief summary of next steps to acquire and install the new equipment. When operational, have a special event to celebrate the launch of a new future.

Capable leaders seek to continuously improve their operations with new technologies and new equipment. They understand the costs, benefits, and impact the changes will have for their department and the company. Drafting and delivering a detailed business case is an effective way to get the approval and support of senior management to implement those initiatives.  Mark Fallon is President & CEO, The Berkshire Company.

MailingSystemsTechnology.com | JULY-AUGUST 2026

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BY ANN DALEY

NAVIGATING USPS PRICING AND NETWORK CHANGES What mail operations leaders need to know

S

mall and medium enterprises (SME) are the backbone of the American economy. According to data from the Small Business Administration (SBA), there are approximately 36.2 million SMEs, or enterprises with fewer than 500 employees. That’s up from approximately 20 million in 1990, and they make up almost 44% of the US GDP. What do these businesses have in common? They all interact with the United States Postal Service (USPS), whether by sending or receiving mail and packages.

A healthy, reliable, and vibrant Postal Service is important to the American economy, but it is under increasing financial pressure. For teams managing mail and shipping operations, it’s important to understand what these changes mean for your business and how you can ensure your customers receive communications and packages in a timely manner while maximizing postage savings.

What USPS Changes Mean for your Business USPS is consolidating operations and relying more on Regional Transportation Operations (RTO) or hubs. Some mail and packages are moving faster, but for some, 20

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particularly in rural areas, delivery may be impacted. To help reduce costs, USPS is running fewer trucks between local post offices and its processing plants.

If you are a local business and deposit mail in a blue collection box, hand it to your carrier, or drop it off at your local post office, mail deposited after the local cut-off time could be delayed by a day.

SMEs that rely on the Postal Service should reach out to their local postmaster and discuss when mail and package volume must be received to ensure the level of service they expect.

How Mail Operations Leaders Can Adapt to Ongoing USPS Changes As the USPS network changes, pricing shifts, and delivery variability reshape mail operations, teams must rethink how they coordinate and manage workflows.

Keeping pace requires focused adjustments across workflows, timing, and carrier strategy.

1. Reevaluate production and delivery timelines.

Mail is moving through the network differently, and timelines that worked even a year ago may no longer hold. In

some cases, shifting production or induction up by even a day can help preserve delivery expectations.

Revisit key handoffs across the process to ensure timing still aligns:  Are print windows still aligned with delivery targets?  Do vendor handoff times need to change?  Are current SLAs still realistic?

For higher-volume senders, tighter coordination can also unlock USPS promotions or workshare discounts tied to timing and volume. Small upstream changes can prevent downstream delays and help maintain delivery consistency.

2. Plan for sustained cost volatility.

Postage and shipping costs are becoming harder to predict, creating ongoing pressure on budgets, particularly for SMEs with limited flexibility to absorb increases.

But there are steps you can take to maximize postage savings.

Stress-test budgets against potential rate changes, surcharges, and volume shifts to understand where exposure exists.

Reach out to your vendors and learn how to take advantage of presort discounts,

SUBSCRIBE FOR FREE! access shipping discounts, and leverage promotions. While price increases get a lot of attention in the press, opportunities to save often get underreported.

Reaching out to your postage payment provider and asking about shipping discounts and promotions is a great way to start. In 2027, for example, the Postal Service is offering a 40% discount on the first 5,000 direct mail pieces if you are a new mailer or haven’t mailed in two years.

3. Use mail more intentionally.

Mail is still effective when it’s targeted and timed to deliver clear value. That often means reassessing which communications truly need to be mailed and which can be supported or replaced by digital channels. In practice, that can look like:  Prioritizing high-value communications, such as billing, compliance, and critical customer touchpoints where delivery certainty and engagement matter most  Reducing or rethinking low-impact, high-volume sends that add noise and cost without driving meaningful response or customer action  Pairing physical mail with digital touchpoints, using coordinated messaging

and timing to reinforce outreach and improve response rates The goal is to use mail where it will have the greatest impact.

