At our 40th Anniversary Awards & Charities Gala this past November, The Cannata Report recognized six people who have, for several decades, made a profound impact on the office technology industry’s dealer-partner channel. President and CEO CJ Cannata (third from right) singled out these groundbreaking leaders, calling to the stage (pictured above, from left): Jim D’Emidio, John Hey, Frank Cannata, Bob Goldberg, Ed McLaughlin, and Mike Stramaglio. Who are these six office technology industry icons? For the benefit of those who may not know, here are their “snapshot” corporate biographies:
- Jim D’Emidio enjoys a career in office business products that has spanned more than 35 years. He began by working in Washington, D.C., as a sales representative for Muratec America, where he had many roles (including GSA director, major accounts and government manager, and director and VP of sales/marketing) before ascending to the presidency. Muratec America was sold to Konica Minolta in 2017, and D’Emidio remained on as president of the division until early 2022. Now the CEO of D’Emidio Consulting, LLC, Jim also has served as executive director of the International Systems Dealers Association (ISDA).
- John Hey is a partner and co-founder at Strategic Business Associates (SBA), an imaging industry consulting firm formed with John Handon in 2001. Hey began his career with the former D.C. Hey Company in 1973 and became president and owner in 1985. He was responsible for growing the business from $5 million to more than $170 million in sales with more than 1,250 employees. In addition, Hey completed more than a dozen acquisitions.
- Frank Cannata, a 55-year industry pioneer, is the founder of the Cannata Group, LLC and The Cannata Report, which has its roots as a newsletter. Cannata, who hails from Brooklyn, got his start in the copier business by selling machines for manufacturer Saxon Business Products in New York City; he ascended to senior management roles at Apeco and Royal Business Machines. In 1979, Cannata founded Marketing Research Consultants, aiding Japanese manufacturers entering the U.S. market. A proud veteran of the U.S. Marine Corps., he continues to serve as a copier/printer analyst.
- Bob Goldberg retired in 2024 as the general counsel of the Business Technology Association after 47 years of representing the BTA. Goldberg was a partner, from 1984 to 2008, with the Chicago firm of Schoenberg Finkel Beederman Bell Glazer LLC (SFBBG), where he concentrated on antitrust, trade regulation, distribution channels, contract relations, non-for-profit organizations, and litigation. He became of counsel to the firm, continuing to collaborate and mentor attorneys and staff. Prior to joining SFBBG, he had been a partner with Freeman, Atkins & Coleman.
- Ed McLaughlin is a 50-year veteran executive with management experience in the office imaging, automation, and business services industries. As the former president of Sharp Imaging and Information Company of America (from 2002 until mid-2011), McLaughlin often is credited with turning around and revitalizing Sharp’s business. He did stints with 3M, Canon, Duplifax, and Savin/Ricoh before joining Sharp. McLaughlin co-founded Predictive InSight LLC in 2020 and also serves as an advisor to firms including Continuum and Nexera. He is a proud veteran of the United States Air Force.
- Mike Stramaglio is president and CEO at Stramaglio Consulting LLC. As a seasoned sales/marketing executive within the imaging channel, he knows the proverbial three P’s: products, process management, and profitability. Stramaglio’s experience includes serving as president & CEO of MWA Intelligence; as president/COO of Hitachi Koki International; VP of America Sales for Ricoh; and VP of Minolta’s Business Equipment Division. He is the voice behind the industry’s Executive Connection Summit (ECS), which is committed to advancing the channel via The Consortium and its Breakaway Team of young, up-and-coming executives. He is also the leader of a charity Harley motorcycle riding group, Patriots Pack, which provides scholarships to U.S. veterans and their families.
An iconic Q&A
Each member of this iconic sextet has lived through a sea of change in his respective career in the office technology industry: from plain paper and the analog-digital transition to MFP technology and affordable color in the office. More recently, they’ve seen the digital transformation (DX) trend and, now, AI. We asked each of them six questions:
What do you think has been the single BIGGEST change within the office technology industry over the past three or four decades?
