#334 - GIS and the Hard Engineering of Inkjet Progress with Steve Williamson, Global Inkjet Systems

In this episode of the FuturePrint Podcast, Frazer Chesterman speaks with Steve Williamson, CEO of Global Inkjet Systems (GIS), about leadership, technology, market change and the future direction of industrial inkjet.

Steve reflects on his four years at GIS, having joined the business from outside the inkjet sector after a career in RF, defence and security. He shares how his initial assumptions about the market changed as he came to understand the complexity of industrial inkjet and the engineering challenges behind print quality, reliability and integration.

The conversation explores the role of GIS as an enabling technology partner, providing drive electronics, ink systems and software for a wide range of applications, from textiles, ceramics and labels to additive manufacturing, aerospace and complex direct-to-shape printing.

Steve also discusses his leadership style, the importance of building a strong senior team, and the need for commercial discipline, profitability and portfolio clarity. He explains how GIS is strengthening product management, improving testing and stability, and diversifying across regions and applications to build resilience.

Looking ahead, the discussion turns to partnerships, collaboration and the need for the inkjet sector to work more effectively across the value chain. Steve highlights growing interest in robotics, complex 3D shapes and applications beyond conventional print.

With GIS approaching its 20th anniversary, this is a thoughtful conversation about the hard engineering, teamwork and strategic focus required to move inkjet forward.

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Transcript

SPEAKER_00 0:01

Welcome to the Future Print Podcast, celebrating print technology and the people behind it.

SPEAKER_01 0:10

Well, hi there. Welcome to this week's Future Print Podcast. I'm absolutely honoured to have a very, well, I'd like to say someone I've you know built a bit of a relationship with. We we know this guy very well. He's been in our industry for four years. It's Steve Williamson, who is CEO of GIS. Steve, great to be speaking to you today.

SPEAKER_02 0:30

Hi Fray to yeah, good to see you again as you as you work work closely together.

SPEAKER_01 0:36

Yeah, I I it always is good for me to be speaking to someone that you know I like I like working with, I like speaking to, and that's maybe not so ingrained in the inkjet world. Um that means it gives us a little bit of insight into a slightly different view of our world, which is great. Um you've been with GIS now for about four years, so I thought it was about time for us to have a chat and to to just find out a bit a bit more about where you think it's gone, where it's going, uh as a as a as a business, but also as a market. So great opportunity just to have a chat really today, Save. Yeah, sure.

From Engineering Director To CEO

SPEAKER_02 1:18

Yeah, thanks. Uh and I'm grateful. I think um, you know, one of the things that uh one of the good things about this is uh my focus has always been internally GIS for a long time. And and uh and in fact I joined as the engineering director uh originally uh you know working for Nick Geddix, who built GIS. And I think everybody, everybody who's probably listened to this should know Nick Geddix is so a bit choose to fill um uh because he was the technical powerhouse as well as running all the business. So I came in to take the technical off him uh and um kind of bring order to the engineering team, and then uh GS has kind of moved on as it uh got purchased by Nano and then uh I became the the GM CEO at that point. Um and it's been uh it's been interesting and difficult. Um as you said, I'm not from Inkjet. My my background is 20, 30 years plus in RF in defence and security. Uh but I I finished at my previous company and looking for another challenge and and I wanted something interesting to do, and this has paid dividends in in that respect. Um, I think most of the people I work with have forgotten more than I know by now. So it's uh you know, it's it's not as I it's not just um firing a few drops on a bit of paper and off you go. It's a lot more physics and uh maths and uh um but yeah it's been it's uh it it was a challenge to to join and gain the respect of any of the engineers in particular. But you know, engineers like engineers, so you've got to hold your own there. Yeah, uh, but we have got a an amazing team at GIS, and and that makes it exciting to work with.

SPEAKER_01 3:06

Yeah, we'll we'll talk about the team in a moment because I I think you are you have a unique team, um, and we'll pick up on that in a in a sec. I just want to kind of go back to when you you you're coming in from a a different environment into the inkjet marketplace. Um what did you see? What did you sense? What was your feeling about it um when you sort of first joined?