4. Build flexibility into delivery planning and routing.

USPS remains a critical part of the mix, but it may not be the answer for every workflow.

Teams need to evaluate carriers based on cost, speed, and reliability by region and use case. That means making routing decisions based on performance and cost, not just existing relationships.

A more flexible carrier strategy makes it easier to manage costs, improve delivery performance and reduce risk when conditions change. Multi-carrier routing tools can support that approach by helping teams adjust volume dynamically while maintaining delivery expectations.

Mail remains an important channel for customer communications, especially for high-value messages and as part of an omnichannel mix. Quadient research found that 73% of US consumers want companies to communicate across multiple channels, while 68% are concerned

about missing important digital communications due to spam and other digital distractions.

But in the current environment, mail has to be managed with more precision, forcing teams to rethink timing, coordination, and delivery expectations.

Maintaining Stability in an Evolving Postal Environment The pace of USPS change isn’t likely to slow down. Not every pricing update or network shift requires a major strategy overhaul, but over time those changes add up, especially for teams working against fixed schedules and delivery expectations.

The teams that navigate this effectively treat USPS changes as a constant, not a one-time disruption. Build relationships with your mailing and shipping vendors who can help track delivery timing, costs, and performance, and suggest how you can adjust workflows and carrier strategies to maximize savings and achieve the results your business needs.  Ann Daley is Vice President, Global Postal Relations and Compliance, Quadient.

MailingSystemsTechnology.com | JULY-AUGUST 2026

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BY LORI JOYNER-SWETLIN

THE $2 MILLION RETURN MAIL PROBLEM MOST ORGANIZATIONS DON’T SEE

C

onsider a common scenario for a mid-sized financial institution or utility. An organization sends one million First-Class Mail pieces per month with a conservative three percent undeliverable-as-addressed (UAA) rate. That is 30,000 pieces that never reach the intended recipient.

The immediate hard-dollar loss includes print, postage, and materials; typically $0.75 to $1.25 per piece.

But the real impact shows up in the soft costs:  Manual handling and rework  Customer service inquiries  Delayed payments or revenue  Compliance exposure These costs often reach $3 to $8 per piece.

That results in a monthly drain of $90,000 to $240,000 or $1M to $2M annually.

And that is before considering downstream effects like duplicate communications, missed regulatory notices, or breakdowns in customer trust. Return mail is not just waste. It is compounded failure at scale.

The “Lost Mail” Black Hole In many environments, return mail is not just unmanaged… it is invisible.

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Mail pieces that fail initial address checks are often still produced and entered into the mailstream without full tracking. In some cases, they are submitted without a properly applied Intelligent Mail Barcode (IMb), (maybe at the presort house, limiting visibility once they leave the facility.

Without a consistent IMb strategy, organizations lose the ability to:  Track delivery outcomes  Identify failure points  Reconcile returned pieces to source records This creates what can be described as a “lost mail” black hole, where failed communications disappear without insight or accountability.

The Missed Opportunity: Data Already Exists The challenge is not a lack of tools. It is a lack of integration and governance. The USPS already provides mechanisms to capture return intelligence, including Address Change Service (ACS), which delivers:  Electronic notifications of undeliverable mail  Standardized reason codes (moved, vacant, insufficient address)  Change-of-address updates

Additionally, ACS with Secure Destruction (SD) offers a critical advantage for regulated industries such as financial services and healthcare. Instead of physically returning sensitive mail, the USPS securely destroys the piece and provides a time-stamped electronic record.

This reduces:  Physical handling costs  Risk associated with exposed PII In regulated industries, some organizations hesitate to apply address updates because of long-standing legal or compliance interpretations. That caution is understandable, especially in finance, healthcare, insurance, and election-related communications. But in many cases, the barrier is not a rule that says an address can never be changed.

