Board Converting News, April 20, 2026

April 20, 2026

VOL. 42, NO. 16

BoardConverting Serving the North American Corrugated and Folding Carton Industries Since 1985

Bob Cohen Inducted Into AICC Hall Of Fame At Spring Meeting BY ASHLEY PRAZYCH Last Tuesday morning at the AICC Spring Meeting in Carlsbad, Cali- fornia, members gathered to recognize one of their own. Bob Cohen, President of Acme Corrugated Box, was inducted into the AICC Hall of Fame, an honor reserved for those whose contributions have shaped the independent sector over time.

AICC Spring Meeting In Carlsbad A Sunny Success The AICC Spring Meeting in sunny Carlsbad, California welcomed over 700 members of the independent corrugated community, in- cluding box makers, suppliers, and guests for several days of networking, learning and engaging discussion about the current and future state of our industry. Taryn Pyle, AICC’s Director of Education, will retire at the end of June after more than two decades with the organization. Pyle has played a pivotal role in shaping AICC’s educa- tion platform, including Packaging University, partnerships, and a wide range of seminars and training programs. Rebecca Rendon, who has worked alongside Pyle over the past year, will assume the role moving forward. AICC Chair Terri-Lynn Levesque intro- duced her theme of “Legacy in Action,” which was centered on developing the next gener- ation of leadership within independent com- panies. It was a concept woven through the week’s sessions. Many of the sessions and presentations focused heavily on common business chal- lenges for independents. There were en- gaging discussions and compelling keynotes

Cohen was not in attendance to receive the recognition, as his son later joked that his air travel days are behind him. Instead, AICC Chair- man Terri-Lynn Levesque presented the award, and his sons, Jeremy and Eric, accepted on his behalf following a tribute video that traced his career and the growth of the business. In 1981, AICC began its Hall of Fame Awards. This award is present- ed by the association to the person or persons who have contributed greatly to the benefit and welfare of independent converters every- where. For those who have crossed paths with Cohen, the recognition came as no surprise. A Business Built From The Ground Up Like many stories of independent box makers, Cohen’s path into corrugated began with his father. As the son of Russian immigrants, Cohen’s dad built the early foundation of the business after starting his own industrial rag operation. The company that would become Acme CONTINUED ON PAGE 20 Eric Cohen, left, and Jeremy Cohen of Acme Corrugated Box, accepted the AICC Hall of Fame honor on behalf of their father, Bob. Terri-Lynn Levesque, right, presented the brothers with the plaque.

CONTINUED ON PAGE 3

WHAT’S INSIDE

6 x x 8 x x 12 x x 26 x x

4 Brookfield Completes Acquisition Of Fosber

Annual Cost To U.S. Companies Due To Poor Leadership Morelli Presents To Women In Packaging At Spring Meeting

14 AICC Emerging Leaders Continues To Grow

EVERYTHING CORRUGATED UNDER

Congratulations, Bob! The employee-owners of SUN Automation Group proudly congratulate you on your induction into the AICC Hall of Fame and thank you for your lasting contributions to the corrugated industry.

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AVERAGE CONTAINERBOARD PRICES The average prices reported are tabulated from prices PAID by various sources throughout the United States the week previous to issue. Prices in some areas of the country may be higher or lower than the tabulated average. The prices tabulated here are intended only for purposes of reference. They do not connote any commitment to sell any material at the indicated average. Transactions may be completed at any time at a price agreed upon by seller and purchaser. REGION 42# Kraft liner 26# Semi-Chem. Medium $ 900.00-925. 00 $ 825. 00 -$850.00 U.S. Average CANADIAN LINERBOARD & MEDIUM The average prices reported are tabulated from prices PAID by various sources throughout Canada. Prices may be higher or lower in various areas of the country. The prices tabulated here are intended only for purposes of reference. They do not connote any commitment to sell any material at the indicated average. Transactions may be completed at any time at a price agreed upon by seller and purchaser. Prices are Canadian $ and per metric ton. 42# Kraft Liner 26# Semi-Chem Medium East $970.00 $960.00 West $1,015.00 $995.00 REGION

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AICC (CONT’D FROM PAGE 1)

