Atlas Container (CONT’D FROM PAGE 24)
up every day and be part of a team. Once individuals are released and return home, Atlas considers them “gradu- ates.” At that point, the company relies on the honor sys- tem for attendance and accountability. The program has been shaped in large part by Lavell Maddox, Atlas’s production manager, whom Centenari credits as a key driver of its success. “Lavell is our produc- tion manager and one of the most impressive guys I’ve ever met,” he says. “He understands people, he under- stands the floor, and he understands what it takes to help someone succeed here.” Over time, several participants have advanced into more skilled roles within the plant, creating a pipeline of employees who are invested in staying, learning, and growing with the company. Centenari continues to think about ways Atlas can support their long-term success. One idea under consideration involves transportation, a common barrier to consistent employment. “We’ve talked about establishing a car rental program,” he shares. “It’s still not solidified, but if you can solve transportation for an employee, you solve a lot.”
“We don’t push too far out,” says Centenari. “That’s in- tentional. Staying regional keeps us close to the customer and close to what’s happening in the plant.” Internally, Atlas has taken a similarly straightforward approach to communication. For years, the company held regular, company-wide meetings where financial results were shared openly, including EBITDA and other perfor- mance metrics. The goal was not to turn plant employees into financial analysts, but to give them context for how daily decisions affected the business. That openness,
combined with long employee tenure, has helped Atlas maintain stability through market cycles that have chal- lenged many independents. “It’s not complicated,” Centenari says. “People want to know where they stand.” The Innovator Of The Year At the AICC Fall Meeting in Chicago, Atlas Container was recognized with the BCN/AICC Innovator of the Year Award, an honor that reflected not a piece of equipment or a process improvement, but a people-focused program that has become an central part of how the company op- erates. “It’s hard to find good people,” says Centenari. “That’s just the reality of running a manufacturing business today. So, we asked ourselves what we could do differently, and how we could create opportunities that actually worked for the company and for the people coming in.” About ten years ago, Atlas began working with a near- by correctional facility in Jessup, Maryland, to develop a work-release program focused on nonviolent offenders. The program was designed intentionally, starting partici- pants in plant roles rather than machine operation and al- lowing them to grow as skills, consistency, and trust were established. When the participating employees are still incarcer- ated, they’re considered undergrads. They’re allowed to work outside of the jail and they’re transported to and from the plant on the public bus, which provides structure, re- sponsibility, and a chance to learn what it’s like to show The Emba 245 Quick Set is one of three powerful machines Atlas has added to its lineup over the past few years.
“You do what you have to do to keep the business run- ning,” he says. “But if you can do that in a way that gives people a real opportunity and strengthens the company at The EAM Mosca strapping unit delivers speed and accuracy on Atlas Container’s boxmaking line.. That same practicality that shapes Atlas Container’s labor strategy also guides how the company approaches technology and future investment. Over the past ten years, Centenari estimates Atlas has invested roughly $15 million in equipment, with each decision tied to improving quality, reliability, or flexibility on the plant floor rather than pursu- ing scale for its own sake. “I’m comfortable spending money when I understand exactly what it’s going to do for the business,” he says. “If it helps us run better, serve customers better, or make the plant more reliable, then it’s worth doing.” One recent development reflects that thinking. As an alternative to traditional triplewall, Atlas has begun work- ing with a “double-double” configuration that combines two doublewall sheets to create a structure capable of the same time, that’s a good outcome.” Investing Carefully, Staying Curious
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February 23, 2026
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