The requirement is usually stronger governance: confirm the source, document the reason, preserve auditability, and define when the update should be applied automatically, reviewed manually, or routed for customer verification. That distinction matters. Without it, compliance becomes an excuse for repeating known failure.  Delays in processing returned mail Yet many organizations continue to rely heavily on physical return workflows: scan-

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Image courtesy of Holon Insights

ning, sorting, and manually rekeying data… because those processes were built years ago or outsourced without full integration back into core systems. In these models, the data exists.

It just doesn’t flow.

Rethinking Structure: From Pipeline to Learning System Most mail operations are designed as linear pipelines: Intake  Production  Delivery  Return In this structure, return mail is treated as cleanup.

A more effective model treats the workflow as a closed-loop system, where every return event becomes actionable intelligence.

Using a structured approach:  IMb data provides visibility into delivery outcomes  ACS feeds supply standardized failure reasons  Return events are matched back to source records  Address updates are applied at the point of origin  Alternate communication channels can be triggered when needed This creates a learning system. Instead of asking, “What do we do with this tray of

mail?” organizations begin to ask, “What is this telling us about our data, our process, and our customer reach?”

That shift changes everything.

From Cost Center to Intelligence Layer When return mail is integrated into the workflow, it stops being a cost center and becomes a source of operational intelligence.

Organizations gain the ability to:  Improve address quality over time  Reduce repeat failures  Accelerate customer response cycles  Strengthen compliance and audit trails.

This is especially important in high-stakes communication environments such as financial statements, healthcare notifications, and election-related mailings, where accuracy and traceability are critical.

In these cases, return mail is not just an inconvenience. It is a signal.

Where to Start Organizations do not need to rebuild their entire operation to begin improving.

Start with visibility:  What is your true UAA rate?  What is your total cost per returned piece?

 How long does it take to correct a bad address?  Where does return data go today?

Then move to integration:  Connect ACS and IMb data feeds to source systems  Establish ownership of address quality  Define triggers for correction and re-engagement The goal is not perfection… It is progress.

Strategy Hiding in Plain Sight Return mail is often treated as the end of the process. In reality, it is the beginning of improvement.

Organizations that recognize this do not just reduce costs. They build communication systems that become more accurate, more responsive, and more resilient over time.

In a world where every touchpoint matters, return mail is no longer operational noise.

It is strategy hiding in plain sight.  Lori Joyner-Swetlin is the founder of Holon Insights, where she helps organizations redesign communication workflows using postal intelligence, data governance, and AI-ready structures. Learn more at holoninsights.

MailingSystemsTechnology.com | JULY-AUGUST 2026

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LEVERAGING USPS DATA FOR MARKETING INSIGHTS

By Mark Rheaume

pieces. These early signals often occur before delivery and enable near real-time follow-up actions.

4. Address Quality Data (ACS and Nixie) Identifies undeliverable addresses and supplies updated information for movers.

This reduces waste and improves future targeting. The Nixie data (UAA and COA separately and combined) increases the accuracy of any ROI calculations as undeliverable pieces, when counted, artificially suppress any ROI calculation.

5. Third-Party Data Appending and Profiling Enriches address records with demographic, behavioral, and financial attributes, enabling segmentation, personalization, and look-alike modeling.

Individually, each dataset answers a specific question. Integrated, they provide a full view from cost and delivery through engagement and customer characteristics.

I

was honored to present a session entitled “Leveraging USPS and Related Data for Marketing Insights” at the 2026 National Postal Forum.

Mailing Systems Technology contacted me to author an article based on that presentation. All credit to Tom Glassman, Everette Mills, and Pam Corbeille-Lepel for their collaboration, expertise, and allowing me to be a part of presenting.

Data-Driven Direct Mail as an Analytical Discipline Modern direct mail has evolved from a purely creative exercise into a data-driven analytical discipline. Industry leading organizations no longer treat campaigns as isolated marketing events; instead, they view each mailing as both a revenue opportunity and a data-generation engine.

