Canon Colorstream is a game changer for Bidvest Data · Dean Van Der Speck · Production Manager

Near the airport, you find a company called Bidvest Data, and, as the name suggests, it's not just print. The company still does transactional print and manages data on behalf of clients, but as postal services in South Africa changed, the company moved into producing true Omnichannel products, where Bidvest Data produces print and various types of landing pages, and interacts with users via WhatsApp and more. Bidvest Data also moved more and more into book production and recently invested in a Canon Colorstream 8000 to complement both toner-based equipment and older, still-used equipment, like the OCÉ Jetstream 2000. Currently, the investments are in more binding capacity as they aim to sell more - many more books :-) Great visiting Bidvest Data on a cancellation of another visit, so also a warm thank you to Lee-Ann Saunders from Canon to introduce us to both Dean and Kim from Bidvest - a super great day :-)

Print is Back — and Books are Changing at Bidvest Data · Kim Farinha · Sales Manager

At Bidvest Data outside Cape Town, books are an important part of the business — and for Kim, selling them is about much more than price. Publishers expect competitive pricing, excellent quality and increasingly fast turnaround times. Digital print has changed those expectations dramatically, but it has also created new opportunities. With Canon ColorStream inkjet technology, Bidvest Data can produce short runs efficiently and offer affordable colour printing while maintaining the quality customers expect. Today, typical book orders may start around 50 copies, but the direction is clear. Book-of-one production, fulfilment and direct distribution could become an increasingly important part of the business, allowing publishers to reduce inventory, lower financial risk and sell titles without having hundreds or thousands of copies sitting in a warehouse. Bidvest Data already serves customers beyond South Africa, shipping into Sub-Saharan Africa as well as international markets including North America. The ambition is to make the company an increasingly complete partner — printing, fulfilling and ultimately delivering books directly to the customer. And while technology continues to develop, some traditions remain. Hardcover books at Bidvest Data are still case-made largely by hand. It may sound old-school compared with highly automated book factories elsewhere in the world, but Kim explains that the craftsmanship and resulting quality are exactly what bring customers back. After many years in the printing industry, Kim has seen enormous technological change, particularly with inkjet. Colour quality, productivity and economics have reached a point where completely new business models are possible. Her outlook for the future is equally clear: Print is not disappearing. Print is back — and here to stay.

CERM Enables Better Data which helps with Better Decisions · Gareth Boyd · Blue Label Packaging

At Blue Label Packaging, technology is important—but people, partnerships, and the ability to use data intelligently are what really make the difference. In this film, Morten B. Reitoft talks to Gareth Boyd, Director of Finance at Blue Label Packaging, about how the company uses technology, data, and strong partnerships to continuously improve its business. Blue Label has grown from its roots in craft beer labels into a much broader label business serving breweries, wineries, spirits, specialty foods, and brands found on shelves across the US. Along the way, the company has built an impressive technology platform that combines HP digital printing, ABG finishing, and CERM, with CERM serving as the software backbone connecting production, administration, customer data, and increasingly sophisticated reporting. For Gareth Boyd, the financial perspective goes far beyond traditional accounting. Live shop-floor information, consumptions, clockings, sales figures, production data, and customer information flow through CERM and into Power BI, giving him and the management team an almost immediate view of what is happening throughout the business. That visibility also changes process improvement. Instead of implementing a change and waiting months to determine whether it worked, Blue Label can see the impact in the numbers almost immediately. Different departments can build reporting around exactly the information they need—from marketing and sales to production, operations, and finance. But the story is also about something less measurable: partnership. Gareth describes CERM as a company willing to listen, customize, connect old and new technology, and develop solutions when a customer requirement doesn’t fit neatly into an existing box. Over the years, CERM has evolved from essentially being the system where orders were placed into something Blue Label simply cannot imagine operating without. And perhaps that philosophy reflects Blue Label itself. Quality and delivery are expected. What differentiates a company is how it responds when something doesn’t go exactly as planned—whether someone answers the phone, solves the problem, and continues investing in the relationship. Technology, live data, process improvement, culture, and people all come together in this conversation with Gareth Boyd—a fascinating insight into how Blue Label Packaging continues to develop its business with a long-term perspective.

