Crayola executive to headline NEPIRC's manufacturing expo
Robert Tomkavage, The Times-Tribune, Scranton, Pa.
5 min read
Sep. 17—He's quite a colorful guy.
Pete Ruggiero, chief operating officer of Crayola, plans to share stories about the company's successes and educate attendees on ways to prepare for future challenges during the Northeastern Pennsylvania Industrial Resource Center's 2023 Manufacturing Best Practices Summit and Expo next month.
Nearly 80 manufacturers and businesses that support manufacturing will have exhibit booths and conduct product demonstrations during the event scheduled Oct. 13 at Mohegan Pennsylvania's convention center in Plains Twp.
"Attendees will be able to see product demonstrations, learn more about the wide variety of products manufactured right in their own backyards, and network with decision makers, buyers and business owners," said Eric Joseph Esoda, president and CEO of NEPIRC.
Under Ruggiero's leadership, Crayola — based in Easton, Northampton County — diversified its business model through new product development, expansion into international markets and the opening of multiple Crayola Experience attractions throughout the country, including one in Easton.
The expo will also feature a Women Leaders in Manufacturing panel discussion moderated by Christine Kiesinger, Ph.D., principal, CEK Communication Consultancy. Other panelists include: Petra Mitchell, president, Catalyst Connection, Pittsburgh; Heidi McKenna, president, The Fredericks Company, Huntington Valley; Pat Frances, CEO, Chaucer Press, Hanover Twp.; Grace McGregor Kramer, vice president of strategy and operations, McGregor Industries, Dunmore; and Denise Truesdale, senior vice president, human resources, Pride Mobility Products, Duryea.
Ruggiero recently shared these answers to the following questions:
Q: What was the biggest supply chain challenge Crayola faced during the height of the COVID-19 pandemic and how did the company navigate it?
A: Crayola encountered numerous disruptions during the pandemic: labor shortages, the global container shortage, lockdowns at suppliers, a 10-week lockdown in our Lehigh Valley plants, discontinuations of sophisticated raw material formulations and the Texas deep freeze, to name a few.
But the most significant challenge for Crayola was the strong demand — in some periods three times the prior year — as families turned to our brand for creativity, fun and entertainment at home, and as parents used our products at home during school closures for arts-infused education.
In Crayola's global supply chain, we had diversified and automated, and built capabilities and culture over the previous decade. Without that work, we would have failed — and this will be one of the major messages in my NEPIRC keynote address.
Ultimately, it was the hard work and innovation of the people of Crayola and our suppliers, and their bias for action, solutions-based culture that enabled us to succeed.
Q: What are some of the most valuable lessons about supply chain issues you learned throughout the pandemic and how have they helped with business moving forward?
A: At Crayola, we changed the narrative in how we looked at problems.
Instead of kicking them under the rug, we made our problems visible and even celebrated them. This was a healthy approach to continuous improvement.
We also ramped up our use of visual management, to help us to see around corners for business challenges that were about to strike.
And finally, in the COVID-19 world, we accepted that perfection was unlikely, embracing the phrase: "Not 100 is not zero." While we strived to be as close to perfect as possible, we chose not to be discouraged when we failed to achieve it. We ran the business one month at a time — pausing each time we turned the calendar to celebrate before moving on to the next.
Q: What will be your points of emphasis during NEPIRC's manufacturing summit next month?
A: My keynote address will share the Crayola story of the past 15 years — how we built our capabilities ahead of the pandemic and managed to thrive amidst overwhelming challenges — and then my talk will turn to action steps that businesses can take to prepare for the next major business disruption.
Q: What have been some of the major changes at Crayola over the years? And how do you expect the company to continue evolving in the coming years?
A: Crayola helps parents and teachers raise creatively-alive kids: that mission was here when I came to the company in 1997 and it thrives as a bigger-purpose mission today.
We believe creativity is a life skill that allows kids to reach their full potential and grow into innovative adults.
I travel around the globe, and when people learn that I work for Crayola, there is always the smile, and then the story about some magical childhood moment. And that makes the work so very special — how our brand and our products make a positive impact on the world.
The brand is more robust today because of our innovation, year-round relevance, global presence, environmental sustainability initiatives and Crayola Experience business model.
The brand, the company and its employees will stay true to its mission as we move through the next few decades. I expect we will continue to bring cool products to the marketplace, help families connect through creativity and expand our global footprint.
Q: What experiences throughout your business career helped prepare you for the role of COO at Crayola?
A: My academic experiences at Villanova and Lehigh, and great learning early in my business career at Deloitte and Union Pacific were so valuable.
But, more directly, having the opportunity to understand Crayola through the lenses of so many operations, finance, sales, marketing and general management roles over 26 years provides me with a unique perspective on the levers that move our business — and the people who make it all happen.
Q: What is your favorite Crayola crayon color?
A: I have two: Cadet Blue and Purple Mountains' Majesty.