The central idea is that USPS and partner data sources, when integrated, connect four essential dimensions of performance: delivery, cost, engagement, and audience intelligence. Together, these transform direct mail into a measurable, predictable channel.

From Fragmentation to Integration Historically, direct mail campaigns followed a linear and opaque process: design, mail, wait, and measure responses weeks later.

Feedback loops were slow and incomplete. Today, the problem is no longer 24

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lack of data; it is fragmentation. Tracking data, postage records, Informed Delivery metrics, and address quality feedback often exist in separate systems. Individually, each provides value; collectively, they unlock exponentially greater insight.

Organizations that integrate these datasets into a unified analytics environment gain a structural advantage. Standard data engineering practices, applied to postal data, enable unified dashboards that transform fragmented signals into actionable intelligence. This shift reduces feedback cycles from weeks to days and improves decision quality across campaigns.

Key USPS Data Sources Five major data categories underpin modern direct mail analytics: 1. Mail Tracking Data (IMb scans) Provides time-stamped visibility into mail movement across the USPS network.

It enables confirmed in-home delivery dates rather than estimated ones, forming the foundation for timing optimization and attribution accuracy.

2. Postage and Payment Data (EPS) Reveals true cost-per-piece across mail classes, presort level, and entry point. This allows precise cost optimization and accurate ROI modeling.

3. Informed Delivery Metrics Captures digital engagement (email opens and clicks) tied to physical mail

Delivery Data as a Strategic Asset Mail tracking is one of the most underutilized assets in direct mail (surprisingly).

Aggregated scan data produces “delivery curves,” showing when mail reaches households across geographies. This enables marketers to proactively:  Confirm actual delivery time/timing  Identify regional delays  Compare performance across entry points and mailing strategies  Align campaign timing with real delivery windows This transition from estimated to confirmed delivery fundamentally improves attribution.

Response windows can be adjusted to reflect actual mail arrival, avoiding misattribution and improving measurement accuracy.

Advanced users go further, building predictive delivery models from historical data to forecast in-home dates for future campaigns. These models enable precise coordination of multichannel touchpoints.

Operational and Multichannel Coordination Tracking data enables real-time actionable synchronization across marketing and operational channels:  Call centers adjust staffing based on confirmed delivery  Outbound sales efforts align with peak response timing  Digital marketing (email, paid media, retargeting) is triggered based on delivery or engagement milestones

SUBSCRIBE FOR FREE! The impact is measurable: higher contact rates, improved conversion rates, and more efficient operations. Even small gains scale significantly across large mail volumes.

Cost Optimization and Financial Accuracy Postage is typically the largest direct mail expense yet is often treated as “fixed.”

EPS data changes this by providing granular cost insights. Organizations can:  Optimize presort levels and mailing density  Evaluate tradeoffs between transportation and postal discounts  Calculate true cost-per-piece based on actual postage paid

consolidate all data sources into a single, actionable interface. Effective dashboards:  Combine delivery, cost, engagement and response data  Visualize trends and correlations (e.g., delivery timing vs. response)  Support predictive modeling for future performance  Highlight actionable insights rather than raw data Over time, these systems enable proprietary performance benchmarks and forecasting capabilities that competitors cannot replicate easily.

The impact is measurable: higher contact rates, Digital Engagement via Informed Delivery improved conversion Informed Delivery bridges the gap between physical mail and digital measurement. It rates, and more introduces an early-stage engagement signal through email opens and click-throughs efficient operations. tied to a specific mail piece. This enables:  Early identification of high-interest Even small gains scale recipients  Real-time digital follow-up (email, ads, significantly across outreach)  Integration of physical and digital cuslarge mail volumes. tomer journeys When EPS is combined with tracking and response data, marketers can calculate the true cost of delivered mail, excluding undeliverable or delayed pieces. This improves ROI calculations and may shift investment toward more efficient segments or strategies.