Mass Customization Done Right! · Kristen Parks · Director of Program Management · RPI Print

RPI Print is built around digital print manufacturing at scale — producing everything from photo books, cards, calendars, yearbooks, and personalized products to a growing range of publishing applications. In this film, Morten B. Reitoft talks to Kristen Parks, Director, Program Management at RPI Print, about how the company combines HP and Canon digital printing technology with an extensive finishing setup from Horizon, Müller Martini, Kolbus, Duplo, Bograma, and others. The objective is simple: automate as much as possible, maintain quality, and create a production platform that can scale dramatically during seasonal demand peaks. And peak really means peak. During the busiest periods, RPI Print operates 24/7, while the challenge throughout the rest of the year is to balance seasonal work with customers and applications that can keep the factories busy year-round. Kristen Parks has been with RPI Print for 17 years and has developed a strong passion for the operational side of the business. New technology, new processes, new product opportunities — and, not least, the people behind the production — continue to make the industry interesting and constantly changing. We also talk about people. Automation and investment in more productive equipment can reduce the dependency on labor, but experienced operators remain extremely important. Keeping skilled employees throughout the year makes it considerably easier to scale when volumes increase, supplemented by temporary staff and even administrative employees helping production during the busiest periods. New investments are evaluated based not only on capacity, but also on what customers are asking for. Embellishment, greater product variety, shorter publishing runs, and new finishing options are all part of the discussion as RPI continues to explore where print-on-demand is headed. With facilities in Washington State, the Atlanta area, and Rochester, New York, and not to forget Paro/RPI Print EU, RPI Print has built a highly scalable production platform — ready to handle both everyday production and the extreme volumes that come with seasonal peaks. Enjoy the walkthrough and conversation with Kristen Parks from RPI Print.

CERM changed the agenda and delivered Growth · Mark Revere · Co-President · The Revere Group

What started in 1938 as a small brokerage serving the confectionery industry has evolved into Revere Group, a 63-person packaging company with capabilities in printing, laminating, converting, and cold-seal. Still family-owned, Revere Group today serves confectioners and premium food producers across the US with both stock packaging and highly customized solutions. In this film, Co-President Mark Revere shares the story of Revere Group and explains how implementing CERM has become an important part of the company's development. Moving from an advanced Excel-based system to an integrated MIS has connected estimating, orders, production, invoicing, and accounting while providing significantly more insight into how individual jobs actually perform. That data makes a difference. Jobs that are underperforming can be identified and adjusted, while efficiencies can also be passed back to customers through more competitive pricing. Most importantly, automation has supported substantial growth without requiring the company to add employees at the same pace. For a business where employees, customers, and suppliers are regarded as long-term partners rather than disposable resources, technology is seen as a tool for growth rather than simply a way to reduce headcount. With future plans that may involve multiple sites and digital production, CERM has become much more than an administrative system. It is part of the infrastructure supporting Revere Group's next chapter. Watch the film and meet Co-President Mark Revere and a family business where relationships, manufacturing, data, and technology have evolved together for almost 90 years.

When Cheap Becomes the Most Expensive · Gerardo & Alberto Garcia de Quevedo · MOTI Digital

The first thing you notice when you visit MOTI Digital is the smiles and the positive mood; second, you very soon realize this is a company that can produce so many types of products, not as a consequence, but because of a belief in the diversity among customers. Labels, pouches, large-format packaging, and even boutique manufacturing of retail furniture and signage in various materials, all packaged into a shop focused on DURST, HP, and great employees. It was a truly great experience to meet the De Quevedo brothers and see how they rock the Mexican printing industry. I truly hope to meet these gents at another time in history- who knows?