McLaughlin: There have been so many changes, and they keep occurring. I believe, however, that the transition from analog to digital is the most significant, mainly because it was the enabling advancement that laid the groundwork for all the others. Without that move, there could be no four-color process or real MFP development, and the intelligent MFP would only be a dream.
Ed McLaughlin
D’Emidio: I entered this industry in 1985. Dealers’ product line consisted of analog copiers and thermal fax machines. Some dealers started as typewriter and calculator dealers. Dealers survived the transition from analog to digital copiers, and then the addition of digital copiers to the customer’s network. Email led to the phasing out of fax machines. All these changes are due to a single factor that affected all dealers. The decline in the use of paper in business, government, health, and education. Not all of the sectors declined at the same rate. Almost all strategic decisions dealers make are based on how they could replace revenue from declining printing and copying volumes. This is why most dealers have added adjacent products, software, and services. Unfortunately, dealers cannot rely on the printing products for revenue growth. Dealers need to evolve, change, or become extinct.
Hey: Software that automates meter collection and cycle/CPP [cost per page] billing. What we do today cannot be done without it.
Stramaglio: There have been incredible technology changes during my career and many of them transformative. However, the the single greatest change is of quantum proportion. The introduction of Artificial Intelligence is without question the single greatest event to ever impact humanity. The amazing (scary) thing is that it has only just begun!
Goldberg: I have had the privilege of being active in the industry for the past forty-nine years. I do not believe any of the technology advancements had the same impact as the Manufacturer Dealer Statement of Principles. Japanese manufacturers entered the United States marketplace with one-sided adhesion dealer agreements. The contracts provided no protection to a dealer’s investment in establishing the product line in the United States. The manufacturer had sole discretion in terminating the agreements, without cause, and setting unreasonable quotas. The National Office Machine Dealers Association (NOMDA now BTA) set out to the level the playing field by establishing fair, equitable and ethical agreements for the industry. Meetings with manufacturers were unsuccessful in reaching this goal. At a meeting with Savin in Valhalla, New York, the President told me; “I will treat the dealers any dam way i wish.” NOMDA concluded that the only solution was to seek legislation protecting United States Dealers against this arbitrary and capricious conduct. With the assistance of JJ Exxon, Senator from Nebraska, the Retail Dealers Practices Act was introduced. NOMDA established a Political Action Committee which was well supported by the more than 6,000 NOMDA members. Dealer roundups were held to take NIOMDA Members to Washington, DC to meet with their senators and congressmen. Many NOMDA Members had personal relationships with their elected officials through donated copiers and funds during elections. Committee Hearings were held in both the House of Representatives and Senate. The legislation advanced in both Houses of Congress. At the same time legislation was introduced in three States-Illinois, Wisconsin, Arkansas. With over twelve months of strong support the legislation advanced. International Business Machines (IBM), which sold electric typewriters through the NOMDA channel, requested a meeting with NOMDA and manufacturers to determine if there was a non-legislative solution. Following several meetings the Manufacturer Dealer Statement of Principles was drafted and agreed upon by all manufacturers. Fair, equitable, and ethical conduct by all parties was agreed to. Quotas would be formulated based upon the NOMDA Business Equipment Quota Index, an index assigning buying power to every zip code. It was the Statement of Principles that changed manufacturer relations from adversary to partners. The industry was able to grow and prosper through cooperative efforts. Those efforts continue today.
Cannata: In my opinion, there were a couple mountainous changes early on that were most critical concerning the copier: First was digital convergence, which opened up communication with computers, and the second was from monochrome to color, which broadened the market by a wide margin.
Besides keeping an open mind, what is the main requisite for smaller and mid-size dealer owners to stay competitive in 2026 and beyond?
D’Emidio: In discussions with dealers over the years, the goal has been to replace declining print volumes with other solutions. These could be hardware, IT, or software solutions. The larger the dealer, the more aggressively they can enter different markets. The top 20 dealers in the United States have diversified into IT services, wide-format printing, production printing, telephony, mailing, security, water, and other adjacent products. Large dealers understood it was easier to sell more products to a customer than to sell one product to each customer. It is more difficult for smaller and midsize dealers to get into many different disciplines. These dealers should really look at their core competencies and determine which adjacent technologies they can add to increase revenue, margins, and new customers. Those dealers who cannot transition their businesses to capture new revenue will not survive the next five years. beyond print.
