Howard Gill

My original role was Operations manager, reporting to insignia's General Manager,

which I held until 2015.

The position was wide reaching, overseeing manufacturing, process improvements,health & safety, recruitment,

negotiating / sourcing raw materials, capital equipment procurement, overseeing label estimating, working closely with Sales team on day to day opportunities as well as tenders. As the company grew, I was responsible for press room relocation in Brisbane, and setting up Melbourne site in Knoxfield. With the acquisition of Compass labels, I oversaw the relocation of staff and equipment and provided Sales with technical training and Production Manager mentoring.

In 2015, I moved into the role of Technical Sales Manager,

My 1st project in this role was to develop a new label costing programme. I worked closely with our IT department, who coded specifications provided into our new system. This gave us far greater accuracy on work we were quoting, matching time and material usage to all the complexities label configurations can throw at us.

I then began working closely with the National Sales team, technical lead on production development, sourcing / recommending materials for new and existing customers. I was also customer facing with key accounts, making technical recommendations for label specifications, which either provided cost downs to meet customer expectations or value add opportunities.

2 examples:

A large meat processing group was looking to take cost out of DT Synthetic labels. Solution: Label size was 77 x 125mm / Repeat: 130.175mm. I suggested we change label size to 77 x 124mm / Repeat: 127mm. This was adopted, which allowed for substantial savings.

A steel producer was look for a material to apply to product at the end on their process while still at 100C +. We arranged a trial. Feedback was material adhered, but was too flimsy for the applicator. I arranged a 2nd trial where a face stock (same material) was laminated onto original substrate, doubling the face stock caliper. This proved successful, resulting in very healthy GP as a result of a solution to a specialised application

I was involved in Day to day technical support of the Sales team, as well as the manufacturing teams and estimator, in many cases acting as the go between to ensure customers expectations were met.

I carried out out regular training on material applications and printing techniques for customer service and Sales teams.

As the company has an agency for label applicators and VIP equipment, training was carried out to ensure roll configuration matched overprint equipment capabilities.

I started with Allmark Industries as a Flexo label printer, with advancement to Supervisor, then Production manager.

The company was bought out and eventually merged with Rapid Labels. When the merger occurred I was promoted to Operations Manager, running a diverse press room with 13 presses (both Flexo and letterpress), with in house prepress.

Both companies were relocated to 1 site.

The company was going through significant growth at this stage, large capital expenditure during this time, which I was responsible for.

I was asked to take on the role of Technical Director in 2002.

This involved managing our 2 largest accounts, both technically demanding.

Again, I was responsible for transitioning our quoting module from Prism 3 to Prism Win (Another 6 month project.)

My role had estimators reporting to me, and I worked closely with the Sales team as lead support on technical aspects.