ORBIS Corporation (Menasha Corporation) — Account Dossier

Why This Company

Corporate Structure:

• Menasha Corporation is the parent — $2.3B, family-owned (175 years, 7th generation), 110+ facilities across North America and Europe. The CIO, CFO, CEO, and enterprise technology stack (SAP RISE) sit here. Budget authority for procurement technology is at this level.
• ORBIS Corporation is Menasha's ~$850M reusable packaging subsidiary. The procurement team (VP Strategic Sourcing, Sr. Commodity Manager, buyers) and the acute procurement pain (acquisitions, tariffs, no tools) sit here.
• The deal path: Enter through ORBIS's operational pain, close at Menasha's corporate level.

Fit:

• No CPO, no procurement technology across either entity — supplier management handled via email with no procurement portal (menasha.com/suppliers; insightonbusiness.com)

Pain:

• A thin procurement team (VP Strategic Sourcing + Sr. Commodity Manager + buyers) manages sourcing for an $850M subsidiary with spreadsheets and email — while absorbing two acquisitions in 16 months: Creative Techniques (Oct 2024, 110 workers) and Robinson Industries (Feb 2026, ~100 employees, 1940s-era family manufacturer with no enterprise systems, now being fully integrated into ORBIS brand). Each acquisition compounds supplier fragmentation with no tools to consolidate. (Plastics Today; ThomasNet)
• Cross-border manufacturing (U.S., Toronto, Mexico) navigating resin tariffs on three axes — China at 47%+, Mexico at 25%, Canada at 35% for non-USMCA-compliant plastics — with full cost impact hitting Q1 2026. ORBIS President identified tariffs as a primary challenge. All managed manually. (Cornerstone; mmh.com — ProMat 2025; KoalaGains — 2025 Plastic Industry Tariff Updates)

Timing:

• Menasha went live on SAP RISE (S/4HANA Cloud) on November 8, 2025 — creating the cleanest possible data foundation for procurement analytics. But SAP RISE bundles an Ariba Network starter pack (~2,000 documents), and SAP completely rebuilt Ariba with a February 2026 release. SAP will aggressively upsell full procurement capabilities to this fresh RISE customer. The window to engage before SAP locks Menasha into the Ariba ecosystem is closing now. (LinkedIn — Shailesh Jha; HCLTech; Techzine)

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Decision Makers

Shailesh Jha — EVP & Chief Information Officer

Primary Contact / Technical Champion

• LinkedIn: https://www.linkedin.com/in/shailesh-jha-6417754/
• Email: shailesh.jha@menasha.com (inferred — 93% of employees use first.last@menasha.com per LeadIQ)
• Cares about:
  • Next high-impact initiative after SAP RISE — led the 12-month migration, posted "The best is yet to come!" Procurement analytics on S/4HANA is the logical next BI deployment (LinkedIn post)
  • Business intelligence deployments — explicitly cited as core expertise; 27 years manufacturing IT including BI at Regal Rexnord ($5B operating unit) (menashacorporation.com)
• Why they matter: Just promoted to EVP after delivering SAP RISE — has political capital, technical authority, and intimate knowledge of the SAP data landscape to champion procurement analytics as the next initiative.

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Lea Ann Hammen — EVP & Chief Financial Officer

Budget Authority / Decision Maker

• LinkedIn: Not found publicly
• Email: lea.hammen@menasha.com (inferred; ZoomInfo confirms l***@menasha.com per ZoomInfo)
• Cares about:
  • Cost discipline across aggressive growth — her organization is hiring a Sr. Director of Finance mandating "cost savings delivery" across 50+ Menasha Packaging sites including procurement operations (ZipRecruiter)
  • Conservative capital allocation — 22-year veteran at a family-owned company; zero-upfront-cost models align with her financial discipline (menashacorporation.com)
• Why they matter: In a company with no CPO, the CFO controls procurement technology budget. She approves or blocks the deal.

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Jeff Christianson — VP Strategic Sourcing, ORBIS Corporation

Operational Champion

• LinkedIn: https://www.linkedin.com/in/jeff-christianson-319550a/
• Email: jeff.christianson@orbiscorporation.com (inferred per LeadIQ)
• Cares about:
  • Managing supplier complexity at scale without tools — thin team just absorbed supplier bases from two acquisitions and a new Texas plant, all with email and spreadsheets (orbiscorporation.com)
  • Cost optimization under tariff volatility — ORBIS's primary raw material (resin) faces 47%+ tariffs from China, 25% from Mexico, 35% from Canada for non-USMCA-compliant plastics across cross-border operations (Cornerstone; mmh.com; KoalaGains)
• Why they matter: Most senior procurement executive at ORBIS — lives the sourcing pain daily and would be the primary user of spend analytics and eSourcing tools.