Jim D’Emidio
Hey: Profitability—profits are the purchase of people, growth, and diversification.
Cannata: This is a simple answer for a complex situation. Dealers need to fully understand that print is not going away. In fact, it is becoming far more lucrative than selling copiers in the office. We are talking about printing on ‘other” substrates, from wood to golf balls. In addition, industrial production printing, which includes textile printing, labeling, and packaging, are available today (with textile being the only limited option at this time). Plus, IT should ensure the printing business for many decades.
McLaughlin: Know your own weaknesses and strengths. Do not let someone else persuade you that the only way is diversification. Remember that a services business is based on knowledge. Make sure your core business is the best it can be before you venture into a new one. Work hard to become a leader, not just a manager; your hand needn’t touch every part of your business. Stay abreast of developing technologies and how they will impact your core business. Analyze your financials as if you’re selling your business and run it that way. This way, if you do sell, you will be worth more money, and if you don’t, you will be a better company.
Goldberg: Dealers need to invest in their business and embrace the new technologies. Staff should be examined to assure new ideas and approaches are introduced. Equipment has become reliable. It is the value-added service that will distinguish Dealers from competitors. Diversification may not be as necessary as concentrating on providing services for your current base. Establish your customer needs and provide them. Become a trusted advisor.
Stramaglio: Besides the obvious philosophical requirements of curiosity, imagination etc., I believe the main requisite for dealers to remain competitive is the need for intelligent partnering. We are in a world where, no matter how big or small, the need for intelligent partnering is the #1 Imperative! Of course, this goes hand in hand with intelligent business planning. Know where you are going and which partner can get you there!
The key to manufacturer-dealer “harmony” heading toward the year 2030: What is the answer?
Hey: Cooperation, communication, collaboration, and mutual respect.
John Hey
McLaughlin: Communication and honesty are critical to building trust. Once you have trust, the rest is easy.
Goldberg: Strong manufacturer-dealer relations are essential. Multiple product lines may not be the answer. Dealers who show their loyalty to manufacturers will be rewarded. Loyalty and cooperation translate to “harmony.”
D’Emidio: Over the years, I have seen manufacturers hold all the power. This was back in the old analog days when we had huge NOMDA shows. The manufacturers stopped attending industry shows to prevent exposing their dealers to competitors’ products. The big manufacturers began hosting their own shows to keep their messaging and marketing aligned with their vision and strategy. This is when the relationship between the manufacturing dealer was stressed. After the IKON, Danka, and Global purchases. The independent dealer gained more power, which made it easier to add products and markets. Currently, I see very good symbiotic relationships between manufacturers and dealers. Some manufacturers still have a robust direct channel. However, many of the current manufacturers have a very positive relationship with their dealers. The dealers and manufacturers are not constantly at odds with one another and are working better together. That’s not all, manufacturers! The smart manufacturers realized that dealers are partners, not adversaries. Dealers need to maintain strong relationships with the manufacturer’s sales, service, and back-office teams.
Cannata: Honest communication in the strongest possible way. Dealers need to be totally candid with manufacturers and vendors of all kinds about their main concerns, and it doesn’t hurt to use media outlets like ours as a sounding board.
Stramaglio: The key to manufacturer-dealer “harmony” is always important, however between now and 2030 it will not be a major priority. The most important “harmony” is and will be “harmony” between the dealer and the end-user client! Vendors of all types have a responsibility to deliver their best products, services, and support, and if there is harmony needed it will be in these key areas. However, with the advent of AI, the value of “people and relationships” will change dramatically: not less important, just radically different!
Professionally, who influenced you the most? Do you have a mentor who guided your path?