Buying the Second Press from us is the strongest statement · Brad Ranson · VP Sales & GM · KOMCAN

When a printing company buys a second press from the same manufacturer, it is probably one of the strongest statements you can make about the first one. At Produlith in Montreal, Canada, INKISH’s Morten B. Reitoft meets Brad from Komcan, the Canadian Komori distributor, to talk about a relationship that started when Produlith needed to replace two older presses. The solution was a Komori GLX six-color press equipped with coating and Komori’s PQA camera inspection system. According to Brad, the new press replaced the capacity of two legacy machines while almost doubling Produlith’s production capacity — and reducing the manpower required to operate the equipment. But increased productivity often creates new opportunities. As Produlith continued to grow, take on new customers, and expand its folding carton business, the company once again reached the capacity limits of its pressroom. The answer was a second Komori — this time a GL five-color press with coater, configured specifically for the work Produlith needed it to handle. For Brad, selling presses is ultimately about understanding the customer’s work rather than simply selling a standard configuration. Commercial printing, folding cartons, special applications — the press needs to fit the customer rather than the other way around. Today, only about a year after installing the second Komori, that press is already approaching capacity. So what comes next? Produlith owner Sean has already made it clear that Komori and Komcan are part of the company’s future — and with the growth continuing, another press might not be such a far-fetched idea. Watch the conversation from Produlith in Montreal and hear how productivity, technology, customer understanding, and a strong supplier relationship have helped support the company’s continued growth.

“You’re only as good as your vendors, employees, and customers

For Abbott Label, partnerships have always been essential. From Mark Andy, HP, Domino, DuPont Cyrel, and material suppliers to FedEx, every partner is considered an important part of delivering the service Abbott Label promises its customers. Founded in 2000, Abbott Label has grown to five locations and built its business around resellers and other label manufacturers. With more than 400 stock-label sizes ready for same-day shipment and a wide range of production capabilities, speed and service are fundamental to the company. Growth, however, also means complexity. Abbott Label therefore selected CERM as its new ERP platform to connect estimating, orders, purchasing, inventory, production, and invoicing across multiple manufacturing facilities. For Abbott Label, CERM is not simply another software supplier. The relationship, the ability to support different production technologies and locations, and CERM’s continued investment in automation and AI were all important parts of the decision. Ultimately, the objective is simple: work smarter, respond faster, and give customers even better service.

Buying Again Is the Strongest Endorsement · Shawn Descmarchais · Produlith

In Montreal, Canada, Morten B. Reitoft from INKISH meets with Shawn Desmarchais, President and CEO of Produlith, a family-owned company with a history going back to 1981. What started when Shawn’s father bought his first press and established a small commercial printing company has developed into a packaging business with two production facilities and activities in both folding cartons and flexible packaging. During the visit, Shawn Desmarchais explains why he believes these are good times to be in packaging. Modern equipment has changed production significantly, making machines easier to operate while increasing efficiency, quality, and productivity. Technology also plays an important role when finding and training new employees, as operating today’s presses, die-cutters, and folder-gluers no longer necessarily requires the same traditional craftsmanship as in the past. Produlith has chosen to focus on personalized service combined with what Shawn describes as a world-class production environment. A significant part of the company’s business is within pharmaceutical packaging, where quality standards are high and customers understand the importance of working with suppliers that continuously invest in equipment, people, and production capabilities. For Shawn, profitability and investment go hand in hand, and customers benefit from working with financially healthy suppliers able to develop with their needs. At the folding carton facility, Produlith operates Komori offset presses supplied by Komcan, along with BOBST equipment for die-cutting and folding/gluing. Shawn explains why selecting technology is not only about the equipment itself but equally about the relationship with the supplier. Reliability, service, understanding the customer’s business, and having people available when challenges occur are important parts of the investment decision. The conversation also touches on maintenance, uptime, return on investment, and why Produlith decided to invest in a second Komori press. For Shawn Desmarchais, the logic is quite simple: if the experience with the first press had not been successful, there would probably not have been a second one.