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Bob Bojcic — Senior Commodity Manager, ORBIS Corporation

Technical Evaluator

• LinkedIn: https://www.linkedin.com/in/bobbojcicjr
• Email: bob.bojcic@orbiscorporation.com (inferred; ZoomInfo confirms b***@orbiscorporation.com per ZoomInfo)
• Cares about:
  • Indirect materials sourcing — LinkedIn headline explicitly states "specializing in sourcing and indirect materials," mapping directly to tail spend automation and eSourcing (LinkedIn)
  • Commodity management under resin pricing volatility and tariff disruption (ZoomInfo)
• Why they matter: Functional expert who would evaluate and use tail spend automation and eSourcing daily. His endorsement validates that the tool solves real operational pain.

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Christopher D. Drees — President & CEO, Menasha Corporation

Executive Sponsor

• LinkedIn: https://www.linkedin.com/in/chris-drees-1aa8145/
• Email: chris.drees@menasha.com (inferred per LeadIQ)
• Cares about:
  • Growth capacity — stated "How can we grow and expand our manufacturing facilities fast enough to keep up with all the demand coming our way?" $200M+ capex in 3 years. (insightonbusiness.com)
  • Acquisition integration — led Brunswick's largest-ever acquisition (Power Products); now integrating Creative Techniques and Robinson Industries (globenewswire.com)
• Why they matter: Sets strategic direction and approves major enterprise investments. Growth mandate creates the operational complexity that makes procurement tools essential.

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Norm Kukuk — President, ORBIS Corporation

Subsidiary Decision Maker

• LinkedIn: https://www.linkedin.com/in/norm-kukuk-a241014/
• Email: norm.kukuk@orbiscorporation.com (inferred per LeadIQ)
• Cares about:
  • Tariff management — identified tariffs as one of three primary challenges at ProMat 2025; leverages NA manufacturing for "lowest total delivered cost regardless of tariffs" (mmh.com)
  • Automation and operational efficiency — focused on collaboration between equipment, packaging, and software providers (mmh.com)
• Why they matter: Leads the subsidiary where the procurement team operates. Must endorse any procurement technology investment for ORBIS.

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Entry Strategy

Recommended Entry Point: Shailesh Jha (EVP & CIO)

Jha is the highest-leverage entry. He just delivered Menasha's SAP RISE migration and framed it as "preparing for the future" — signaling openness to the next initiative (LinkedIn post). His background explicitly includes business intelligence deployments (menashacorporation.com), making procurement analytics a natural next step on the S/4HANA foundation he built. His promotion to EVP gives him political capital to champion new investments. He is active on LinkedIn (179 likes, 20 comments on his RISE post), making social outreach viable. The timing is optimal — he's in the post-RISE window where a quick analytics win extends his transformation momentum.

Potential Champion: Jeff Christianson (VP Strategic Sourcing)

Christianson lives the problem daily — managing sourcing for an $850M manufacturer with a thin team and no tools, while absorbing supplier bases from two acquisitions and a new plant (LinkedIn). Engaging him in parallel with Jha creates inside-out pull: Christianson saying "we need this" complements Jha's top-down technology push. Bob Bojcic (Sr. Commodity Manager, "specializing in sourcing and indirect materials" per LinkedIn) validates at the functional level.

Note: No warm introduction paths exist. All decision makers' education (Wisconsin universities, Pune University, University of Evansville), prior employers (Regal Rexnord, GE Healthcare, Brunswick/Mercury Marine, Rubbermaid), and industry networks (Reusable Packaging Association, Wisconsin CIO community) do not intersect with Simfoni's defined connection networks. This is a cold outreach target — the value proposition and timing alignment must carry the approach.

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Key Context

• SAP Ariba competitive threat is immediate: SAP RISE bundles an Ariba Network starter pack (~2,000 documents) in the subscription — Menasha likely already has baseline Ariba access. SAP rebuilt Ariba with a February 2026 release including AI-powered bid analysis via Joule. SAP sales will actively upsell full Ariba Sourcing/Procurement to Menasha as a fresh RISE customer with the integration pathway already established. Simfoni's advantages: weeks to deploy vs. months, zero upfront cost (PAYS), and managed services for a team without procurement sophistication. (HCLTech; Techzine; SAP News)
• Board-level procurement expertise: Two board members have direct procurement backgrounds — David R. White (26 years at P&G including VP Product Supply managing purchasing for a $4B division, then SVP Global Supply Chain at Campbell Soup) and Oliver Pierce Smith (former Purchasing Director, Menasha Packaging). If a procurement technology investment reaches governance level, these board members can validate the business case from operational experience. Not outreach targets — intelligence for deal viability. (Campbell Soup press release; familybusinessmagazine.com)
• Sr. Director Finance role still unfilled: The Sr. Director of Finance - Operations & Total Supply Chain at Menasha Packaging — mandating "cost savings delivery" across 50+ sites including procurement — remains actively posted. Engaging before this role is filled means the incoming leader inherits a conversation in progress. When filled, this person becomes a high-priority contact for the Menasha Packaging side of the opportunity. (Indeed)

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Quick Reference

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