The Art of Leading Creatively - could this be the secret to Leading in a VUCA World? Richard Bunney, Dantex Group

Back in the early autumn of 2024, I recorded a podcast with Richard Bunney of Dantex Group. I found it to be a refreshing, open discussion which revealed a person with a fascinating journey to his position at Dantex Group. And one that has provided him with a plethora of abilities and experiences that equip him to help Dantex navigate this very VUCA world we now inhabit. I hope you like this article inspired by the recording.

Click on the image for a link to the Podcast interview with Richard

In a fast-evolving sector often defined by tradition and precision, Richard stands out—not through bombast or boardroom bravado, but by embodying a more unconventional, creative approach to leadership. As Managing Director of Dantex Group, a company with roots in analogue print stretching back over half a century, Bunney brings a fresh perspective shaped less by tradition and more by diverse experience.

His route to the top is different I am sure with other leaders in print. With early beginnings in music production, football, and the culinary world, his formative years were steeped in creativity and graft rather than corporate tradition. “I left school at 16 with not a lot behind me,” Bunney explains with characteristic understatement. Yet what followed was an unusual but quietly impressive journey, taking in everything from DJing across Europe to running his own joinery business before eventually finding his feet in the packaging and print industry.

I think it was precisely this diverse background, rather than a ‘conventional’ CV, that would shape his approach to leadership: pragmatic, inventive, and people-focused. After stints in technical roles and then senior management in multinational firms like Ball Corporation, Bunney joined Dantex in 2021. His appointment marked a shift for the business—one that reflected both the changing nature of the print sector and the need for new perspectives.

Dantex itself is something of a British success story. Still family-owned and proudly manufacturing in the UK, the company began life 57 years ago supplying water-wash plate systems and has steadily grown into a respected name in both analogue and digital print technology. Today, it serves clients across Europe and North America, with a strong focus on labels, packaging, and increasingly, digital presses built in its Northamptonshire facility.

Bunney’s arrival coincided with a moment of significant transition for the company. While its foundations remain firmly in analogue, Dantex has, in recent years, made serious strides into digital technology—an area many traditional print firms have found difficult to navigate. The decision to diversify was taken nearly a decade ago, with the launch of its own inkjet press, the PicoColour. Since then, Dantex has built on that platform, investing heavily in new digital systems that retain the company’s manufacturing DNA while addressing the growing need for speed, flexibility, and sustainability in the market.

Bunney sees creativity not as a soft skill but a crucial tool in responding to today’s more volatile business environment. “People often think of creativity as artistic,” he says. “But it’s also about problem-solving. It helps you think differently, approach challenges from new angles—and that’s been really useful in this industry.”

The print sector, he notes, is having to respond to significant external pressures, from post-pandemic supply chain disruption to shifting regulatory demands around packaging. In particular, the push for more sustainable materials has forced suppliers and manufacturers alike to rethink long-established practices. At times, that meant navigating tough trade-offs—such as the temporary shift away from eco-friendly packaging during the height of the pandemic, when hygiene concerns came to the fore.

That said, Bunney remains optimistic. “Yes, things are changing. But I think that creates opportunity too. We just need to be willing to adapt.” For Dantex, that means ensuring its machines are not only innovative but also intuitive—reducing the reliance on an increasingly hard-to-find skillset as the industry grapples with an ageing workforce. “We’re looking at how we can make things simpler for the next generation—bringing in more software-led processes, improving user experience, and thinking carefully about training and recruitment.”

The current skills shortage is, in his view, one of the more urgent challenges facing the industry. Attracting younger talent into manufacturing, and printing in particular, isn’t straightforward. But by modernising its technology and drawing on the digital fluency of today’s school-leavers and graduates, Bunney hopes to help make the sector more appealing and accessible.

Equally, he believes collaboration will play a larger role in the future. “We can’t afford to be too guarded,” he says. “When it comes to lobbying for change or responding to legislation, we need to speak with a unified voice. I’ve got no issue picking up the phone to a competitor if it means the wider industry benefits.” He points to his work with the Can Makers Institute—where he sits on the board—as a good example of how shared interests can drive constructive conversations with regulators and retailers alike.

Looking ahead, Bunney is especially interested in the potential of direct-to-shape printing—a technology that allows digital designs to be printed directly onto cans, tubes, or other non-flat surfaces. While not new in concept, it remains underutilised, in part due to doubts around speed and scale. But Bunney believes its time is coming, particularly as smaller, entrepreneurial brands seek more personalised and flexible packaging solutions. “We’re seeing a shift. It’s not all about volume anymore. It’s about agility, uniqueness—and direct-to-shape has a lot to offer there.”

He’s also realistic about where the industry is headed. “There’s talk of decline, but I don’t see it that way. We’re going through a reset of sorts. Yes, some long-standing businesses are being sold or wound down. But that’s creating space for new entrants, for younger companies doing things differently. The key is to keep moving, keep evolving.”

What emerges from Bunney’s story is not just a tale of personal progression but a kind challenge to the assumptions that often underpin British industry. That leadership must come from the top, that innovation must follow a linear path, that success requires a certain kind of background. His experience suggests otherwise: that creativity, humility, and a willingness to learn on the job can be just as powerful. Perhaps even more so!

For Dantex, this approach is paying dividends. For the wider industry, it might offer a helpful reminder that transformation doesn’t always begin with academic based strategy. Sometimes, it begins with a different perspective, underpinned by creativity.