s artificial intelligence and emerging technologies reshape the workplace, business leaders face a challenge that extends well beyond adopting new tools: How do they lead their people through change while positioning their organizations for the future?

That question anchored a leadership panel at the 2026 IAPD Annual Convention in Atlanta, facilitated by Lisa Fey following her keynote, “The Human Compass: Connection Guides What Technology Can’t.”

The discussion brought together industry executives Mark Casey, Professional Plastics, Inc.; Michael Gilbert, PLASKOLITE; Rick Gough, Polymershapes; Gerry Helbig, Curbell Plastics, Inc.; Adam Mellen, SIMONA AMERICA Group; and Dino Sciullo, Ensinger, along with AI expert Sam Richter.

Panelists emphasized that successfully navigating technological change requires investing in people as much as technology.

Gough stressed the importance of helping employees understand why changes are occurring and how new tools can make them more productive, rather than focusing primarily on reducing costs. Effective change management requires ongoing communication, training and leadership engagement.

Gilbert reinforced that technology should complement, not replace, essential human capabilities such as judgment, creativity, accountability and relationship-building. As routine tasks become automated, companies must provide opportunities for employees to develop these skills and prepare for evolving responsibilities.

Mellen emphasized that adapting to technological change must begin at the leadership level. As employees gain access to better information and decision-making tools, leaders must become more comfortable empowering their teams to manage day-to-day operations while executives focus on longer-term strategy. Building that trust and developing employees’ decision-making capabilities will be increasingly important as organizations evolve.

Panelists also emphasized the importance of involving employees in technology-related changes, addressing concerns about job security and building organizational cultures that embrace continuous learning.

As customers gain access to increasingly sophisticated information and research tools, the traditional role of sales professionals is changing.

Helbig emphasized that relationships remain essential, but companies must also deliver a better buying experience through responsiveness, reliable execution and access to information.

Sciullo highlighted the growing importance of collaboration between manufacturers and distributors. As product information becomes more accessible, technical expertise, application knowledge and the ability to solve complex customer problems will become increasingly valuable.

Richter reinforced that sales professionals must move beyond simply providing information. Their competitive advantage will increasingly depend on researching customers, asking better questions and identifying solutions customers may not have considered.

The discussion also explored how technology could fundamentally change what organizations are capable of accomplishing.

Casey highlighted opportunities to use better data and automation to improve productivity, support decision-making and allow employees to focus on higher-value activities.

Gilbert challenged leaders to think beyond efficiency and consider how technology could create new capabilities, improve employee development and reshape organizational roles.

Panelists agreed that technology should enhance human expertise rather than diminish its importance.

As information becomes more accessible and routine work becomes automated, the ability to exercise judgment, develop relationships and solve problems will become even more valuable.

The overarching message was that the future of performance plastics businesses will depend not simply on the technologies they adopt, but on how effectively leaders develop their people, strengthen customer relationships and prepare their organizations for continuous change.