While the data represents a sample (not all recipients are enrolled), it consistently correlates with response behavior and accelerates campaign feedback loops.

Address Quality and Waste Reduction Undeliverable mail is a significant hidden cost, often representing two to five percent (or more) of a mailing list. ACS and Nixie data provide:  Identification of undeliverable addresses  Updated addresses for movers  Suppression signals for future campaigns Incorporating address quality data improves list hygiene, reduces wasted spend, and increases effective reach. It also refines ROI calculations by focusing on delivered (rather than mailed) volume.

Intelligent Dashboards and Analytics The turning point in data maturity is the creation of integrated dashboards. These

Integrated Insights and Optimization The true value of data emerges when data sets are combined. Integration enables analysis such as:  Cost of delivered and engaged mail  Impact of delivery timing on response rates  Correlation between digital engagement and conversion  Segment-level performance differences  Geographic or demographic patterns in deliverability and response These insights drive strategic decisions that improve targeting, timing, and budget allocation.

Audience Intelligence and Profiling Adding third-party data transforms postal analytics into customer intelligence.

Appended attributes (demographics, property data, behavioral signals, and propensity scores) enable:

 Micro-segmentation and personalization  Identification of high-performing audience profiles  Development of look-alike models for prospecting Data profiling builds a statistical portrait of customers, often identifying distinct segments with different behaviors and preferences. Ideally, these insights directly inform creative strategy and media planning.

Continuous Measurement and Innovation Cycle The most important shift is organizational: adopting a continuous “measure, learn, innovate” cycle. This includes four stages: 1. Collect – Gather all available data after each campaign 2. Measure – Analyze performance across delivery, cost, engagement, and quality 3. Learn – Identify patterns and validate hypotheses 4. Innovate – Apply insights to optimize the next campaign Every campaign becomes both a marketing effort and an experiment. Over time, this produces compounding gains:  More accurate timing models  Better audience targeting  Reduced waste  Improved ROI Organizations that commit to this test-andlearn approach consistently outperform those relying on intuition or static planning.

In Summary The USPS data ecosystem has matured.

Integrated analytics is not optional. It is a competitive necessity. The organizations that will lead in direct mail:  Capture all available data streams  Integrate them into a unified platform  Establish performance baselines  Design campaigns with both results and learning in mind  Continuously refine strategies through iteration The ultimate advantage lies in accumulation: campaign-over-campaign data builds proprietary intelligence that improves forecasting, targeting, and efficiency.

Over time, this becomes a durable competitive asset.  Mark Rheaume is Advisory Engineer, Ricoh USA. MailingSystemsTechnology.com | JULY-AUGUST 2026

25

PRINTING UNITED SNEAK PEEK

What can attendees expect from this year’s show?

By Amanda Armendariz

P

RINTING United Expo promises to be another superb show. Held September 23-25 in Las Vegas, this is more than a trade show; it’s a convergence of the latest technologies and innovations shaping our industry.

While it’s long been a bastion for apparel and wide-format printers, over the past few years, it’s become a must-attend show for mailers as well.

This year, I’ll be presenting a session at PRINTING United on the latest technologies being used by mailers. I’ll be joined

by Paul Bobnak of Who’s Mailing What! and German Sacristan of Keypoint Intelligence, both knowledgeable experts who are sure to bring their sharp insight to the session. As the three of us were discussing our game plan for the session, we got to talking about why PRINTING United

26

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is such a crucial conference for mailers to attend. “Mail doesn’t stand still; marketing and printing technologies continue to evolve to meet the needs of our customers,” Bobnak opines. “As shown by the exhibitors at PRINTING United Expo, it both drives and is driven by technology to be more relevant and personal than ever before, especially for the diverse and demanding audiences of today’s brands and marketers.”

Over one million square feet of exhibit space showcases dozens of companies in the mail and shipping space, covering every aspect of mail and fulfillment, such as marketing, data, automation, prepress, manufacturing, postpress, finishing, inserting, mailing, and tracking.