SPEAKER_02 3:33

Uh it was it was interesting. I I I had done some research and I I knew what it was. Um I'd worked at Cambridge Consultant, so I had I had a a little baptism way back when because of that. Uh, but I I I think actually my assumption was more things were printed with Inkjet than actually are. Right. I thought it I thought it was going to be more pervasive than it's turned out to be. Yeah and and I'd underestimated the challenges to go from offset printing and and uh you know more traditional methods to what people expect from Inkjet. And uh and when you start to realize that, and and you know, everything's down to print quality, that the difficulties there, suddenly you realize what a difficult engineering project it is.

SPEAKER_01 4:24

So for anyone who doesn't know GIS, and I think a lot of people will do who listen to the podcast, but for just to give us a little bit of context, um if you were saying what the business is about and the kind of size, the scale, um, I mean, you talked about the fact that it was in Cambridge. So just for anyone out there who kind of you know doesn't know, give us a little bit of a picture.

SPEAKER_02 4:50

Sure. Well, we're we're we're about 40, 45 people, um, all based, well, mostly based in Cambridge, but we've got uh a guy in the States, a technical guy in the States, and a and a technical guy in uh China as well. So we cover the regions, but uh we do a good job of covering that with everybody. What what is GS about? It's about um it's about the technology. It's it's about providing. I don't like to use the word solution because it that implies that it's kind of standard, but GS is is trying to provide uh out-of-the-box working software, hardware, ink systems all in one that you give you a quick return on your investment and a fast time to market, but with the highest quality levels. And I and I believe that we're in a unique position because we sort we do offer all of that uh and more. You know, uh there are other things we can we can add in other capabilities, but at the core, we offer drive electronics in systems um and the software to control it all, and no no one else does it to the same level as us, I don't believe.

SPEAKER_01 6:06

Yeah, that's interesting. Um and the projects, the the kind of applications and projects that you particularly see happening at the moment, what's the kind of space you're in?

SPEAKER_02 6:19

Um well we we we we do everything from you know we're helping people with additive manufacturing in in um uh kind of aerospace applications, uh we're looking at complex shape printing in a wide variety of consumer goods and um more industrial settings, you know, cars, etc. Um, but then there's the the standard textile, ceramic, label printing, uh we're we're in that as well. And and it's not just you know, everybody everybody wants bread and butter revenue coming in of building three, five machines a month, like clockwork from your from your old customers. And we have those customers. Uh, but we also work with people who are doing the the small runs and one-offs and specials, and that's where you know we we can do the big machines and the regular machines because they just they're kind of run-of-the-mill for us. But where there's special, you know, something special you need in terms of uh uh how how how your part is printable or what substrate you're printing on, or how quickly, or accuracy of your printing, that's when we hold our own more against anybody else. But you know, it's but very lucky, as I said, that the team of people you've got are at that level where we understand everything about your system.

Leadership Style And Key Hires

SPEAKER_01 7:46

Yeah. So you are, as you said, GM CEO. Just out of curiosity, what what's your what's your leadership style?

SPEAKER_02 7:55

I think uh I think most people would say it's quite relaxed. Um and I I'm I'm not a I'm not a charity leader. I I like to think I I am an engineer, so it's perhaps sometimes perhaps a bit analytical. Yeah, working through kind of thing. Yeah, yeah. I like I like I like numbers. Everything is numbers to me. Yeah. Um, and you know, that ultimately a company's gonna make a profit, and that that's so that's the most important thing for me to focus on. Yeah um, but I'm very lucky to have a team that uh I can trust so that I don't have to be uh in the detail of of the technical parts I can trust, you know, very quickly. We can between the group of us, we can uh gain an understanding of where we are, where we need to go.