Cannata: Dealers in the 1970s and 1980s were my biggest teacher. They had no problem telling me their problems and would always explain why they had to say no to me when I was a district sales manager, regional manager, and vice president of dealer distribution. They were that open with me because they knew I would always be honest with them.
Frank Cannata
Stramaglio: Great question! I will get in trouble with this one because I have been mentored by so many incredible people. Forgive me in advance! I would have to say Sam Kusomoto, Dan Doyle, Sr., Bob Goldberg, Frank Cannata, and John Kuchta! Later in my career, my daughter, Jenna [Miner] and Frank Cucco. I will stop here because the list is too long!
Hey: Mike Riordan’s management training processes and his consulting help me develop a high-performing culture at DC Hey Co.
McLaughlin: I have had the pleasure to work with some of the finest in the industry, and I can honestly say I learned from each, but sometimes your first experience impacts you the most. This was true for me. My first Branch Manager at 3M Company, Ed Morgan, I have to say, set me on a course of learning and understanding the principles of solid business practice. My father set the compass for life practices and loyalty.
D’Emidio: Over the years, I had several trusted mentors who guided our company in the BTA industry. All of these gentlemen helped me understand the importance of dealers and dealer relationships. Frank Cannata always helped me understand the manufacturer’s role in this relationship. Muratec America was one of the smallest manufacturers in North America. But I learned to treat the dealers correctly and do the right thing. And make Muratec the easiest Company to do business with. Frank was always available for advice and strategy. I tried to attend every Cannata dinner I could. There is no better place to meet your competitors and dealers in a wonderful atmosphere. Few industries do as much as this industry in raising money and helping out. The Cannata report was especially important for understanding where the market and manufacturers were headed. Frank had his pulse on the industry.
Bob Goldberg taught me how to navigate relationships with the dealers when problems arose. Bob’s advice allowed Muratec to build great relationships with dealers and solve problems without resorting to lawsuits or animosity. With Bob’s guidance, Muratec never needed arbitration, mediation, or court for business issues with our dealers. Bob always helped Muratec stay civil and find great solutions. Bob always advocated for the dealer and taught me to view problems from the dealer’s perspective instead of as a manufacturer. Because of this, the relationships created between Muratec staff and our dealers are lifelong and positive. Even with AI, social media, and all these other modern things. Bob taught me that the most important aspect of business is that people buy from people. They buy from people they trust and enjoy doing business with.
Tom Johnson, a fellow Florida Gator like me, taught me to be humble and to run the organization based on what was important. If you ever visited the Global headquarters in Tampa, Florida. Tom purposely built his headquarters in a small office park with no fanfare. When I first visited Tom in Tampa, I commented that their headquarters was not nearly as impressive as those of IKON or Danka. He told me that it was by design. He did not have to impress anybody. The money was better spent on people, programs, and growth. He told me that spending money on headquarters wouldn’t make them any money. He did not have to impress anyone. He let their sales and margin do the talking for the organization.
Mike Stramaglio started out as a competitor against Muratec but ended up as a great friend and advisor. Mike’s understanding of the office equipment channel and the ongoing changes was instrumental in Muratec’s adoption of new adjacency strategies. Mike also put together one of the best meetings in our industry call ECS. This meeting is designed for manufacturers, dealer upper management, and software companies to gather and understand the future of this industry outside print. The takeaways from this meeting are extensive and provide a vision for the future. Mike is also a great ambassador for this industry and all the charity work he does. I learned a lot about how an organization needs to keep charity as part of its core principles.
Goldberg: Robert Atkins, chief of the Antitrust Division, took me under his wing and communicated the traits of a successful litigator and attorney. As in many of life’s challenges there are no shortcuts. Preparation and commitment bring success. Constantly learning and researching are necessary to remain an authority in your field. Learn to work with others and not to hesitate to give credit to your team members.
Looking back, what is your favorite office technology channel memory?
Hey:Preaching the independent dealer benchmarking model and helping dealers achieve profitable growth.
