Meyers’ Third Generation Brings Passion for Sustainability

By Toni McQuilken

The following article was originally published by Printing Impressions. To read more of their content, subscribe to their newsletter, Today on PIWorld.

CEO Chris Dillon Jr. and Chief Revenue Officer Michael Dillon — as cousins — represent the third generation of the Dillon family to lead Meyers.

Minneapolis-based Meyers has never seen change or progress as enemies. Started in 1949, the family-owned business now has its third generation transitioning into full control, with Michael Dillon taking on the role of chief revenue officer, and his cousin, Chris Dillon Jr., being named CEO.

Michael Dillon notes, “The company started as a small print shop in Minneapolis and has grown to be an award-winning creator of innovative retail brand packaging, product labeling, and retail merchandising in-store displays for many Fortune 500 companies and other leading global businesses.”

None of that happened by chance or accident.

A Growing Purpose

Sustainability and a focus on the environment is at least part of what is driving the current evolution at Meyers, according to Dillon. “What we’re doing now is a deliberate focus on sustainable printing, especially sustainable packaging,” he says, primarily noting folding cartons and litho laminated corrugated packaging. But at the same time, Dillon stresses they are not walking away from signage or display printing, which he still considers a core part of the competencies the shop offers.

Signage and displays continue to do well, but sustainable packaging — and finding more ways to serve brands, customers, and the environment all at the same time — is a passion that shines through. “We want to have a greater focus on how to make print more sustainable,” he says. “We’re not anti-plastics, but we want them to be recyclable just like paper products. It’s going to be a long time until packaging is truly circular, but it is important to be part of that journey, and to be making things from renewable resources. We want to create products that can remain in the economy as long as possible, and with the smallest impact possible.”

He notes that elements such as how compostable a material is, how biodegradable, and how recyclable, are all things that Meyers is paying close attention to when it comes to the products it is creating for clients. Dillon believes that in the next 10 to 15 years, there is going to be a massive shift in the materials used to produce packaging. “We have a major focus on this across the company, and really in all of the product areas we look at.”

Dillon notes the reason sustainable packaging, in particular, has become a focus — alongside finding more sustainable options for the display and signage projects — is “because there is such a great need for this kind of thing in packaging, and it has such an impact. There’s just no substitute for sustainable packaging in other areas.” He continues, “Packaging can help you find a new product you care about, and understand if a brand aligns with your views of yourself and the world. It has a phenomenal ability to connect brands and consumers.”

And, because the need for sustainable packaging is growing exponentially, Dillon believe targeting this as a prime area of the business for the coming years is going to pay dividends, not only in growth for the bottom line, but also in the satisfaction of knowing they are helping to make a difference in improving the environment.

“A huge percentage of all plastic waste comes from packaging,” Dillon points out, “so we are at the beginning of a really important journey. Fifteen years from now, it’s going to be incredible to look back and see the changes, and the lowered impact of packaging on the environment.”

That said, while the ramp-up is new, Meyers isn’t completely new to the packaging space. Dillon notes the company has been producing labels and cards for decades now, and he sees both as just different types of packaging, making this new focus more of a growth from that, rather than brand-new business. “I don’t see it as leaving behind a part of who we were,” he says. “I see it as growing a product line that, until a few years ago, was quite small for us, but growing organically. And I want to continue to invest in it and grow at a rate that turns us into a sustainable packaging leader.”

No Print Left Behind

The grandsons of the late company founder, Gerry Dillon, now lead Meyers.

Labels and retail displays, Dillon notes, continue to make up the “bread and butter” of the Meyers operation. And while he sees the mix changing as the packaging division grows, he doesn’t see the company walking away from any of that business.

In fact, one of the other divisions the team is focused on that is small but unique, is a conductive inks business, where Meyers isn’t just printing ink on paper, but is producing functioning electrical components for customers in industries such as aerospace and medical devices.

“So much of what we do here has the ability to make people happy — to help them discover a new product or brand. But the functional printing, and working with aerospace and medical devices, has the ability to change lives in a serious way. It isn’t most of what we do, but I think it’s one of the most exciting because of that impact we can have on people’s lives,” Dillon adds.