SPEAKER_01 8:40

Yeah, so not in the weeds as such, yeah. You've got the people who will give you the information. Um, yeah, and and and as you said yourself, you've recruited really effectively in in the years that you've been there.

SPEAKER_02 8:54

I I think so. We've got Richard Darling, yeah, who's the sales director, and um uh and Simon Edwards as our technical director. And uh obviously Simon was there before and and has got both of both the guys have got a long history in uh the internet industry. And I'm lucky because you know, if we walk into a room, like I I'm kind of like a shadow in some ways, which is why you know part of the reason we're doing this. Yeah, yeah, just to put your name out there. I'm in the shadow of the people that uh that yeah that lead, but they're they're both people that walk into a room and everybody knows who they are. Yeah, yeah, yeah. And and that's a really strong position to have when you're a small company, but but a leading company in the industry.

SPEAKER_01 9:42

Yeah, you've got you've got a couple of star strikers, haven't you, really? Um yeah, yeah. And and as you said, it's you know, um both both Simon and and Richard have been in this industry a long time and have got loads of experience, so they you know they really know their stuff, which I guess means it's easier for people to feel assured that you know when GIS are on that list kind of thing, that you you know, you know what you're talking about.

SPEAKER_02 10:10

Yeah, yeah. And it's um I mean the good, you know, the it's good, they're good people, good good egos as well, I like to think, because you need you need that if you're gonna push things forward. And and that's the other thing about my leadership style, is I'm happy to be told I'm wrong, and they will more than happily tell me if I'm wrong. So uh, but that's what I want. I'm you know, I I'm the one with the least experience, but my focus is on, as I say, these days is on the numbers, yeah, and and managing the culture and and how the company strategy goes over the next few years. I need them to be able to tell me black and white now what what's what and and they do.

SPEAKER_01 10:51

Yeah, and they're both really in tune with what's happening. Absolutely.

SPEAKER_02 10:56

I I I I I do and I have to trust them implicitly because you know, that's the only way we've but that's the way that GS has you know has changed. I mean, when I took over, you know, um uh uh well when I joined, I should say, as engineering director, Simon was uh around and he was the person I learned punish on day one engineering. So yeah, when I when I took over and and restructured the teams, um it he was an obvious person to put the head of our technical. There's no no one no one could touch it. And then bringing Richard in because you've got to with sales, I'm a great believer in pressing the flesh and being out. Yeah. And that was a change that I wanted to make. And and Richard is uh is more than happy to do that.

Profitability Diversification And Stability

SPEAKER_01 11:47

Well, as you said, I mean the thing, what you want is people who can open doors and then immediately be oh, right, you know, customers sits up and listens, and there's no denying that with with Richard you've got someone like that. So that really works well. Um just taking me, you know, you mentioned a couple of times numbers, uh you know that you are the numbers man. So tell me a bit about the kind of the cycle of what's happened in the four years in terms of the numbers, you've shifted them in the right direction.

SPEAKER_02 12:20

Yeah, I mean it it's um it's it's been rocky, uh I'll I'll I'll say that, but uh because we've had to make, you know, we've had I I've had to make changes, uh some unpleasant changes for people, but all with a mind to you know, a company's gonna remain profitable, and that's and we're we're we're we're on that trajectory, uh as it were, and uh and doing well. And with with the um we're not just as I say, you know, although we do the driver electronic sync system software, we're not just about that. We are looking at other areas to move into and uh as part of our our strategy, and those are showing signs of bringing uh you know more profit and more revenue to the company. And you you've got to there's got to be a bit of diversification because you look at look at the market uh now, you know, look at how, for example, the the the the war at the moment has restricted uh fuel, yeah. And that has an effect on things like the the running of the kilns in in Asia for ceramic tiles. You know, yeah. So the these kind of macro effects can have a big effect. Um so trying to have a diverse portfolio of customers um mean that and and product means that you can um kind of ride it out a bit better. Yeah, you spread the risk, don't you? So we bought in and you know it's about in January. We had uh uh uh we took on a new person to run our product management uh Alex Mantis, who came from Domino. Yeah and he's doing uh an amazing job so far of putting our portfolio together and helping us streamline it.

