Paul McInnis
President, North America Jokey
Paul McInnis is President of Jokey North America, where he leads strategic growth and operational excellence for one of the region’s largest packaging manufacturers. With over 20 years of experience spanning operations, HR leadership, and executive management, Paul has driven transformative initiatives in talent acquisition, workforce development, and process optimization. His leadership has been instrumental in building sustainable talent pipelines and improving equipment efficiency through innovative training programs. Paul holds an MBA from Wilfrid Laurier University and brings a unique perspective on aligning people strategies with manufacturing performance.
Seminars
Tuesday 19th May 2026
Discover: How Jokey Group Built a Manufacturing Talent Pipeline & Eliminated Labor Shortages in Just 3 Years
1:00 pm
- Combating the talent drain by creating structured pathways from secondary school to full-time technical roles, leveraging co-op programs, apprenticeships, and tuition assistance tied to retention agreements to secure future-ready talent
- Implementing early engagement strategies such as plant tours, open houses, and partnerships with educators to expose students to modern manufacturing environments and guide them through multi department rotations before specialization
- Delivering measurable ROI by eliminating labor shortages within three years, reducing recruitment costs by 30%, and improving operational continuity, while ensuring knowledge transfer and building a pipeline of skilled technicians and engineers to support long-term growth
Tuesday 19th May 2026
Develop: How Can Manufacturers Move From Short-Term Workforce Planning to Long-Term Talent Resilience?
1:20 pm
- What strategies help organizations create structured pathways from education to full-time technical roles?
- How can early engagement initiatives, such as plant tours and educator partnerships, be scaled without overextending resources?
- What role do retention agreements, tuition assistance, and multi-department rotations play in securing long-term talent?
- How can organizations measure the ROI of pipeline programs beyond recruitment cost savings, such as operational continuity and knowledge transfer?
