President's Column - July 2025
Hello Members and Industry Friends,
When I officially took on the role of IADD President in October 2024, life was already moving at full speed. My family and I were in the final stages of preparing for an international move, and at the same time, Odyssey preparations were ramping up. Between packing boxes and reviewing show floor layouts, the early months of my presidency were a whirlwind. While we continued to hold association meetings and discuss strategic goals, the reality was that Odyssey took center stage. And rightfully so; it’s our signature event. To many, that’s what they know us for.
Now that Odyssey is behind us (more on that in next month’s column), I’ve had a chance to take a mental break and catch my breath, but just a short one. Like many, after a big event, you take a moment, regroup and then get back to work. That’s where I’m at now, re-engaged and focused on the future of this association.
As President, one of the key responsibilities I see for myself is steering a course correction. Not because we’ve lost our way, but because the world around us has changed and continues to change quickly. So must we. The reasons people joined the IADD twenty or thirty years ago don’t always resonate the same way today. The sense of community, the knowledge sharing, the in-person events, those were all compelling reasons to engage. But in today’s world, where information is instantly available online and workforces are stretched thin, we have to ask: what draws people to IADD now?
The truth is, many can’t (or don’t) leave the shop as easily for conferences or chapter events. Learning doesn’t require a road trip or a flight anymore. With YouTube, LinkedIn and countless digital platforms, knowledge is accessible 24/7. I firmly believe that what IADD offers is still deeply relevant. Our members don’t just want generic content; they want industry-specific insight, trusted relationships and real answers to real challenges. So the question becomes: How do we deliver that value in ways that fit today’s realities?
In a past column, I mentioned we’ve started asking these tough questions. How do we measure the health of the association? Is it the number of members? Is it website traffic? Social media followers? Is it financial stability? Member engagement? The truth is, it’s a mix of all of those and probably a few other less tangible things as well.
We’re a nonprofit, yes, but we’re not immune to the same pressures as businesses. We still need revenue to sustain our operations, support our members and create opportunities for growth. Our staff and volunteers invest real time and effort. That’s why it’s critical that we ask: what’s working, and what isn’t? If you’ve spent any time around me lately, whether at my day job or in an IADD meeting, you’ll hear me say, “Let’s do more of what’s working and less of what isn’t.”
But how do we determine that? That’s been a major focus of our Executive and Board discussions. We’ve analyzed financial data. We’ve looked closely at how much time and energy we spend on various programs. We’ve sent member surveys. We’ve asked, again and again: are we putting our resources in the right places? Are we offering value to our longtime, loyal members while still appealing to new and future ones?
We have ideas. Some are big. Some are things we’ve never tried before. That can feel a bit scary. Change always does. We’re asking new questions about how to maintain tradition while also evolving with the times. How do we honor the tradition of this association and the people who served it, while also acknowledging that the needs of today’s professionals look different? How do we make the “International” association more international? What can I do, no longer being US based, to bring a new angle? How do we make sure that members outside of North America feel equally represented and equally served?
But this is the work. This is the role. It’s what I signed up for, and I’m energized for the challenge.
To me, the heart of IADD is still community. It’s people helping people. It’s peers exchanging knowledge, ideas and encouragement. That’s a tradition worth preserving. But we may need to deliver it in new formats. Maybe it’s more online and fewer road trips. Maybe it’s podcasts, video content or short-form training. Maybe it’s better digital engagement. Whatever it is, we need to be willing to experiment, to test and to learn. And we need to be okay with letting go of things that no longer serve the broader membership.
One thing I know for sure: we have a strong foundation. We have committed members, smart and passionate volunteers and a staff that truly cares. That’s more than many organizations can say. And with that, we can take smart, intentional risks to move forward.
So as we are now “AO” (After Odyssey), I’m feeling re-energized. Odyssey was a huge undertaking, and I’m incredibly proud of what we pulled off together. But now it’s time to re-center our focus on the future of the association itself. We have momentum and some new Board members, so we have the right people around the table.
In the coming months, you’ll hear more about some of the initiatives we’re working on. We’re not changing for the sake of change, but to better serve our members in today’s world.
Time to get stuck in.
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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