SPEAKER_01 14:08

Yeah, it's good. It's good, and that makes a big difference, isn't it? Um yeah, and it makes it easy.

SPEAKER_02 14:13

Ultimately, you've got to make it easy to sell your product, yeah, uh, and you've got to make it easy to integrate the product. Um especially this year, we've put a huge effort, so I so I'm in the engineering team, but a huge effort into testing, testing, testing, and every mortal thing you can think of that that pops up, even the slightest thing has been fixed and and we've moved on, and the stability has just got it was good, it's better and better. And I I and I think you know, we we have many customers using our products now, it just installs and works. And uh, and that's what that's the most important thing because if if you have to do a huge support cycle afterwards, it costs both of you money.

SPEAKER_01 15:00

Yeah. I know that you uh definitely do kind of strategic days away with your management team because I reported the guys, you know, they they often say, you know, it's really valuable to to get us together, the brains together, kind of thing.

SPEAKER_02 15:14

Yeah.

SPEAKER_01 15:15

Obviously, as you said, you know, people are doing their doing their own role, a different function, they're all you know all over the world. Um so when you get these guys together and yourself together, what what kind of what are you what what's in your mind strategically as a as a team for the kind of next two years or so?

SPEAKER_02 15:35

Um I'll have to be careful I tell you that without it.

SPEAKER_01 15:42

But you don't have to give me the exact details, but I just wonder how you kind of as a leader, how do you get to that point where you're finding what you want to put into place for that action? Do you know what I mean?

SPEAKER_02 15:53

Yeah, I think I think well that the honestly, the the um I tried to do it m myself originally, and I really I quickly realized that trying to facilitate a meeting that you want to be part of is difficult. And yeah, I'm just gonna pick somebody up there. There's a guy called James Allen of Creative Huddle, and he's been instrumental in helping us pull that together. Yeah, and uh it he's uh pretty good at keeping us on track, on focus when we're discussing how what have we done since the last management team, what have we done take cross-cross cross? Why didn't things get done? Yeah, who's responsible? And then as a group, what you know, it's open, it's it's kind of we have very open discussions in the office anyway, in the management team, and that that's you know, as I said, that's what I like. But going off site, there's there's a different feeling when you go off site, and a different level of honesty comes out of it because you're locked in a room with people that it's a safe space, people you can trust, and you get walked and all on everything, and and you know, uh the strategic direction, um uh the the the what we're gonna do with particular customers, what we're gonna do within the in the short term and the long term, all gets thrashed out very easily um in those meetings, and and they've become one of the most valuable meetings I think the company does.

SPEAKER_01 17:18

Yeah, it's it's funny, isn't it? Because we laugh about kind of away days type of thing and that that but actually it does really help to just walk away from the building, doesn't it?

SPEAKER_02 17:29

Then to I know I do try, you know, when I when I come back, because we have a monthly what we call the CCU, the company catch up, GIS. And when we come back, I try and report on on what's being discussed because like you say, you think I I once heard somebody say, uh, well, they said to me, Did you enjoy your sleep over? You know, and um and I get it, I honestly get it, because I think unless you're part of it, it's difficult to see what what value do you get by just sitting together for two days somewhere. But actually, it's immense, and and it's and it's the reason we've made some of the decisions we have with the company.

SPEAKER_01 18:08

Yeah, no, that's uh it's good to hear. Um, and I know that you were down with us in Valencia when we did Leaders Summit last year, and yeah, we'll be doing some more of that content this year. Yeah, it was a great September.

SPEAKER_02 18:22

It's it's always a great thing, you know, not blowing smoke, it's it's uh feature-print events have been a really useful event for us every time, and actually that's why you and I work together uh closely on marketing things as well. And um, you know, I'll I'll I'll also mention at this point GS is 20 years old on the first of November this year. You are yeah, and um so I I think you and I have been discussing how we might celebrate that um at uh at one of the events because it's it's not just about you know the the thing about GS, it's it's it's people, you know, and we need to celebrate the people, but we also need to celebrate our customers and the people we work with because everybody's part of why we've got to change a year.

