Pros
At its best, this was a well-oiled, professionally run organization built by a long-tenured executive who created the commercial and production print sales engine. The IPP group was the highlight of the business, with a strong, clearly defined portfolio including the KM-1 / 30000, embellishment platforms, and label systems, distinct from the broader Direct side of the house. When leadership was stable, the company sold complex equipment the right way: consultative, disciplined, and credible.
Cons
Since the long-standing VP was terminated, the sales organization lacks direction and consistency. Territories were reassigned with no transition support, no pipeline continuity, and no handoff from the prior territory owner. Deals and leads already in progress are simply taken away. The current leadership model is chaotic and poorly thought out. Leadership changes frequently occur without basic introductions or onboarding, yet micromanagement is immediate and persistent. The sales culture has shifted away from professional selling and toward something more used car lot sleazy than capital equipment. Leadership feels disorganized, reactive, and disconnected from what’s actually happening in the field.