Why Standing still just isn’t in The Delta Group’s DNA. This year has seen the firm invest heavily in interactive digital display technology, install two new Durst fabric printers, and forge a number of overseas partnerships, to name just a few successes. This constant push for growth comes very much from chief executive Mike Phillips. He is also a very “loyal and supportive” boss, with some current employees having been at the firm its entire 23 years. Phillips doesn’t stand still in his spare time for long either, loving nothing better, when he has the time, than jaunting to Peru, Sardinia or Botswana with his beloved bike.
Why It’s been an exciting year at HH Global for chief executive MacMillan. The company published its strongest results for many years, it was awarded the Queen’s Award for Enterprise for International Business and it was added to a Sunday Times list of the fastest-growing UK companies. This success has not gone unnoticed: David Cameron recently invited MacMillan to Number 10 to meet like-minded business leaders. Colleagues say MacMillan remains the driving force behind the firm he took over in an MBO 11 years ago and that his only regret of the past 12 months has been the fall from grace of his beloved Fulham FC.
Why Mills’ appearance in the Power 100 may be all too fleeting, with the supermarket giant’s category buying manager – marketing set to go on maternity leave later this year. However, even though seasoned marathon runner Mills only took on the role in March, she’s already impressed a number of Power 100 voters. A qualified solicitor, she originally joined the supermarket in spring 2012 as one of its inhouse lawyers, before taking on the group’s circa £200m print spend this year after Cedric Clarke took on a new role in IT and telecoms buying for Tesco.
Why A change in strategy at RR Donnelley GDS to focus on mid-tier accounts is paying dividends with the addition of significant new business, especially transactional print. While a lot of that has been under the radar, the firm did flag up the five-year design, print management and transactional deal it inked with insurance giant Allianz in the summer. One source says “based on billings he’s a big deal”. Watson’s profile and approach to publicity is similar to that of his employer – you don’t see or hear much of him. Described as a charming old-school gentleman, one admirer says “I picture him in a cravat”.
Why When news broke in March that Wyndeham would lose a huge chunk of its IPC Media work as the publisher moved to a sole-supplier deal with Polestar, Wyndeham chief executive Utting was exactly the right person to steady the ship. “He’s very calm and collected. We don’t have panics, arguments and raised voices at Wyndeham,” says one colleague. Utting and his team came up with a strategy and the group has secured other work, but not enough, it seems, to save Heron. What this will mean for margins remains to be seen, but with Utting at the helm it will all have been thought through.
Why Integrity Print’s thoughtful and focused managing director is on a mission to adapt the group’s business model before structural changes in its biggest market force his hand. As transactional customers move away from pre-printed stock to ‘white paper in’ solutions, so Cornford has grown the firm’s label and security print operation. At the same time, he stays alert to opportunities for consolidation in the declining parts of the business, and recently picked up the assets of Wyndeham’s Print Direct. He’s also “a lovely bloke who cares about his staff,” according to one associate.
Why Described by colleagues as a true anglophile, Golicheff is renowned for his strategic focus. The business prowess of this charming “espresso-drinking leader” who, says a colleague, “has a habit of underestimating the width of his car”, isn’t underestimated by anyone who deals with him. He’s as sharp as a tack and although 2014 has been relatively quiet, that’s to be expected following the recent completion of a £22m three-year investment strategy in the UK businesses – as soon as it was complete, in typical fashion, Golicheff unveiled another investment plan, this time to the tune of £20m by 2017.
Why “He’s hands-off enough to allow people enough space to flourish and develop the business, but he’s also hands-on enough to know what’s going on – he definitely has his finger on the pulse.” That’s the opinion of one associate of Linney Group’s affable managing director, who sits at the helm of the industry’s biggest family business generating sales of more than £80m from its 34-acre Mansfield supersite. Linney is one of the industry’s nice guys, of that there is no doubt, and he can be absolutely hilarious as per his New Year predictions in this journal at the end of last year, but that doesn’t mean he’s a pushover. He’s also following his own advice about what the industry in general needs to do: “Offer more value-added services and don’t be afraid to do so.”
Why Jenkins was appointed managing director of DS Smith’s UK Packaging Division in May this year. He’s well suited to the role, having served in operations and commercial roles. Colleagues say he is “relishing” his new job and that he has set out a clear vision for the company: packaging is not just about protection, it has to be promotional too, and for that innovation is a priority. A useful rugby player in his day, he also has a 75mph cricket ball bowling machine at home. It is rumoured that management meetings may be held there… 2015 is going to be the year Jenkins’ influence begins to show.
Why Newsprinters’ goal is to be the “best newspaper manufacturer in the world”, and it has augmented its £650m on high-tech printing plants with a further mega-spend on Kodak inkjet heads for hybrid production. The man tasked with overseeing it all is managing director McGee. According to a contemporary McGee has an “extensive knowledge of all things football”. He also appears to know a thing or two about newspaper printing given that 40m of the 60m newspapers printed each week in the UK today are produced on Newsprinters’ presses.
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