Exiting a Franchise is not an easy decision Andy Selcho CEO Nuance.ink

For more than 30 years, the family behind Nuance has built its printing business in Sandy, Utah. When INKISH visited two years ago, the company operated under another name as part of a major American printing franchise. Today, the team, ownership, and equipment remain the same—but the company has taken a significant new step. Nuance is now independent. For owner Andy Selcho, leaving a network that had contributed considerably to the company’s development was not an easy decision. The business was founded by his father, and the former franchise had played an important role in helping it reach its current position. But when the agreement ended, the family had to consider not only where the company had come from, but where it wanted to go next. The result is Nuance—a name and identity intended to represent the company more authentically and allow the team to provide a more personal and valuable service to its customers. The printing industry has changed significantly. A considerable part of the market continues to focus on speed and low prices, but Nuance sees growing opportunities in print created with greater intention. The objective is not simply to manufacture another printed product, but to understand what the piece is expected to accomplish. What role does it play in the customer journey? What should the recipient notice, feel, understand, or do? And how can materials, design, production, finishing, and delivery help the printed communication perform its job more effectively? Nuance has always operated as a high-value printer, but the ambition is now to make everything it produces more valuable. That does not necessarily mean making every project more expensive. Sometimes the improvement comes from asking better questions, understanding the purpose of the job, or making small changes that encourage the recipient to look again. The company describes this ambition as creating “curious customers.” An unusual business card, a tactile surface, an unexpected format, or a carefully considered finishing detail can reward another look. The printed piece becomes more than information—it becomes an experience that creates interest and strengthens communication. Nuance also recognizes that no printing company can own every technology required to produce every possible solution. The company’s responsibility is therefore not limited to what can be manufactured internally. When specialist partners or external capabilities are needed, the objective remains the same: to make the process seamless and deliver the strongest possible result for the customer. The transformation into Nuance has not changed the ownership, employees, or production equipment. What has changed is the company’s way of thinking about print and the value it can create. The long-term ambition is both simple and bold: to make the world better by making print better. Watch the film and meet Andy Selcho and the Nuance team as they begin a new independent chapter—built on family history, customer conversations, valuable communication, and print that rewards another look.

From many systems to one CERM · Sergio Shor & Ari Vondervalde Etiflex

From just 15 people working in a garage to one of Mexico’s significant label and printing operations, the ETIFLEX story is about growth, people, relationships—and the importance of knowing exactly what is happening on the production floor. Today, ETIFLEX operates 23 production lines, including 20 flexographic presses and three digital presses. The company produces labels, tickets, tags, promotional products, and RFID solutions for customers across retail, logistics, food, chemicals, health and beauty, textiles, transportation, and entertainment. Mexico offers significant opportunities. With a population of around 130 million people, a strong manufacturing base, and direct access to the United States, the country has become an increasingly important export market. But competitiveness is no longer simply about offering the lowest price. It is about productivity, innovation, quality, service, and the ability to create long-term relationships with customers and suppliers. Measurement has therefore become part of the culture at ETIFLEX. The philosophy is simple: What you do not measure, you cannot fix or improve. Before implementing CERM, ETIFLEX used five or six separate systems for estimating, production control, warehouse management, purchasing, accounting, and finance. The information existed, but the systems did not communicate effectively with each other. Introducing CERM was a major strategic decision. Changing an MIS or ERP platform requires investment, leadership, time, and commitment throughout the organization. However, continued growth demanded a single integrated system capable of connecting the company’s operational areas and providing reliable, real-time information. With better data, the ETIFLEX team can understand the true cost of every job, identify products that may be subsidizing others, reduce waste, improve printing speeds, shorten setup times, and make better decisions about equipment and capital investments. Perhaps most importantly, the data is no longer reserved for management. Employees throughout ETIFLEX can analyze their own processes, identify opportunities, and suggest improvements. With hundreds of people observing production through the same system, operational knowledge becomes a shared resource. The next chapter will include even more automation, robotics, integration, and information. Technology will play an increasingly important role—but people, culture, and the ability to make informed decisions will remain at the heart of ETIFLEX. Watch the film and meet a Mexican printing company that has transformed measurement from a management tool into part of its DNA.

Automation, Ambition and the road to €100 million Chris Düringer & Roland Schöberl · Cardbox Pack.

