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It opened in Sharonville in 1982 and has “benefited nicely” since relocating to a 150,000-square-foot facility it constructed in Hamilton in 2006, according to Craig Doerger, owner and vice president of operations.
The family-run company also includes President and CEO Laura Doerger-Roberts and Vice President of Manufacturing Dave Doerger.
The company’s “aggressive growth strategy” finds it looking for 30 new employees over the next 18 months, according to Craig Doerger. Open positions including production lines, shipping, material handling, and office administration areas, he said.
The new positions pay, on average, $12 per hour, according to Craig Doerger.
We asked him how Vinylmax handles an expanding workforce. Here’s what he had to say:
Q: What’s the biggest challenge facing the company and others in the industry and how is the company uniquely positioned to address that challenge?
A: "Inflationary price pressures on materials, trucking, and fuel, combined with an industry that has a lot of capacity, exerts a ton of pressure on shareholder return. We are excited about our ability to provide above average products and exceptional responsiveness. Customers appreciate and pay for true value."
Q: What’s the most prevalent roadblock you encounter when it comes to hiring and what can job seekers do to remedy that situation?
A: "When the economy has reached full employment and companies are competing for recruits, job wages and benefits are important. But what job seekers today — especially young ones — need to do, is spend time thinking about their career, their family, and their life. Find that company who is willing to partner with them for the long term and support what they want to do. We have 30-year employees that serve in both management roles, and regular production line roles, each of which are very important and can be very fulfilling."
Q: Some job seekers are concerned about the limits of advancement within a company. To what degree can your employees advance from entry-level roles to be promoted to greater positions within the company?
A: " People moving into manufacturing today do not realize how much opportunity and leverage they have. World class manufactures don't let seniority, red tape, or office politics come into play. There is no time for that. Our management quickly recognizes hard work, and commitment, and will place those employees right into the fast lane. Watching a new employee have success at work and in life is very rewarding, and a critical key to our growth strategy."
Q: What’s the vision for the company’s growth, both jobs and otherwise, for the next five years?
A: "We have set the goal of 40 percent growth and intend to focus on technology, building our brand, and building our culture to support that goal. Each one of those areas has multiple mini goals and steps to climb and we need energetic people to help us get there."
“We have numerous employees that have their own family members also working in our business. Ownership recognizes that together with our employees and community, we are all a part of a larger family with the same vision.”
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