In the vibrant community of Riviera Beach, Florida, a transformative force is emerging in the manufacturing landscape: K12 Print, led by the visionary CEO John DiDonato. This company is not merely focused on bolstering profits; its mission is about rekindling the spirit of American manufacturing, an essential pillar of the nation’s economy. As DiDonato articulates, the heart of his enterprise beats for something deeper—a commitment to community revitalization and the restoration of opportunities that have dwindled in recent decades.
In the wake of the COVID-19 pandemic, the fragility of global supply chains was starkly highlighted, sparking renewed discussions on onshoring. Many businesses are contemplating this shift but often feel lost in how to navigate the complexities involved. K12 Print stands as a beacon of possibility, demonstrating that the key to successful onshoring lies in investing in human capital. DiDonato emphasizes, “You shouldn’t overlook an enterprise zone. Yes, for the tax benefits you may find, but mostly for the community you will find there—a community hungry for opportunity.”
This decision to establish operations within an enterprise zone was strategic; it was about more than just location—it was about purpose. DiDonato envisioned a manufacturing base that does more than function; it breathes life into the local economy by creating jobs and offering training to residents. In his words, “I thought as the company grew, it could actually change the city.” This sentiment encapsulates a broader movement among socially conscious businesses aiming to uplift their communities.
DiDonato’s perspective on the decline of American manufacturing transcends mere economic analysis; it speaks to a societal crisis. The offshoring of jobs has systematically eroded the foundation of the American middle class, leaving many young people—particularly in inner cities—without pathways to prosperity. As he notes, “Manufacturing is the only thing that creates wealth. In order to have a healthy economy, you need a strong manufacturing base.” Statistics corroborate his concerns: since the turn of the millennium, the U.S. has lost over 4.7 million manufacturing jobs, a decline that has left many communities grappling with economic despair.
Drawing comparisons to countries like China—where focused investments in manufacturing have yielded rapid economic growth—DiDonato argues that the U.S. must re-evaluate its approach to manufacturing. He recalls his own formative years in the industry, stating, “When I was a young man in manufacturing, I learned how to make things by making them. That’s not something you can teach in a classroom.” This hands-on experience, he insists, is critical for fostering innovation and technological advancement that can only thrive within a robust domestic manufacturing sector.
At K12 Print, the ethos of redemption is palpable. Co-owner Jim Wahlberg embodies this philosophy, emphasizing that “We are all subject to redemption. It takes the love and mercy of others and the resolve to do whatever it takes to continue to push forward.” This belief in second chances extends beyond mere rhetoric; it is a practice woven into the fabric of the company’s culture. DiDonato asserts, “There aren’t bad children; the majority of our kids in America are good kids that just need to be given an opportunity.”
In a labor market that struggles to fill vacancies, K12 Print has found success by embracing an inclusive hiring strategy that transcends traditional barriers. DiDonato believes in the potential of individuals with past mistakes on their records, arguing that the consequences of those mistakes should not be a life sentence. This philosophy is beautifully personified in the story of Angel Peña, a long-time employee who found hope and purpose at K12 Print after facing the challenges of his past. “K12 Print looked at me as a person, not just my past. They gave me hope and a future,” Peña shares.
Moreover, K12 Print’s commitment to community investment goes beyond the current workforce. DiDonato directs a portion of the company’s profits toward initiatives aimed at underserved youth, such as supporting the local Boys and Girls Club with essential resources. This proactive stance is rooted in a desire to break the cycle of poverty and create a supportive environment for future generations. “By investing back into the community, we’re not just helping individuals; we’re helping to build a more successful and peaceful society,” DiDonato explains.
His call to action resonates: if more business leaders adopt this mindset—recognizing that children, especially those in inner cities, are not inherently troubled but simply in need of opportunities—the ripple effect could be profound.
Ultimately, DiDonato’s vision for K12 Print is a testament to the power of hope and practical action. By focusing on local talent and fostering an inclusive workplace, he isn’t just contributing to the revival of American manufacturing; he’s actively shaping a brighter future for his community. In doing so, K12 Print exemplifies what it means to be truly “Made in America”—a movement grounded in dignity, opportunity, and redemption.