Share the story of your company’s success with an ARTICLE in Board Converting News. The corrugated and folding carton industries are waiting! Brand Owners, Converters & Decision-Makers READ BCN Don’t keep it a secret! Articles generate leads for converters and suppliers!

on leadership succession strategies, the growing role of emotional intelligence in driving performance, and how AI is beginning to influence ERP systems, plant operations, and cybersecurity. Beyond formal sessions and networking opportunities, attendees enjoyed the California sunshine on the pickle- ball courts and golf course; young industry professionals visited Karl Strauss Brewery for the Emerging Leaders out- ing; and animal lovers explored the San Diego Safari Park. AICC will co-host Corrugated Week 2026 with TAPPI in Fort Worth, Texas September 28-30.

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Brookfield Completes Acquisition Of Fosber

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Marco Bertola, who has been with Fosber for more than 25 years, will serve as Global CEO of Fosber: “Today marks the beginning of a new era for the Fosber Group as we are acquired by Brookfield. Fosber has a long history of success built on state-of-the-art technology, exception- al service and a reputation for quality that is recognized across our industry. What truly sets us apart is our people and the customer-first culture they embody every day. We are strong — and ready to do even more. Under Brook- field’s ownership, we will have greater access to capital, technology, and a global network that will accelerate in- vestment in R&D, innovation, and growth. This partnership strengthens our ability to serve customers, expand into new markets, and unlock our untapped potential.” Brookfield’s private equity business brings deep global expertise in industrials and manufacturing, developed over two decades of building and operationally transforming businesses that provide essential products and services. Amtech Delivers Visual Analytics, Performance At CDP Concord, North Carolina based Complete Design & Pack- aging (CDP) is on a mission to create better packaging and display solutions. With over 200 employees, CDP designs and manufactures custom corrugated packaging and dis- plays. Their high-speed printing delivers high-quality, intri- cate designs with a commitment to investing in the latest technology to give their packaging a competitive edge. CDP seeks to cultivate brand excellence and foster a community of innovators who positively impact one anoth- er. Through creative packaging and display solutions, they create a lasting experience for all customers. The Challenge CDP, a long-standing Amtech Encore ERP customer,

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Amtech (CONT’D FROM PAGE 4)

Visual Analytics solution, drawn to its intuitive interface and customizable dashboards. The user-friendly nature of the tool made it easy for employees across the organiza- tion to access and understand the data, empowering them to make informed decisions. Amtech’s Visual Analytics is a management-focused solution that collects then serves valuable business intel- ligence from the entire family of solutions in real time, it allows users to make decisions improving business per- formance and success. An aggregation tool that sorts through multiple layers of data, Visual Analytics delivers preconfigured and custom dashboards, eliminating the need for multiple systems to produce reports from stale, out-of-date data. Benefits and Impact For CDP, they have significantly benefitted from roll-out of Amtech’s solution. This includes: • Improved decision making: AVA supports CDP in making data-driven decisions

has relied on Amtech’s solutions for a wide range of op- erations, from order entry to production, shipping, and invoicing. Despite their positive experience with Amtech, they faced challenges in effectively analyzing and visual- izing their data. To address these challenges, CDP sought a solution that could provide real-time insights into ship- ping performance, production, sales, and financial per- formance. The goal was to democratize data across the organization, making it accessible and understandable for everyone. The Solution CDP recognized the need for a powerful data analysis tool to enhance their operations and decision-making ca- pabilities. After careful evaluation, they selected Amtech’s

• Enhanced collaboration: The ability to share interactive dashboards has fostered better collaboration and communication among teams • Increased efficiency: Streamlined pro- cesses led to increased efficiency and cost savings • Enhanced reporting: the tool has enabled the company to generate customized re- ports and presentations, providing valuable insights for management and stakeholders “Amtech’s Visual Analytics has provided us with the insights we need to make data- driven decisions and improve our overall performance. The user-friendly interface and customizable dashboards make it easy for our team to access and understand the data,” said Scott Sumner, Vice President, CDP. Future Plans CDP says that it is excited to explore the potential of AVA in further enhancing their operations. Future plans include: • Leveraging AVA to automate report gen- eration and improve efficiency in financial management • Utilizing AVA to track on-time shipments and gain insights into shipping performance • Integrating AVA with quality data to ana- lyze printing and cutting performance. “Amtech's Visual Analytics has played a vital role in helping us achieve our busi- ness goals. By providing a powerful tool for data analysis and visualisation, the solution has enabled us to make more informed de- cisions, improve efficiency, and enhance overall performance,” concluded Scott Sumner.