Cannata: There are so many. If I had to pick one it was in 1973 when I was a DSM for Saxon and visiting for the first time, selling their first plain- paper copier. A dealer that I will never forget was Art Schaeffer of Business Services in Utica (NY). We had a promotion to buy five, and there was a hell of a discount, and we could spread the delivery out over 90 days. I thought I was a very good salesperson and no dealer could possibly say no. Well, after I got through with the presentation, I asked if he was good with what we presented and when could we place the order. He said not now, that is for sure, and maybe never. I was so frustrated I could not believe he would say no. After I left his office, I felt I should have asked him why. As I was driving along the New York Thruway to visit the next dealer in Syracuse, I pulled over at a gas and rest stop. I called him and asked him if I could ask him a question. He said absolutely, and I asked why he was so emphatic in saying NO! His answer has never been forgotten. ‘I only buy what I can sell!’
Goldberg: Aloha Leasing entered bankruptcy. The Bankruptcy Trustee sought to recover all payments made by Aloha in the 90 days prior to bankruptcy. This included payment to Dealers for equipment sold to Aloha in conjunction with a lease. The effect was the Dealer paid the manufacturer for the equipment and now was be pursued for the lease payment from Aloha for the equipment. Over one hundred Dealers were being pursued. The National Office Machine Dealers Association (NOMDA now BTA) Legal Defense Fund entered the bankruptcy proceedings challenging the return of “Preference Payments.” It was argued that the payments were an exchange for the equipment leased. NOMDA was successful in precluding the recovery of the lease payments. There were several Dealers that would have gone out of business if they had to refund the payments. One dealer called me every other day to determine the status of the proceedings. When I advised him he would not have to return the funds he broke down in tears of appreciation. Helping dealers has been the foundation of my career. There are many other examples, but the Aloha Bankruptcy stands out.
Bob Goldberg
D’Emidio: There are too many to name. Nevertheless, some of the best times are at different meetings, including BTA, CDA, SDG, American Co-op, BCPA, Pro Dealer, and ECS. The best times were late nights, having drinks with dealers, and just getting to know them better. This is where relationships bond, and trust is built. I have met some of the greatest people running dealerships, working for manufacturers, and in the industry press. Together, we’ve created an unbelievable channel that continues to provide great memories and friendships. I love my 35 years in this channel!
Stramaglio:I have had many favorite memories and experiences, but I would have to say my favorite is right now with The Consortium and the Executive Connection Summit! We have come together as a community and work together to ‘Float All Boats:’ ideas born out of thin air and adopted by so many incredible people. I love this industry!
McLaughlin: I have loved every moment of this business. I can’t pick a favorite; perhaps it’s around the corner.
Do you have any other “pearls of wisdom” for our readers?
Stramaglio: There are no shortcuts to success. Everyone may understand the importance of hard work, honesty, integrity, etc., my “pearls” are: be very curious about everything every day. Imagination, initiative, and respect are essential. Act with dignity, think boldly, and be kind! Never overthink, plan properly, and take the risk!
Mike Stramaglio
D’Emidio: The best advice I can give to the industry is to treat your customers, manufacturers, dealers, staff, and anyone else in your organization or in organizations you work with as you would like to be treated. It’s a simple concept, but I see so many people treat their dealers, manufacturers, and customers poorly. Also, don’t take short-term gain at the cost of long-term relationships. I witnessed many manufacturers lose dealers’ trust because they wanted and needed to make a quarterly number. The manufacturer sometimes tried to load dealers up with product, even though it knew this wasn’t always in the dealer’s best interest. At Muratec, we had a banner in our service area that said the following: ‘We need dealers more than they need us. So treat them like family and always fix the problem.’ It was always about our customers, never about us.
McLaughlin: Don’t let the noise get in your way. Those who say this business is dead are looking at the industry with the office part as slowing down and that will continue, but the services around the unstructured data we transmit will continue to offer opportunities. We will be putting images on substructure long after the nay-sayers are dead and gone. Learn, learn, learn, and prosper from the opportunity.
Hey: Happiness is not about money. It’s about family, friends, faith, and having important and meaningful work to do. That’s why I still love this business.
Goldberg: When you retire make sure you can step away fully.
We thank you, gentlemen!
