sources working on it around the clock, scanning social media. The associates will reach out to family members, to friends. They’ll happily do that work for you.” Welch has also benefited from another business prac- tice that is in short supply these days. By taking a long- term approach to the business, instead of instant returns, Welch has benefited in numerous ways. “I’ve said from the beginning that I wanted this to be a 100-year company,” Welch said. “That mindset changes the way in which you do ev- erything. Whether you are considering an acquisition or hiring a key executive or signing a supply agreement, if you aren’t consumed with thoughts of immediate payback it frees you to make better decisions.” The company also acquired a host of ancillary compa- nies that has allowed for powerful vertical integration. “This year we celebrate our 40th anniversary,” Welch
ter of none is typically not a strong strategy. We hold the world record for running 125 setups in an eight-hour shift. We do that because there’s a lot of small customers that need those boxes, and they won’t get them if we allocate running the machinery for customers who are not a good fit for what we do. “Salespeople,” he continued, “need to manage their customers like they would manage a stock portfolio. You need a little diversity. You need security. And you’ve got to have a little bit coming in from a variety of sources. Don’t put all your eggs in one basket.” On April 24, Welch will host an anniversary celebration at its facility, a great way to reflect on past successes and to look toward the future. Welch believes that “you have to grow, or you die.” That being the case, he is very satisfied with the future direction of Welch Packaging, in large part because of the youth injected into the company, which includes his son Brock, daughter Lindsay and son-in-law Joe Stiglitz. Lindsay rose through the ranks from production associ- ate to plant manager and today leads Group Services, en- vironmental health and safety, training, Human Resources and more. Brock worked at another sheet plant in Pennsylvania before returning to Welch. Brock helped to supervise the establishment of a growing graphics business and was part of starting the new corrugator operation. Brock then became Sales Manager, and later, General Manager of the Elkhart Campus. He was subsequently named Chief Oper- ating Officer for Welch Packaging. “In the leadership team that we have running our 26 businesses, I am by far the senior member. Most of our leaders are going to be here another 10 to 20 years. There is so much youthful energy in our company. In contrast, looking around at the industry, it looks a lot more like me than it does our kids’ generation.” Certainly, the company’s acquisition ambitions have not waned. Five acquisitions were completed in 2024, includ- ing first-time entry into Pennsylvania and Grand Rapids, Michigan, as well as expansion in Indianapolis, Indiana, and northern Ohio. Last year also saw the establishment of a third Fosber corrugator operation in Wooster, Ohio, named OHCorr and the installation of Welch’s first digital press. Another key component of the company’s strategy of acquisition is a further example of planting seeds, but this time the seeds are Welch’s high-performing employees. “By introducing some of our current associates into companies we acquire, we can inject our history and legacy in a brand-new place and bring everyone togeth- er. To build that from the ground up is very daunting and time-consuming. But we have managers who can bring people into the fold quickly and make them feel at home.” Andy Rieth was impressed enough by Welch and the company culture, he came out of retirement and has filled a number of roles.
said. “Much of which can be attributed to the careful, de- liberate pace of our growth. We are now benefiting from economies of scale. Creating boxes is our core business. But if we own a partition company or a freight company or a pallet company, that just grows our channel of distribu- tion. And by joining our network, those companies can get huge jumps in sales instead of starting from scratch.” “I’ve had the same public accountant for the entirety of the company,” Welch continued. “Whenever he’s asked over the years why we are buying a certain company, I’ve always told him the same thing: We are planting seeds. Now, at the ripe old age of 40 those seeds have grown and blended together, and we can offer even more value to our customers.” Welch Packaging also operates under the belief that there needs to be discretion, as well as execution, in any business plan. You can’t be all things to all people. “We are not the perfect supplier for all customers,” Welch said. “No boxmaker is. I see that as one of the big- gest shortcomings of our industry. Companies don’t have the discipline to know who they are and who is a good customer for them. You must remain focused on your core competencies, so that the customers you do service will get the absolute best service. Jack of all trades and mas- Welch Packaging ’ s credo is simple, but powerful. Treat people with respect. Make them feel valued. Let them know they will be safe and secure.
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