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The Annual Cost To U.S. Companies Due To Poor Leadership Transitions: $1 Trillion BY LEN PRAZYCH “That is a very, very big number. To put that into perspective, if you want- ed to spend $1 trillion, you would need to spend $1 million a day for almost 2,800 years! It's a massive, massive figure. What that number represents is the annual value destruction that occurs in U.S. companies due to poor leadership transitions.” These were the mind-blowing numbers—and what they represent- ed—Matt Eichmann presented to more than 200 box makers, suppliers, and guests in the Costa Del Sol Ballroom of the Omni La Costa Resort & Spa in Carlsbad, California, during the opening session of AICC’s 2026 Spring Meeting. (Eichmann defended the suggestion by saying that wasn’t “his figure,” it was generated by a bunch of academics.) The topic of his keynote presentation was to talk about how we as an industry can combat that figure.

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“My goal here today is to get you to think a little bit. You may not agree with everything that I have to say. That's cool. You might agree with what I have to say. That's also cool. But regardless, my job is to get you to think a little bit. I believe the best leaders are outstanding teachers. And so, the best way I can teach you today is to give you some things to think about.” But first, a little bit about Matt Eichmann. As Greg Jones of SUN Auto- mation Group said in his introduction, Eichmann is a rare blend of global operational manufacturing experience, from senior finance roles serving as chief of staff for a mining company in Ghana to a leading major plas- tics manufacturer in Canada. He later served as the first chief marketing and sustainability officer at Greif. His decade of experience inside the in- dustry gives him a grounded real-world perspective that manufacturing and packaging leaders appreciate. Matt specializes in developing and scaling leaders while strengthening teams for maximum performance. A former U.S. Marine officer, he holds a degree from the U.S. Naval Acade- my and the University of Denver and has completed executive programs in both Kellogg and the Department of Business School. He is the found- er and leadership advisor at Catalyst Point Leadership Advisors. Legacy In Action So, yes, Matt Eichmann is passionate about leadership development and the impact that leaders have on organizations and on the world. CONTINUED ON PAGE 10 Matt Eichmann gave an impactful presentation at the AICC Spring Meeting.

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“Legacy in action is not about grandiose visions, nor is it about any kind of crazy plans. It is about the relentless execution of small details performed day in and day out. It's about maintaining standards, clean plants, safe facili- ties, but probably even more important than that, it is ex- plaining to the next generation why those standards even exist in the first place, so that they then have the agency to deploy those standards as they see fit. It's about teach- ing that next generation why trust is absolutely critical to everything we do in business and in life. That's legacy in action.” Eichmann explained that “legacy in action” is about vis- ible, felt leadership, which is about getting out from behind the computer, onto the shop floor, walking the floor. It's about sitting kneecap to kneecap with your customer. It's about going out on the road to meet a prospect. And prob- ably biggest of all, it's about putting your arm around that colleague when they're struggling. Telling them it's going to be all right. “It's also about getting that next generation ready to “rock and roll,” he said. “Gen Zers don't want a museum. What they want is momentum. They want to know that their work matters. They want to see purpose. They want to know that they're contributing to something bigger than themselves. They do good work. They're just motivated a little bit differently.” Showing a series of slides, Eichmann explained how

“I personally believe that the world needs better leaders than ever before,” he said. “What I want to do is I want to talk about a term that Terri-Lynn Levesque referenced earlier. That term, ‘legacy in action,’ is not a passive con- cept. It is, in fact, an active mindset. What we want to be

doing is not waiting until the end of a career to count on a legacy. What we want to do is build that legacy and action mindset into everything we do day in and day out. In fact, most of us this morning have already executed on various activities which are part of our legacy.” Legacy in action, Eichmann in-

Matt Eichmann

sisted, is really about the compounding effect of how you build people. Citing the shocking one trillion-dollar figure mentioned in his introduction, he said that what that figure really represents is not the cost of poor succession plan- ning by itself. It is not the cost of poor strategic planning by itself. What it is, he said, was building a business but failing to build the people that have the power of the busi- ness long after they're gone. That's what that one trillion number represents. It's a failure to execute on legacy and action activities. “This failure has deep consequences,” Eichmann said.