SPEAKER_01 19:06

Yeah, no, that's um I remember the Milan one. Uh what was that was that 15 years then or twenty ten years? 10 years, I think. I wasn't obviously I wasn't there then. Yeah, yeah, yeah. Yeah, yeah. Well, I was definitely didn't have a grey beard though in those days. Um, but yeah, no, I remember you you celebrated a nightclub in Milan at the imprint show that we ran. Um and it was one of those nights that people will not forget. Okay, well that maybe we'll try and yeah, yeah, you're gonna same level of memory. Anyway, um listen, uh really good to catch up with you and uh good to just get a bit of insight. You know, we we often talk technical stuff on these podcasts, and I just wanted to, you know, you you are a leader, you uh, you know, you're running a business in our industry, which is um you know a successful business that people know that you've got great staff, you've got uh and I just wanted to catch up with you and kind of see, you know, yeah, you've been really honest with me as well. You know, you you're not you're not kind of shy from the fact that things have you know it's been kind of like up and up and down, yeah, up and down. Um just on that kind of note, that in in terms of going forward, do you sense there's uh something in in the kind of you know the future? What what what do you sense as GIS as a business? Where do you want the business to be going? What do you sense in terms of trend? Do you is there sort of you know, should you you mention Asia and the US? Are you very much focused on Europe? What what's kind of your your kind of thinking?

Growth Partnerships And Direct To Shape

SPEAKER_02 20:39

Well, we we are we are trying to grow our presence and and have been pretty successful in the last 18 months in in China in particular. We've won some uh good contracts there. Yeah, but um we we will grow, we are growing. You know, we're we're on a healthy trajectory now. So um I think the future for us is it's it's drive electronics uh ink system software are our core, but we're gonna build off that. Um there's other systems we can build ourselves, and we're working with uh a local uh one local company in particular to help kind of expand that capability so we can offer a kind of I should call it a bigger level of product. Um the features about partnerships, I think. Yeah. Um because uh and and more communication. I think I I I remember saying at a feature print event of uh a few years ago, you know, we were all sat in a room patting ourselves on the back at how well we do our little thing, and no one was talking to each other to try and bring stuff together. That and that I that's my perception why inkjet is is flat, because it needs more cutout, it needs far more cutout. than there is maintenance. And we're we are actively working with um you know some some companies in inkjet like you know we we obviously work with Fire in Adobe we have close partnerships with them but we're also talking to other organizations not in inkjet and and trying to push forward because there are other applications for inkjet other than just printing on a substrate.

SPEAKER_01 22:25

Yeah are you are you talk just out of curiosity because we're hearing a lot about robotics at the moment and kind of director shape and that kind of you know the technology inkjet being used in in more in combination with robotics are you sensing that?

SPEAKER_02 22:39

Yes I mean I think um we we've out for a while I mean since be I think around the time I joined GIS we were printing on wing mirrors with the robotic system we've got in-house um and the interest in that in fact at the Munich memory you ran a big part of the conversations there were were all about uh complex direct shapes and not just like printing on a a can or a a you know a bucket or a or even a code printing on proper three-dimensional everyone's different type shapes yeah yeah and that that's definitely um definitely there's a lot of interest in that yeah no I think that's right that's um something we're hearing a lot of uh Steve it's been great speaking to you thank you very much for giving us your time it's always um and yeah let's uh let's we will catch up again in face to face at some point in the future I know and uh I really appreciate your time thank you thanks for the opportunity good to talk to you again as well thank you very much thank you for listening if you enjoyed this episode you can subscribe now for more great audio content coming up and visit futureprint.tech for related news partner interviews in depth industry research and to catch up on content from future print events will see you next time on the Futureprint podcast