At Cardbox Packaging, automation begins before the first sheet reaches the press. A fully automated board-handling system supplies two Heidelberg Speedmaster XL 106 presses—a six-color and a seven-color configuration capable of running both conventional and UV inks. From printing, the sheets move into an extensive die-cutting department equipped with three MK Masterwork Mastermatrix machines. A new MK Masterwork Duopress adds hot foiling, die-cutting, and blanking in a single production process, significantly expanding the products and decorative effects Cardbox can offer its customers. The company has developed considerably since its early expansion from the main plant in Wolfsberg in 2011 and 2012. Business with key customers in the Czech Republic and the United States created new opportunities, while the acquisition of a facility in Pinkafeld, close to Vienna, strengthened Cardbox Packaging’s capabilities in glued packaging. Today, the group focuses on three strategic segments: sleeves, glued packaging solutions, and sustainable food-packaging products—particularly paper cups and lids. Food packaging has always been central to the Cardbox business, but sustainable cup-and-lid solutions could become one of its most important growth areas in the coming years. The market, however, has become increasingly challenging. Overcapacity, pricing pressure, changing supply conditions, and strong competitors from Eastern Europe are making life more difficult for small and medium-sized packaging companies operating in Western Europe. Survival and growth therefore require more than additional capacity. Companies must identify niches, develop specialized solutions, improve efficiency, and offer services that create genuine value for their customers. Innovation at Cardbox Packaging is not limited to major technological breakthroughs. It is an everyday process involving product development, small operational improvements, new services, and continuous experimentation with the possibilities offered by new equipment. The latest investments give Cardbox additional capacity and operational stability, but they also create opportunities the company is still exploring. Employees are training, testing, and learning how the new technology can answer changing customer requirements—often without customers being willing to pay more for the additional complexity. Automation and artificial intelligence will play an increasingly important role. Printed sheets are already being compared automatically with digital reference files, while digitalization is expanding into job preparation, estimating, analytics, and production control. For Cardbox Packaging, however, successful investment is not only about technology. It is also about partnership. New equipment inevitably creates new challenges, and packaging producers need suppliers that will continue working with them long after the installation is complete. The relationship between Cardbox Packaging, Heidelberg, and MK Masterwork is built on years of cooperation, shared experience, and trust between the people involved. Cardbox Packaging describes its central value as customer dedication: understanding what customers need and delivering products, services, and solutions that help make their businesses profitable. Efficiency, digitalisation, sustainability, and artificial intelligence are important parts of the company’s future—but so are its employees. Through its “We Care for You” philosophy, Cardbox focuses on training, development, working conditions, and giving employees and their families confidence in the future. The ambition is clear. By 2030, Cardbox Packaging aims to reach €100 million in revenue while maintaining sustainable profitability. Further acquisitions are already being considered, and additional investment is planned at the company’s US operation. Watch the film and visit Cardbox Packaging to see how technology, partnerships, sustainability, and people are being combined to prepare the company for its next stage of growth.

Orchestrating a complex production with CTRL-S Remco Beekhuizen & Florus Plaizier · Storio Group

Mark Hinder · CEO YourPrintStrategy.com

Morten Reitoft reconnects with Mark Hinder, CEO of YourPrintStrategy.com, for a candid conversation about strategy, data, investment decisions, publishing, and the future direction of the printing industry. After more than three decades in leadership positions with companies including Xerox, Konica Minolta, and Ricoh, Hinder has embarked on a new chapter focused on helping print companies make better-informed business decisions. Through YourPrintStrategy.com, he works with printers, publishers, and industry stakeholders to develop strategies based on business realities rather than technology hype. The discussion explores the importance of data quality, CRM systems, business intelligence, and why many companies still struggle to turn information into actionable insights. Hinder argues that technology investments should begin with a clear understanding of a company's strengths, weaknesses, opportunities, and threats rather than starting with the equipment itself. The conversation then moves into the publishing sector, where Hinder sees significant opportunities for digital printing to reduce waste and improve supply-chain efficiency. Using the example of bookstore returns, he explains how traditional publishing models continue to generate substantial inefficiencies and why digital production could play a much larger role in the future than many people realize today. Morten and Mark also discuss industry consolidation, procurement practices, artificial intelligence, changing business models, and the need for more open discussions about the commercial future of print. Throughout the interview, Hinder emphasizes that successful businesses need more than great technology—they need a clear strategy, strong data, and the discipline to continually reassess their direction as markets evolve. This is a thoughtful discussion about business strategy and the future of the printing industry from someone who has spent decades helping companies navigate change.

