President's Column - April 2025
Hello Members and Industry Friends,
For those who haven’t been following along, my family and I made an international move for a new position within my company. Over the past few columns, I’ve gone into detail about all the complexities, challenges, forms and paperwork needing to be filled out. While many of those hurdles remain, there is satisfaction in knowing that each day brings one fewer item on the to-do list and one more box checked. With the logistics of relocating gradually falling into place, my attention can shift to the new role that I’ve taken on.
The position is not a continuation of my previous role but something entirely different. While my past years of experience certainly provide a foundation, everything else feels new. Years in the industry have shaped how I approach problems and understand the nuances of manufacturing, production and leadership. Yet, stepping into this position is like starting from scratch in many ways. The people, processes, procedures, hierarchy and systems, all of it is new to me. It’s a humbling reminder that past success doesn’t guarantee immediate understanding in a new environment.
The good news is that I’m stepping into a thriving segment of the business. This isn’t a turnaround situation or a rescue mission; the task is to build upon what’s already working. But before I can focus on growth, my first priority is simple: don’t mess it up. That means taking the time to understand the business thoroughly. It means identifying what I don’t know and learning as much as I can before making significant changes. It can be tempting to step into a new environment and immediately begin implementing new ideas. Coming from the outside, it’s easy to spot areas where things could be done differently or seemingly improved. However, I am conscious that the teams and leaders who came before me knew what they were doing. There are usually good reasons why things are the way they are, even if those reasons are not immediately obvious. My job, first and foremost, is to figure out what those reasons are.
The most challenging part of this transition is learning the business context. It’s relatively easy to spot a design flaw in a product or a gap in a process. But if I can see an issue that’s obvious, surely others have seen it too. So why does it persist? Why is a contract structured a certain way? Why do people have such strong feelings about a particular customer? In my previous role, I worked extensively with machine and shop floor data collection systems. I used to say that charts and graphs are great, but their value depends on your ability to interpret them. If you can’t translate them into real-world context, they aren’t much help. They show symptoms, not causes. Data might tell you what is happening, but it doesn’t explain why it is happening.
The same applies here; spreadsheets, financial records and sales dashboards provide valuable data, but they’re only one piece of the puzzle. The real challenge is to “read the room” and understand how the business arrived at this point. It’s a process of uncovering the history, roadmap, decisions and dynamics that shaped the current state of things. I keep reminding myself: I don’t know what I don’t know. Figuring out what works and what doesn’t is relatively straightforward; understanding why is where the real work begins.
This learning phase requires humility and patience. It’s about asking questions without judgment and listening more than talking. It’s about recognizing that the people who have been here the longest hold invaluable knowledge, and building trust with them is essential. It’s about balancing the confidence to lead with the ability to admit when I don’t have the answers. I recognize that while it’s essential to respect the existing processes, there is value in bringing a fresh perspective. Sometimes, being an outsider allows you to see things that others have become too familiar with to question. The balance lies in knowing when to challenge the status quo and when to trust that the existing approach is best.
Ultimately, my goal for the division is sustainable growth. That means building on the strengths that already exist while being open to new ideas and innovations. It takes a culture where people feel comfortable challenging assumptions or offering a new approach. And it means recognizing that change, when done thoughtfully and collaboratively, can drive significant progress.
The path ahead is both challenging and rewarding. I am grateful for the opportunity to lead and to learn. As I continue to settle into both a new country and a new role, I am reminded that growth, whether personal or professional, is a continuous process. Each day brings new insights, new relationships and new opportunities to make a positive impact. I know there is much to learn, and I am eager to dive in. The best way to honor the trust placed in me is to listen, learn and lead with purpose. And while there are still many unknowns, I am confident that with each passing day, the picture will come more into focus.
Growth will come, but only if it’s built on a foundation of understanding. So for now, the mission is clear: learn everything I can, appreciate the legacy I’m inheriting and approach change with thoughtful intent. Because real progress doesn’t come from sweeping changes or quick fixes, it comes from honoring the past while carefully building the future.
And for those who have been following along, sorting out the garbage and recyclables still remains out of focus!
Thank you and all the best,
Rob has 27 years of experience at Bobst, one of the world’s leading suppliers of substrate processing, printing and converting equipment and services for the label, flexible packaging, folding carton and corrugated board industries. He currently serves as Tooling Director.
Rob is based in Switzerland, with his wife Monica and their children, Leo and Manuela. His older son, Khai is engaged and remains living in New Jersey. Rob enjoys camping and cooking as well as being a full time chauffer to hockey and swimming practices.
He is proof that being one of those “take it apart and see how it works” kind of guys can lead you to a wonderful career, meeting new people and experiencing the world.
The President's Column appears in The Cutting Edge, the IADD's monthly magazine.
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