Bill Braun believes leadership reveals itself long before a job reaches the press. It lives in the standards a company sets, the systems it commits to, and the discipline to never accept “good enough.” At Point B Printing Solutions, leadership is deliberate and repeatable, built to scale rather than react.
That philosophy came into sharp focus when Braun stepped into his role following an acquisition. What he encountered was not simply an operational challenge, but a cultural one. A newly combined organization needs clarity, alignment and a shared definition of what excellence looks like moving forward.
For Braun, leadership meant establishing expectations early and ensuring every decision reinforced them, both internally with the team and externally with customers who rely on Point B as an extension of their own brands. That responsibility starts with investing in people and creating a culture of continuous learning and accountability. “Train new people to keep up to date on changes in industry standards and continue to care about the success of your customers,” he says.
A focus on people and preparation carries through every layer of Point B’s operation, influencing how work gets done, how leadership decisions are made, and how accountability is reinforced across the organization.
In an industry defined by speed, customization and shrinking margins, this approach matters. Braun believes leadership is less about heroics and more about systems. Strong leaders create environments where teams can make confident decisions, solve problems without friction and deliver consistent outcomes without constant oversight. That belief guided Braun’s early evaluations at Point B, shaping decisions around the tools, workflows and partnerships capable of supporting those expectations at scale.
One of those decisions was to lean into Fujifilm’s ColorPath™ suite, not as a tactical fix, but as a system that reinforced accountability and consistency across the operation. Braun had seen firsthand how the platform performs in complex, multi-device environments, making it a natural fit for the leadership standard he was setting at Point B.
“I have used ColorPath in the past and knew how well it works for color control on multiple devices,” Braun says.
That evaluation also surfaced a deeper issue. While an inherited system appeared workable on paper, it failed to support the level of confidence and accountability Braun expected from a leadership standpoint. Teams hesitated. Results varied. Customers felt the impact.
For Braun, this was not a technical inconvenience, but a leadership signal that something fundamental needed to change. Leadership means removing friction before it ever reaches the customer. With more than 35 years in the industry—and experience navigating G7 certification and multi-platform production environments—he understands trust is built when teams know exactly what is expected of them and have the tools to meet those expectations every time.
“The company we acquired had a system called ChromaChecker, which had many challenges and issues. They were not using it. It seemed to cause more issues than it solved.”
Rather than apply incremental fixes, Braun established a clear leadership mandate at Point B: one standard across the operation. Litho. Digital. Large-format. Not multiple interpretations. One language. One outcome. That clarity did more than streamline production. It unified the organization around a shared purpose and removed ambiguity from decision-making. “Color control across the three platforms: litho, digital, large-format,” Braun says.
The standard was built with customers at the center of every decision, especially those whose brands depend on absolute consistency. Braun’s leadership ensured teams could identify issues quickly, correct them with confidence, and protect customer timelines without disruption.
In doing so, Point B positioned itself not merely as a service provider, but as a trusted steward of its clients’ brand integrity. “Making sure our high-end color-critical customers could count on consistent color, and the ability to identify and fix color issues quickly,” Braun says.
Finding Partners That Lead
Leadership also means choosing partners who operate with the same discipline and accountability. For Point B, Fujifilm’s ColorPath Sync™ became an operational foundation that allowed Point B to lead rather than react.
By aligning contract proofing with the litho press and the a digital inkjet press and extending that control into large-format through Device Link Profiles, Braun empowered his team to own outcomes instead of chasing inconsistencies. “It helped align our contract color proofing system with the Litho press and the digital inkjet press.”
Braun’s leadership philosophy was tested during a major transition. After installing an offset press and achieving G7 certification with conventional inks, Point B made the decision to convert the press to UV inks—a moment that often forces organizations to slow down or reset expectations entirely.
Point B chose a different path. Braun focused on equipping the team to move forward with confidence and accountability, reinforcing the idea that leadership is rooted in preparation, not hesitation. “We acquired a Komori GL-40 when we first started and it was running a conventional ink system and we got our first G7 certification with conventional litho inks.”
Working closely with Fujifilm and leveraging ColorPath Sync™, Braun led the effort to build new curves internally. With guidance from Fujifilm’s Mike Whelpley, the team maintained control of the process, demonstrating a leadership principle Braun values deeply: Strong organizations develop capability rather than dependency.
“With the ColorPath software and support from Mike Whelpley, Solutions Development Manager at FUJIFILM North America Corporation, Graphic Systems Division were able to build our own curve that passed G7 and matched our proofs until we were ready to have Fujifilm come out and do a complete recertification,” Braun says.
When recertification did occur, the results reflected that preparation. Pressure gave way to confidence. Guesswork was replaced by discipline. The process moved quickly because the foundation was already in place. “When Mike did come out to recertify, it was a quick process as the software already had us dialed in,” Braun says.
That same leadership mindset surfaced weeks later when press output began drifting while proofs remained compliant. Instead of defaulting to blame or assumption, Braun led with data. The team verified proofing performance, isolated the issue to press, and brought in support to resolve it collaboratively and decisively. “We did some checking ourselves with the software and identified it was an issue at press as the proofing system was still passing G7.”
Fujifilm Plate Specialist Mark Porter spent two days onsite identifying a mechanical issue unrelated to Fujifilm products. The press was corrected. Alignment was restored. More importantly, the leadership process worked, remaining calm, factual, and customer-focused throughout. “This is the kind of service that most companies do not provide and we as a long-time Fujifilm customer appreciate it,” Braun says.
Braun’s leadership is shaped by longevity and relationships. His connection with Fujifilm spans his entire career, reinforcing his belief that industry leadership is built through partnerships that invest in people, not just products. “My relationship with Fujifilm goes back to the beginning of my career of 35 plus years—even before I got into management. The name and brand has been a constant in the printing industry.”
Today, that trust extends throughout Point B’s operation, from Fujifilm Workflow XMF™ and ColorPath in prep to processless plates and blankets on press, creating a workflow that reflects leadership values at every stage. “We use Fujifilm products to help in prep for XMF ColorPath,” Braun says. “At press, we are running their processless plates and blankets knowing with full confidence we have Fujifilm support when needed.”
For Braun, leadership does not stop at operational excellence. It extends to developing the next generation of print professionals, ensuring knowledge is shared, standards evolve, and the industry continues to move forward with confidence. “You don’t only put out good products, but by employing and supporting great employees, and allowing them time and resources to train the new generation.”
At Point B Printing Solutions, leadership is not performative. It is practiced daily through discipline, clarity, and consistency. In an industry defined by change, that steady leadership allows the company not only to serve its customers, but to help set the standard for what modern print leadership looks like.