CONTINUED ON PAGE 12

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with you and extended loyalty to you, who trusted you. It's about the communities that embraced you as you grew your businesses. It’s the satisfaction of knowing you were present in your community. And finally, it's about the peo- ple who advocate for you long after you're gone.” In closing, Eichmann posed a series of questions: “If you were gone for 90 days, you got sick or incapacitated or whatever, would your standards still hold? If your peo- ple understand the standards, would they still hold? Would your decisions get better or would they stall? Would your margins remain relatively stable or prone? Would your people feel steady or would they be exposed?” While the audience was thinking about those deep questions, Eichmann stressed that “legacy” is going to start with the “next action you take” and offered four things for attendees to think about for the rest of the week: • Recommit to one standard that you have let slide. It doesn't matter which one it is.

we know that higher engaged teams outperform lower en- gaged teams in just about every metric you can measure. They produce more profits. They are safer. There's lower turnover, etc. And the big takeaway is that the leader is directly responsible and attributable for the attitude and the health of that team. You can see that. “Every business in this room, including my own, has a future. The question becomes, are we allowing that future? Are we coasting into it? Or are we intentionally taking steps to prepare?” Food For Thought Legacy in action is really about the leaders that you choose to develop day in, day out, Eichmann insisted. “It's about the employees who found stability and were able to build wealth, contribute to their families, do their work with you. Legacy in action is about the customers that stayed

• Find a way to remove yourself from a “bottleneck” situation—we all have them— and let someone else make a call. • Coach somebody who protects your margin. There's a lot of people working in your business that don't see the P&L or the cash flow statement. Find ways to introduce those statements to those people and teach them about it. • Pick one leader to invest in and tell them. “And if you remember nothing else from what I've just been pontificating about over the last 15 minutes, please remember this,” Eichmann concluded, “Legacy happens on every single shift. It happens at every single moment. Think about that.” Morelli Presents To Women In Packaging Tonya Morelli of The Morelli Group deliv- ered a message that felt familiar to many in the room at last Monday’s AICC Women in Packaging Breakfast: Leading at a high lev- el requires deliberate choices, and without them, it can be easy to lose yourself along the way. A University of Illinois Chicago graduate with a background in communications and broadcasting, Morelli did not begin her ca- reer in corrugated. She entered sales first, gaining early experience that shaped how she listens, builds relationships, and han- dles rejection. These skills would later carry into her work in packaging and print. More than 20 years into her career, she has worked across many roles, helping

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Haire Group congratulates Bob Cohen on his induction into the prestigious AICC Hall of Fame. Over an extraordinary 57-year career in the corrugated industry, you have made a lasting impact on countless people and companies in the industry. We are proud to join in the celebration of your achievements and this well-deserved honor.

Morelli (CONT’D FROM PAGE 12)

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guide the transformation of a multi-facility packaging plat- form serving national brands. But as she told the room, the path was not defined by title progression alone. It unfold- ed alongside marriage, four children, and the realities of working in a family business. Coming into the family-owned Huston Patterson Print- ers as the owner’s daughter, Morelli said she felt a con- stant need to prove herself. In an industry where she was often the only woman in the room, credibility was some- thing she worked to build over time.

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That growth at work was happening at the same time life at home was getting fuller. As the VP of Sales and Mar- keting, travel, territory management, and long hours even- tually became difficult to sustain. It was during that stretch that her perspective began to shift. “You can do all of the things,” she said, “you just can’t do them all at the same time.” She described the exhaus- tion as more than long hours. It was the weight of balanc- ing work, family, and growing expectations. She shared vi- brant looking photos of herself where she recalled feeling completely drained and tired. From the outside, she noted, it rarely looks as heavy as it feels. Inside the business, the pressure was building as Mo- relli audited the company for ways to save money and align the business with her big goals for growing it. That process led her to make some tough calls that weren't just operational. Some of the decisions affected people who had been part of the business for years. In a family company, those decisions carry a different kind of weight. Morelli spoke about that with care, emphasizing respect for what had been built while also recognizing the responsibility to move the company forward. As she stepped further into leadership taking on the role of President, her understanding of the role changed. Early on, she believed leadership meant carrying every problem, every decision, every outcome. Over time, that approach proved unsustainable, especially as she juggled her growing family with college sweetheart and fellow in- dustry veteran, Joe Morelli. Instead, she focused on building structure within the