To get an idea of what exhibitors are bringing to the show floor this year, I

spoke with Kevin Lyman, Director of Marketing and Data at Direct Logistics, about what attendees can expect when they visit his booth and the show in general.

“PRINTING United reflects where the industry is heading and investing, and 2026 will reveal even more applications dependent upon high density roll stock supplies of paper, plastic film, vinyl. PRINTING United attendees are looking for solutions to real operational freight challenges that improve service and reduce costs with simple, seamless implementation.”

Quadient is another booth that mailers will want to be sure to stop by, as they will be showcasing a comprehensive portfolio of document handling and digital print solutions that are purpose-built for high-volume production environments.

SUBSCRIBE FOR FREE! Beyond the Exhibitors It’s not just the exhibitors that attendees can look forward to (although they are certainly a big part!); it’s all the other offerings as well, like the PRINTING AI Pavilion.

As Sacristan notes, “AI can help with production efficiencies, which reduces costs and improves delivery times, but also [can assist] on the print buyers’ side to reduce campaign complexity (especially with respect to personalization; doing profiling, segmentation, etc.). This effectiveness might drive extra print volumes, which are good for printers.”

Inkjet is also still a big focus as it could reduce costs depending on applications and ink coverage, so it will be exciting to see some of these offerings in action.

Additionally, the cXm Professionals Association (CXMPA) will be highlighting customer communications management (CCM) with programming that runs all day Thursday, September 24. This programming will feature focused educational

NEWS RECAP FedEx Completes Spin-Off of FedEx Freight MEMPHIS, Tenn. — FedEx Corp. (NYSE: FDX, “FedEx”) today announced the completion of its spin-off of FedEx Freight Holding Company, Inc. (NYSE: FDXF, “FedEx Freight”), establishing FedEx Freight as an independent, publicly traded company and focused leader in the North American less-thantruckload (LTL) industry. FedEx Freight common stock will begin “regular way” trading today on the New York Stock Exchange (“NYSE”) under the ticker symbol “FDXF.” FedEx will continue to trade on the NYSE under the ticker symbol “FDX.”

sessions, industry networking, and the presentation of the 2026 CXMPA Industry Awards. Topics include everything from workflow automation and operational

Mail doesn’t stand still; marketing and printing technologies continue to evolve to meet the needs of our customers. efficiency for print and mail to postal optimization, mail integrity, and quality controls. As Scott Mulkey, President & CEO, shares, “Customer communica-

tions is no longer a back-office function.

It’s where brand experience, regulatory compliance, and operational efficiency intersect. It deserves its own stage inside the biggest print event in North America.

Our presence at PRINTING United Expo gives print and mail leaders a single day to learn, connect, and recognize the people redefining how enterprises communicate with their customers.”

Bobnak concurs. “At a time when the mailing and shipping industry faces several challenges, PRINTING United Expo reminds us all of the value of community in meeting them. By bringing people together, conversations reveal ideas and build solutions that we can take back to our teams. By working with organizations at the show like Two Sides North America, Envelope Manufacturers Association, IPMA, and of course, PRINTING United Alliance, we find strength in numbers that helps us advocate for the interests of our industry, companies, and communities.”

Canon Adds to Industry-leading Web-fed Production Inkjet Portfolio with New ColorStream 7000 Series MELVILLE, NY, June 16, 2026 — Building on the success of its highly rated ColorStream platform, which has achieved sales of over 2,000 units1 to date globally, Canon U.S.A., Inc., a leader in digital imaging solutions, today announced the addition of the ColorStream 7000 series to its web-fed inkjet portfolio. Offering robust and reliable performance, the new range of presses has been designed to help meet the needs of customers operating in demanding production environments printing on standard offset uncoated and inkjet-treated paper. Developed on an advanced modern technology platform offering long-term serviceability, the series offers high efficiency for transactional applications in particular, while also supporting the growth in direct mail and book production.