The entry into conductive inks wasn’t planned. Dillon notes that while he can’t go into a lot of details due to strict NDAs, this work started with a customer who came to Meyers looking for someone to do some R&D work for an extremely technical process, and the company ultimately decided it could provide the high level of precision and quality needed. “We took it very seriously, and from there it spread,” he shares. “It’s been an interesting and growing product for us.”

To accommodate the growth in the packaging side of the business, as well as on the conductive inks side, Dillon says that they have “been on a bit of a spree” with new equipment purchases and upgrades, with everything from newer models of printing presses, to highly specialized equipment being added to the operation. “It’s one thing to do small packaging jobs, but as we grow in scale, we needed more equipment,” he says. “Plus, there is a lot of specialized investment in the infrastructure for conductive inks, so we had to buy some new equipment for that as well.”

And he has no plans to slow down, noting that Meyers will continue to upgrade and add equipment as it grows, with a focus on listening to its customers and ensuring it can offer the products and services that brands and end users alike are demanding.

But, he stresses, the investments have been in more than just the equipment. “We also make sure we invest in the team, and the environment needed to support them,” he says. “A lot of the work we do is hands-on, and has to be done in the office or the plant, so we want to make Meyers a place where they want to be, and where they feel supported. Yes, we’ve been buying new presses, but we’re also investing in new roles at the company — positions that didn’t exist before, and quality-of-life upgrades that make sure Meyers is a fantastic place they will want to spend their career at.”

As for the future, Dillon sees packaging continuing to play an increasingly major role in the products Meyers produces, but he is also paying close attention to what the clients in some of those individual segments — such as food and beverage, or health and beauty — actually need their packaging to do. That, in turn, “will dictate how we adapt to the marketplace, including where we might want to make additional investments or add new product lines.”

And his enthusiasm for print, and everything it can offer both now and well into the future, is contagious. “This is a really exciting time, not just for packaging, but for printing in general. There is a lot going on with the technology, the printing tech, the software, the manufacturing world — it is just a really exciting time to be in this industry.”

Succession Planning Process at Meyers

Michael Dillon, chief revenue officer at Meyers, credits the success of the business, and the fact that it is now in its third generation of being family owned, with having a strong succession plan. “It’s one thing to have a business," he says. "It’s another to go several generations. We’re now in our third, so this wasn’t the first time [we transitioned], but it was still a many-years effort.”

He notes that they spent two years on the transition, bringing in help from outside sources, including a consultant that specializes in family businesses and succession plans, as well as the family accountant and lawyer who helped them navigate all the potential issues long before they could become problems.

“Getting outside specialists is so important,” he advises. “We had three groups who all helped make sure it went well, and none of them could have substituted for any of the others. Each one played a vital role in the process.”

In addition, Dillon notes that it is critical to define the roles of all the family members in the business up front. As in the case of his cousin, Chris, who is the current CEO, but who has worked in nearly every role in the company at some point in time, or like Michael himself, who didn’t join the family business until later, it is important for everyone to know where they stand. “Even I didn’t come into it isolated in an office by myself," he recalls. "I stepped down from a senior executive role and came in as an account manager to get to know the people and start building that trust.”

And trust, he notes, is probably the single biggest factor when it comes to a successful succession plan. The employees have to trust the incoming leadership. The controlling family has to trust one another. And the retiring members have to trust that the legacy they spent their lives creating is in good hands.

“Building that trust takes time — not weeks, but months and years," he says. "I expect to be here the rest of my career, and I hope that when the time comes, the next generation keeps me as involved in planning the next phase of the business as we were in keeping the previous generation involved. Whenever there is an adjustment, it should be done in concert — nothing happens in a vacuum, and collaborating just makes everything stronger.”

Good communication, trust in one another, and strong outside opinions to help smooth the way all mean that when Dillon and his cousin officially stepped into their executive roles, the company — and they — were ready for it. Most importantly, there were no major waves — just a continued focus on creating meaningful products and growing into new and exciting opportunities without missing a beat.