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Morelli (CONT’D FROM PAGE 14)

organization: a clear set of priorities, defined accountabili- ty, and a consistent operating rhythm. The turnaround that followed centered on a small number of core metrics like safety, quality, delivery, and cost, supported by straightfor- ward processes and ownership at every level. Morelli acknowledged the fatigue that comes with hold- ing together a business, a family, and a set of expectations, often without showing strain. From the outside, she said, it can look manageable. Internally, it’s much more complex. That reality became more tangible during a critical point in the business, when she personally guaranteed financing to keep operations moving, tying the company’s future di- rectly to her own.

“I knew we were going to figure it out,” she said. “I just didn’t know how yet.” Huston ultimately stabilized and improved perfor- mance, growing before being sold in 2022. Morelli said the decision reflected both business considerations and the need for alignment within the family. It also created space to separate business pressures from personal re- lationships. Following the sale, she transitioned into a broader operational role within a larger private equity or- ganization, which required a bit of a mindset shift. Without ownership of the business, Morelli said she had to reconsider how she defined her value outside of title or role. It is a question she now raises in conversa- tions about leadership, particularly with others navigating similar paths. Her work today includes mentoring and supporting the next generation of leaders, with a focus on those build- ing careers in manufacturing and packaging. She speaks often about leadership development, family business dy- namics, and the balance between career and home. Some of the most important lessons, she said, are not learned in the plant or the boardroom, but around the dinner table. Her message to the audience reflected that perspec- tive. Leadership is not only about performance or growth, but also about making intentional decisions; what to priori- tize, what to step away from, and when to speak up. Morelli closed with an enouraging note for anyone nav- igating leadership in the industry: “You don't need more time. You don't need permission. You already have every- thing, every tool you need to be ready. You just have to trust yourself.”

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AICC Emerging Leaders Continues To Grow

President Mike D’Angelo joined that session to provide an update on AICC, followed by breakout sessions that al- lowed Emerging Leaders to connect and network. During this week’s meeting, EL also hosted an in-person training led by Jack Fitterman of Liberty Packaging. Later this year, in addition to the quarterly C-Suite we- binars, EL will host a new member webinar, which will be open to any members who have joined EL within the past year. The session will give newer members an opportuni- ty to meet committee members and delegates, while also learning more about the program and AICC as a whole. Brant also gave a special thanks to fellow colleagues, Evan Clary, Senior Delegate, and Nicholas Catania, Fresh- man Delegate, before sharing about his own journey in the program. “Emerging Leaders has been fantastic for me, both per- sonally and professionally. I’ve grown my network tremen- dously and have seen continued success in my career. I’ve even made some lifelong friends being in this group.” AICC Chairman Terri-Lynn Levesque reinforced the im- portance of continued participation in the program. “As a former junior delegate for Emerging Leaders, I am living proof that the program needs to continue,” she said. “I ask every single person in this room to go back to your com- panies, find one person that you can enroll in the program. We have a duty to make sure that program continues to thrive. And there's no better way to leave a legacy than to get somebody involved in Emerging Leaders.”

AICC’s Emerging Leaders (EL) program continues to build momentum, with steady growth and expanded program- ming highlighted during an update at last week’s Spring Meeting. Junior delegate Cody Brant, Midwest Sales Manager for AG Stacker, shared an overview of the group’s current membership, recent activity, and plans for the year ahead.

There are currently about 160 active members in the Emerging Leaders group, all under the age of 35 and comprised of a fairly even mix of suppliers and converters. Last year in 2025, the EL group

Cody Brant

welcomed 39 new members, making it a one of its best years on record. So far this year, we have five new mem- bers, which is a promising start. At the end of this 2026, EL will recognize seven graduating members. 2025 was a busy year for the Emerging Leaders. It hosted four C-suite webinars, two virtual trainings and net- working events, three in-person trainings, and four in-per- son networking events. This year, EL will continue its quarterly C-suite webinar series, with the first already completed in January. AICC

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Bob Cohen (CONT’D FROM PAGE 1)

allowed it to expand its manufacturing capabilities. He began with a small group of machines—a letter- press, a taper, and a splitter—at a time when that was enough to establish a presence. From there, the business expanded as opportunities presented themselves, adding equipment, adding capacity, and gradually taking on more work. Some of the more consequential decisions came lat- er, including the purchase of corrugators before having a clear place to install them. The move forced another relo- cation and pushed the company beyond the limits of its existing footprint.