The future is ALSO what we make it to be · Christoph Gamper · CEO · DURST Group

What happens when AI, autonomous systems, and print production begin to merge? In this deep and highly philosophical conversation, Editor Morten B. Reitoft from INKISH speaks with Christoph Gamper from DURST about the future of print, automation, software, and human interaction with technology. Recorded at Expográfica in Guadalajara, the interview moves far beyond machinery and production equipment into questions about how value will be created in the future, how AI agents may negotiate production automatically, and why the next generation of print manufacturing could become increasingly autonomous. Christoph Gamper explains why he believes print production will evolve toward “lights-out” manufacturing environments, where human roles shift from manual operation toward orchestration, architecture, and decision-making. The discussion explores labor shortages, autonomous logistics, AI-driven workflows, and why the future may depend less on closed software ecosystems and more on open, hardware-agnostic systems capable of dynamically connecting entire production environments. The conversation also introduces DURST’s vision behind “Kyveris,” a concept Christoph Gamper describes as a connection between human knowledge and AI-driven systems designed to create value for real people. Rather than focusing on software lock-ins or isolated ecosystems, the discussion centers on how decades of industrial knowledge can be translated into intelligent systems that help printers optimize production, improve efficiency, and rethink how print businesses operate. This is not simply a discussion about presses or automation. It is a conversation about leadership, technological optimism, the role of AI in manufacturing, and how the print industry may fundamentally change over the next decade.

Marcus Weiss · CEO · Koenig & Bauer – Paper & Packaging | Member of the Group Management

In this interview, Morten B. Reitoft sits down with Markus Weiss for a discussion that starts with perspective rather than products. Stepping into a company with more than 200 years of history is one thing. Helping shape where it goes next is something else. Markus Weiss brings nearly two decades of experience from HP Inc., where he played a key role in developing digital print across regions, including EMEA. That background is evident in how he approaches the conversation. Change is not something to react to; it is something to manage, and often to lead. The discussion moves quickly beyond technologies. Because the reality, as Weiss explains, is that customers are not buying offset or digital, they are investing in applications, efficiency, and relevance. The challenge is not choosing one over the other, but understanding how they work together. Another important theme is complexity. Large organizations naturally develop silos across locations, technologies, and cultures. Breaking those silos and aligning around customer needs is easier said than done, but essential if companies want to stay competitive in a fast-changing market. There is also a clear acknowledgment of the financial reality. Innovation is not optional, especially for manufacturers operating in Europe. Balancing innovation with cost efficiency is a constant challenge, and one that requires both discipline and long-term thinking. Beyond strategy, the conversation also touches on leadership. Weiss emphasizes the importance of listening, encouraging direct feedback, and building strong relationships, both internally and with customers. It is a pragmatic approach shaped by experience in dynamic, often demanding environments. This is not a product-focused interview. It is a broader conversation about how to lead a company with deep industrial roots into a future defined by change. Watch the full interview with Markus Weiss to hear how experience, adaptability, and a clear focus on customer needs shape the direction of one of the industry’s most established companies.