DHL eCommerce and USPS enter $10 billion plus, long term exclusive agreement Weston, FL — DHL eCommerce announced a new exclusive multi-year contract with the United States Postal Service (USPS) for last-mile parcel delivery services in the U.S. At an expected value well over $10 billion (USD), the agreement is unprecedented in the 25-year DHL eCommerce-USPS relationship and positions both organizations for long-term competitive success.

BY ADAM LEWENBERG

HOW MAIL DASHBOARDS UNLOCK

HIDDEN POSTAL SAVINGS One of the most famous quotes in business is, “If you can’t measure it, you can’t manage it.” Yet when it comes to mail, many organizations continue to make decisions with limited visibility into one of their largest operational expenses. This is more important than ever as postage costs have gone up a staggering 42-79% over the last five years.

The challenge isn’t a lack of data. In fact, mail-related information exists in abundance. The problem is that it is often fragmented across multiple departments, vendors, USPS accounts, and financial systems. Without a centralized way to collect, standardize, and 28

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analyze this information, organizations struggle to identify savings opportunities or measure the effectiveness of their mail programs.

A well-designed mail dashboard provides a framework for bringing all of this information together. It creates visibility into spending, identifies opportunities for improvement, and helps organizations track savings through implementation. More importantly, it turns mail from a largely unmanaged expense into a category that can be actively monitored and optimized.

Mail expenditures typically fall into three primary categories:

 Mail Equipment and Online Postage – Postage meters, mailing equipment, and online postage solutions used throughout an organization.  USPS Permits and Accounts – Direct USPS accounts used to fund and submit mailings.  Outsourced Print, Mail, and Presort Services – Third-party providers that produce, process, or presort mail before it enters the USPS network.

Understanding these three categories is the foundation of building a meaningful dashboard and uncovering opportunities for savings.

SUBSCRIBE FOR FREE!

Figure 1

Accessing the Data Creating a dashboard is often the easy part. The real challenge is gathering, validating, and standardizing the information needed to populate it.

Mail-related data is rarely housed in a single system. Organizations must often work with Accounts Payable, Mail Operations, Marketing, Accounts Receivable, Development, and external vendors to gain complete visibility into their mail spend.

The process typically includes:  Identifying all mail-related vendors through Accounts Payable records.  Obtaining copies of invoices and account information.  Requesting reporting and transaction-level detail from vendors.  Creating and linking online portal access for all accounts.  Extracting transaction activity, postage statements, and invoices on a regular basis.  Consolidating the information into a centralized reporting structure.

For many organizations, mail equipment and online postage are managed independently at individual locations. This often leads to unnecessary costs, underutilized equipment, duplicate services, and a lack of oversight over contract renewals.

istrative, service, and funding-related fees that may be reduced or eliminated.  Recover dormant postage funds sitting in prepaid accounts, meters, or abandoned balances.  Optimize postage methods. For example:  Moving qualifying mail to presort services: 10-20% average savings  Converting package volume from metered mail to online postage solutions: 25% average savings  Replacing physical return receipts on Certified Mail with electronic alternatives: $1.74 per piece savings

Key Savings Opportunities

Key Metrics to Track

 Right-size equipment by comparing equipment costs against postage usage. We routinely find locations paying for equipment far beyond their operational requirements.  Track agreement expiration dates and renewal activity across all locations.  Identify locations that would benefit from moving from traditional postage meters to online postage solutions.  Eliminate inactive equipment and unused subscriptions.  Review fees and surcharges. Mail vendors often charge numerous admin-

 Equipment details, including model numbers, serial numbers, installation dates, and locations.  Contract expiration dates and renewal status.  Postage usage and spending trends.  Total expense compared to postage spend.  Account numbers and associated billing structures.  Account balances and funding activity.  Advance funding fees and loyalty or reward balances.

The table above outlines the primary data sources required for each category of mail spend.

Once the data is centralized, organizations can begin analyzing each category for savings opportunities.

