Joseph Campbell

• Developed and implemented new strategies and policies to establish long-term business objectives and provide strong and sustainable organizational leadership.
• Led successful integration of recently acquired competitor Poly Cel Packaging.
• Sales increase of 22% resulting in highest annual profit in fifty year history of company.
• Implemented Lean Manufacturing & Office Workflow reducing both costs and customer lead-times.
• Rebuilding of Sales Team and Go to Market Strategy
• Negotiated mutually beneficial long term contracts with strategic suppliers and UNIFOR.

Consulting role providing unique sales training helping sales professionals dramatically increase number of secured weekly meetings with prospective clients.

Complete P&L responsibility for four individual manufacturing locations (Retail Packaging & Display, Pre-Print, Paper Bag and Graphics).

• Developed strategy to become first wide web printer in North America to implement High Definition Flexo printing, resulting in increased sales business development withing both The Colour Group and Corrugated divisions.
• Led Retail Packaging & Display division to the first use of Augmented Reality in a packaging application in Canada.
• As part of the "Trojan Horse" growth strategy, was first in Canada to purchase and install a HP 15500 digital printing press. To this day, AP are still utilizing digital printing as the strategy.
• Spent considerable part of my time with AP developing a culture that focused and both internal and external priorities. This cultural change led to significantly increased customer and employee satisfaction levels.
• Combined sales growth of 24% whist shedding a non profitable division (Gran Packaging).

Oversaw strategic planning and overall operations of all areas with the exception of Finance, managing 140 employees in a Best in Class label and flexible packaging manufacturing facility.

• Successfully navigated divesting of largest customer and sister division SandyLion Stickers.
• Worked with family ownership to find a suitable acquirer of the Labelad division.
• Implemented new policies that had company wide benefits in raw material mgmt, WIP and Account Receivable reduction. These initiatives resulting in cashflow increases of $1.3 million.
• Company wide Continuous Improvement training and projects resulted in $543,000 in savings

Roles included Customer Service Representative to Vice President of Sales.