Corrugated Box took shape gradually, shaped by necessi- ty, resourcefulness, and opportunity. After serving in the Army and earning a degree in his- tory from Penn State, Cohen returned home and stepped into Acme Corrugated alongside his family. In his remarks, Jeremy shared, “My dad left the Army on a Friday in 1969, then took two days off and came to work Monday morn- ing. So that's just the kind of person he is. That's his work ethic.” The operation at the time was spread across several buildings in Philadelphia, working with equipment that re- quired more effort than efficiency.

“I think as an entrepreneur, sometimes you do things that don’t make sense on the face of it,” Cohen said. The addition of the corrugators pushed the company beyond the limits of its Bensalem footprint and necessi- tated relocating to a 234,000 square foot location in Hat- boro, Pennsylvania. Under Bob's leadership, ACME has continued to prosper and expand, with the current man- ufacturing facility boasting over 320,000 square feet of state-of-the-art manufacturing equipment, near 300 em- ployees, and nearly 160 delivery vehicles. Acme has come a long way from North Philly with five employees and one delivery truck. Leadership Without Pretense Those who have worked with Cohen tend to describe him in similar terms, regardless of how long they’ve known him. “He’s direct, straightforward, no baloney,” said Adam Josephson, Founder of Sakonnet Research. “And he’s ex- ceedingly generous with his time. If you ask for his per- spective, he’ll give it to you honestly.” That approach extends to how he makes decisions. He is not easily rushed, and those who have tried have learned quickly that it is not worth the effort. “You’re not going to rush him into a decision,” D’Angelo said. “And there’s usually a lesson in that.” Arnie Kaplan, President of Bell Containers, sees the same qualities in how Cohen carries himself day to day. “He listens,” Kaplan said. “He’s not the talker, he’s the lis- Acme Corrugated’s origins date back to 1918, when Edward J. Cohen rode his wagon full of scrap paper through the dusty streets of Philadelphia in search of buyers.

Burton ‘Bob’ Cohen

“We had very primitive corrugated equipment,” Cohen recalled. “We would fabricate boxes, slot them one at a time, and tape them by hand. I even used to load the trucks by throwing bundles of boxes out the window because it was faster than bringing them down the freight elevator.” It was small-scale, but Cohen always did what was needed for his customers. That early exposure to doing the work by hand and finding creative solutions stayed with him. It’s reflected in how he has approached the busi- ness since, and in how others describe him today. “Bob is the independent’s independent,” said Mike D’Angelo, President of AICC. “He built something substan- tial, but he never lost sight of what it takes to run a busi- ness day to day. He’s always been willing to share what he’s learned, what’s worked, and what hasn’t.” Decisions That Shaped The Business Acme’s growth did not hinge on a single turning point. It came through a series of moves that, at the time, carried risk and required patience. In the early years, Cohen consolidated operations into a one-story facility in North Philadelphia, bringing togeth- er a business that had been spread across multiple ware- houses. A decade later, the company moved again, this time to Bensalem, where additional space and equipment

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Bob Cohen (CONT’D FROM PAGE 20)

Board Converting NEWS INTERNET DIRECTORY

tener. But he understands exactly what’s going on, and when he speaks, people pay attention.” Kaplan added that Cohen’s reputation as a competitor reflects that same mindset. “Firm but fair. If he’s walking in the door, it’s because he believes he can do the job right. He’s not doing it for show.”