Mail Equipment and Online Postage

MailingSystemsTechnology.com | JULY-AUGUST 2026

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USPS Accounts Once visibility has been established for mail equipment and postage funding, attention should shift to USPS permits and accounts. This is often where the largest postage expenditures occur and where small operational improvements can generate substantial savings.

Many organizations focus on total postage spend without understanding how their mail is being prepared, entered, and discounted. A dashboard should provide visibility into the factors that drive USPS pricing.

Key Savings Opportunities  Determine whether better sortation levels can be achieved.  Compare internal mail preparation against third-party presort providers.  Identify mail being sent at single-piece rates and determine why discounts are not being achieved.  Evaluate lightweight flats that may qualify for lower-cost letter formats.  Measure participation in Full-Service Intelligent Mail discounts.  Track Sectional Center Facilities (SCF) pallet discounts and destination-entry discounts.  Monitor USPS promotions and incentives being applied to mailings.  Review parcel pricing to ensure access to the most advantageous USPS rate structures.  Compare mailing performance across providers and locations to identify best practices.

Key Metrics to Track  Active CRIDs and permits.  Activity and spending by permit.

 Mail class, volume, postage, and average cost per piece.  Production location and service provider information.  Sortation levels achieved.  Destination-entry discounts received.  USPS promotions and incentives utilized.  Permit renewal dates and account contacts.  Business Reply Mail account activity and fee structures.

Organizations that successfully centralize and manage this information gain a significant advantage in controlling costs and improving operational efficiency.

Outsourced Print, Mail, and Presort Services For many organizations, outsourced print and mail services represent the largest and least visible category of mail spend. Rates, fee structures, and production methods can vary significantly between providers, making benchmarking essential.

Without detailed reporting, it is difficult to determine whether pricing is competitive or whether mailing practices are optimized.

Key Savings Opportunities  Compare service fees across providers and against market benchmarks.  Conduct periodic RFPs to validate pricing competitiveness.  Analyze postage performance between providers to identify best-in-class practices.  Review production processes to determine whether simple operational changes could reduce costs.  Evaluate opportunities to replace physical processes with digital alternatives where appropriate.

 Assess whether certain functions are better handled internally or outsourced.

Key Metrics to Track Presort Services  Locations utilizing presort services.  Vendor information and service agreements.  Presort fees and ancillary charges.  Pickup, non-qualifying piece, and address correction fees.  Invoice details and historical pricing trends.

Outsourced Print and Mail Providers  Contract terms and pricing schedules.  Invoice-level detail for validation and benchmarking.  Service descriptions and production specifications.  Cost comparisons across providers and locations.  Opportunities to simplify workflows and eliminate unnecessary charges.

Bringing It All Together Mail remains one of the largest unmanaged expense categories for many organizations, with businesses spending more than $150 billion annually on postage, equipment, and mail-related services.

The opportunity is not simply collecting data — it’s transforming that information into actionable intelligence. Effective dashboards provide visibility into spending, reveal operational inefficiencies, benchmark vendor performance, and help organizations measure savings over time.

The challenge is that mail data is rarely housed in one place and often requires ongoing maintenance, validation, and analysis. Organizations that successfully centralize and manage this information gain a significant advantage in controlling costs and improving operational efficiency.

The result is not just lower expenses, but better decision-making across the entire mail ecosystem.  Adam Lewenberg, CMDSS, MDC, President/ CEO of Postal Advocate Inc., runs the largest Mail Audit and Recovery firm in the United States and Canada. They manage the biggest mail equipment, postage and mail related services portfolio in the world. Their mission is to help organizations with multi-locations and mail streams reduce expenses, recover lost postage funds, and simplify visibility and oversight. Since 2011, they have helped their clients save an average of 74% and over $112 million on equipment, postage, shipping and outsourced mail service fees. He can be reached at 617.372.6853 or adam.lewenberg@postaladvocate.com.

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