Paperhat's manager Tim Peppiatt prefers to find new clients through word of mouth, finds Simon Nias Daperhat is something of an oddity. From its home in the cobbled backstreets of London's South Bank, this unassuming print management company has been operating under the radar for the best part of three years now. Managing director Tim Peppiatt, who masterminded Paperhat's 2005 merger with rival London-based print manager Pressing Matters, has subsequently been keeping schtum about the company's success. Quietly intelligent, he is the opposite of some of his more tub-thumping peers. He refuses to name any of the firm's clients, as much out of loyalty one senses as any non-disclosure agreements, and appears to be almost happier talking about market trends than his own company. That said, he is rightly proud of the niche he and his cohorts have carved out as "very much a market-focussed print management company". "We're consultants, not buyers," says Peppiatt. This isn't semantics - Paperhat's revenues include flat consulting fees, with no buying attached. What's more, he describes his team as procurement consultants, production consultants and risk management consultants, all rolled into one.
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