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Air Conveying Corporation is a leader in the industry of Pneumatic Conveying Systems and has been in business since 1968. As an equipment manufacturer rather than sim- ply a sales organization, we have complete control over the quality of material and products which make up your pro- posed system. Our equipment is found in printing, folding carton and corrugated plants throughout the world. We've been designing, manufacturing and engineering pneumatic conveying systems since 1984. We partner with our customers to ensure they operate efficiently and guar- antee our systems meet or exceed their specifications. ASDI specializes in full pull-through systems trim separators, and NFPA compliant systems with full electronic controls. AMTECH SOFTWARE www.amtechsoftware.com AIR SYSTEMS DESIGN, INC. www.airsystemsdesign.com Amtech offers the industry’s most innovative and com- prehensive corrugated and packaging ERP, integrated scheduling software, and engineered automation technol- ogy. For over 30 years, Amtech has kept our customers competitive in an ever-changing economy with customer digital storefronts and workflows, business intelligence, automated scheduling for corrugators, converting and shipping, proactive roll stock and inventory management. APEX INTERNATIONAL www.apexinternational.com World’s largest Anilox and Glue & Metering roll manufac- turer, providing the widest selection of corrugated engrav- ings and complementary services. Anilox engraving options available from our North American manufacturing facility include elongated 75°, 60°, 45°, plus Apex’s patented GTT technology. Glue rolls are produced with Hardened Stain- less Steel and a max TIR of 10 µ for Single, Double Facers.

Across those perspectives, there is a consistent thread: someone who does not rely on presence or personality to Acme Corrugated has grown into a state-of-the-art 320,000 square foot facility in Hatboro, Pennsylvania. Inside Acme, that same approach shows up in how the business is run. Cohen has long emphasized communica- tion and transparency, holding regular meetings and mak- ing a point to explain to his team not just what decisions are being made, but why. For example, when new equip- ment purchases are being considered, employees are part of the process, from evaluation through installation. “The worst thing you can do is put a piece of equipment in and just tell people to run it,” he said. “We want people involved. We want buy-in.” That thinking carried into lead, but on consistency over time. A Focus On People And Continuity

how his sons entered the busi- ness. Rather than expecting them to join, Cohen encouraged them to make their own deci- sions. Jeremy and Eric came into the company within months of each other, with their brother Alex joining later after gaining

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Alex Cohen

experience outside the industry. Jeremy, now leading day-to-day operations, remem- bers how direct that introduction was. “On my second day, he told me this is a knock-it-out, slug-it-out business, and if you’re not prepared to do that, you should just leave now,” Jeremy said. “That was my introduction, on day two!” He went on to outline the principles that have guided his father’s approach over the years: “There is no substitute for grit. My dad didn't just get to

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Bob Cohen (CONT’D FROM PAGE 22)

Board Converting NEWS INTERNET DIRECTORY

where he is today by happenstance. He got there because he worked hard. He's gritty. “Second principle, you can't will things to happen. You have to go make them happen on the factory floor. Saying ‘I hope for this to happen’ is not going to cut it. You've got to put in the work, and he's a big proponent of that. “Lastly, take care of our people so that they can take care of the customer. In fact, that's probably his biggest thrill in business, is to see our people succeed. That's it. Have a sense of urgency for the customer. You don't get to where he is without doing some crazy things for your customers.” Industry Impact Beyond The Plant Cohen’s influence has extended beyond Acme through his involvement in the broader corrugated community. Those who have worked with him celebrate his willing- ness to share—what worked, what didn’t, what might—has made him a reliable and go-to mentor for others navigat- ing similar challenges. At the same time, colleagues note that he has never sought visibility or recognition for that role. It has simply been part of how he operates.

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“He’s always been available,” D’Angelo said. “If you need advice, he’ll take the call. And he’ll tell you the truth.” In remarks shared as part of the tribute, Cohen ex- pressed appreciation for the honor while shifting the focus back to the people around him. “We’re a cohesive unit,” he said. “Every department contributes to the success of the company.” He also pointed to the role others have played in build- ing Acme, including his son Jeremy and the broader team. “I’m kind of the maestro,” he shared. “But the implementa- tion and the hard work are done by other people.” Looking Ahead As AICC continues to recognize individuals who have shaped the independent corrugated industry, Cohen’s Hall of Fame induction reflects a career built over time, through steady decisions, long-term relationships, and a clear un- derstanding of how the business operates at every level. For Spring Meeting attendees in Carlsbad, the moment served not just as recognition of one career, but as a re- flection of the kind of leadership that continues to define the independent corrugated industry.

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