Eric Vessels Let’s talk about Reactor Chief Experience Officer Taktiful

A conversation that starts with “vibe” quickly turns into something much more fundamental. In this INKISH interview, Morten Reitoft sits down with Eric Vessels from Taktiful to explore what may very well define the next phase of the print industry. Taktiful isn’t just a company. It’s a community, a training platform, and—if you ask Eric—a mindset. One that moves beyond transactions and into something far more powerful: creating fans instead of customers. Because in a world where print has been heavily commoditized, differentiation is no longer about speed or price—it’s about value, emotion, and experience. The conversation dives deep into what Eric calls “the value era” of digital embellishment. While traditional print has optimized for efficiency, embellishment opens a completely different playbook—one where uniqueness drives margin, and where tactile experiences create emotional engagement that digital media simply cannot replicate. This is where print regains its superpower. Morten challenges the thinking, pushing into pricing strategies, psychology, and the industry’s tendency to undervalue its own capabilities. From market-variable pricing models to the psychology of touch, the discussion reveals how much opportunity is still left untapped—not because the technology isn’t there, but because the mindset often isn’t. The interview also introduces Taktiful’s latest development: Reactor. A 3D visualization tool designed to bridge one of the biggest gaps in embellishment—showing rather than telling. By transforming layered PDF files into interactive, photorealistic previews, Reactor enables sales teams and customers alike to see, feel, and understand the value before anything is printed. But beneath the tools and strategies lies something else. A clear belief that the print industry doesn’t need to become something new—it needs to rediscover what already makes it unique. The ability to create physical experiences that people can touch, feel, and emotionally connect with. As Eric puts it: don’t take yourself too seriously—but take the business seriously. And maybe that balance—between playfulness and purpose—is exactly what the industry needs right now. Eric Vessels: https://www.linkedin.com/in/ericvessels/

Sheilae Siagian · The Print Nerd and Student · Toronto Metropolitan University

Oliver Schimek · Founder & Managing Director · Digital Print Group

Filmed on location in Nürnberg, this INKISH feature marks the beginning of INKISH Deutschland’s first production tour, as Morten B. Reitoft visits Digital Print Group and speaks with Founder and Managing Director Oliver Schimek about what a modern, highly automated print business looks like in practice. The conversation quickly moves beyond the traditional definition of a printer. Digital Print Group positions itself as a true solution provider, where production is only part of the equation. With roughly half of its workforce dedicated to programming, workflow development, and customer-specific solutions, the company demonstrates how technology, software, and mindset come together to serve increasingly complex customer demands. The film highlights a production environment built on automation and flexibility, where a wide range of equipment from manufacturers such as Canon, Horizon, and Fujifilm is integrated into internally developed workflows rather than relying on standard turnkey systems. A notable aspect of the operation is the extensive use of robotics, implemented not only to address labor shortages in Germany but also to ensure consistent quality and remove repetitive tasks from employees. Serving large and demanding customers requires more than capacity. It requires a company-wide mindset focused on reliability, timing, and responsibility. With a team of 47 employees, Digital Print Group operates in a stable but evolving market, continuously adapting its processes and technologies to remain competitive. This INKISH film offers insight into how one company combines automation, in-house software development, and a strong service culture to redefine what it means to be a printing company today.

Steven German & Jim Gavitt from The Harrier Group share the journey from analog, to toner, to Inkjet

This film explores the transformation of the Harrier Group, a company that began as a single photo-printing operation in the United Kingdom and, over time, became part of a much larger global production network. Nearly two decades ago, the operation consisted of one building and one digital production area alongside traditional silver-halide photo processing. From those early days with a handful of digital presses producing cards, calendars, books, and posters, the business expanded significantly. As it grew, the company eventually became part of a wider international organization, connecting its production capabilities with other photo-printing specialists around the world. Today, Harrier operates as part of a global structure that includes District Photo in the United States and Prima Printing in Australia. Each company maintains its strong local brand and heritage, but together they form an interconnected production ecosystem that shares expertise, technology, and operational resources across continents. The film follows this journey through the voices of the people behind the company, revealing how the photo industry has evolved—from traditional chemistry-based production to digital printing and now to large-scale inkjet manufacturing. It also shows how collaboration between facilities, shared workflows, and internal software development enable the group to manage enormous seasonal demand while maintaining flexibility throughout the year. Ultimately, this is a story about transformation—not only of a company that grew and was integrated into a global production network, but also of an entire industry moving rapidly toward faster, more automated, and more scalable print technologies.