Sheard Packaging: 160 Years of Independence, £85m Turnover, and a Big Bet on Converting

Alongside him is Lee Shackleton, Managing Director, the operational force helping turn that philosophy into industrial scale — from equipment strategy and customer structure to resilience, service, and day-to-day execution. Together, they are leading one of the most interesting independent corrugated businesses in the UK today.

Founded in 1860, Sheard Packaging is now a fifth-generation family-owned business operating from a 37,000 sq m site in Yorkshire, with 16,000 sq m dedicated to manufacturing. The company runs 24/7, produces more than 175 million square metres of corrugated board annually, reports £85 million turnover, and remains debt-free and independent.

What makes Sheard especially notable is not just its size, but the model behind it. This is not an integrated giant with a corrugator. It is a large independent box plant that has built scale through converting strength, operational backup, close customer partnerships, and long-term reinvestment. The next step in that strategy is already visible: a third Göpfert rotary die cutter has been ordered and is due in 2027, while their fourth multi-point gluer, a Bahmüller is expected in June 2026.

For corruga.expert, the key question is simple: what is really driving Sheard Packaging’s rise — heritage, machinery, people, or management discipline? We spoke with Roger Whittaker and Lee Shackleton to find out.

Interview

corruga.expert:

When people first arrive at Sheard Packaging, they see scale. But what is the real strength of the business: the footprint, the machines, or the people?

Roger Whittaker:

Scale matters, but it is only part of the story. The real strength is the culture behind it. We have always believed in looking after our people, looking after our customers, and continuing to invest in the future of the business. If that foundation is right, growth follows.

corruga.expert:

How should the market understand the size of Sheard Packaging today?

Lee Shackleton:

We are not an integrated group, but among independent box makers in the UK, we are in a very strong position. We operate from a 37,000 sq m site, run around the clock, and produce more than 175 million square metres a year. That is no longer the profile of a small family manufacturer. It is a major industrial operation, but one that still moves with the speed of an independent business.

corruga.expert:

What does independence actually give you in practice?

Roger Whittaker:

It gives us freedom to think long term. We can invest because it strengthens the business, not because we need to satisfy short-term outside pressure. That matters. We remain debt-free, and that allows us to reinvest in machinery, people, technology, and capability with a much longer horizon.

corruga.expert:

Sheard Packaging has a long history, but what does that heritage really mean today?

Roger Whittaker:

For us, heritage is not decoration. It is a way of thinking. The business started with paper bags and wrappings in 1860, and over time it evolved by recognising change early and acting on it. That mindset is still here. We have always tried to find practical ways to improve what we do, not just talk about innovation.

corruga.expert:

The growth curve is striking: £10m turnover in 2003, £50m in 2019, and £85m today. What changed?

Lee Shackleton:

Several things came together. We kept investing in equipment and resilience, but just as importantly, we changed the conversation with customers. They are not only buying boxes. They are buying consistency, service, speed, technical support, and supply-chain improvement.

At the same time, our customer mix shifted. About five years ago, trade work represented roughly 45% of output. Today, FMCG accounts for around 75%. That changes the demands on the business and pushes you to operate at a different level.

corruga.expert:

Let’s talk about the third Göpfert. Why is that such an important signal to the market?

Lee Shackleton:

We’ve never really made decisions based on how they might be perceived. This is about doing the right thing for our customers, investing in the capability to deliver high, consistent quality, and making sure we can keep that standard no matter how demand changes. 

corruga.expert:

Large customers often care as much about risk as they do about price. How do you answer that?

Lee Shackleton:

We focus on removing risk wherever we can. That means having the right equipment in place — two Göpferts, six case makers, two flatbeds, three specialist gluers, and another Bahmüller on the way — but also making sure everything works together.

We’ve got interchangeable tooling and work with more than one supplier for critical inputs, so we’re not exposed in one area. It’s about making sure supply stays consistent for our customers.

corruga.expert:

One thing that stands out is that Sheard talks a lot about people. What makes that more than standard corporate language?

Roger Whittaker:

It’s not something we say lightly. We’ve got people here who’ve spent decades with the business, and that experience becomes part of who we are.

At the same time, we’re always investing in the next generation — making sure those skills and standards carry on as we grow.

We’re a team here at Sheard, and that shared experience and pride in the job is what really sets us apart.

corruga.expert:

Your Mobile Innovation Centre has attracted attention. Is it a branding tool or a real operational asset?

Lee Shackleton:

It’s definitely not just a branding tool, it’s something we use day in, day out.

MIC gives us a space to work closely with customers, whether that’s out on the road or here on site. We’ve used it for collaborative workshops, problem-solving sessions, and more hands-on customer visits.

It brings together our iDC, Zünd cutting table, and testing capability in one place, so we can look at challenges in real time. It also adds another layer of contingency on site, giving us access to a second plotter when needed.

Taking it to Packaging Innovations was really just an extension of how we already use it.

corruga.expert:

How would you describe Sheard Packaging in one sentence for an international audience?

Roger Whittaker:

A large, independent British corrugated packaging business, built on family values, long-term thinking, and a team that takes real pride in the quality and consistency we deliver.

Why Sheard Packaging matters

Sheard Packaging is interesting because it shows a different route to scale — not by becoming part of a giant integrated group, but through strong service and disciplined reinvestment. That model has taken the company from £10m turnover in 2003 to £85m today, while keeping its independence intact.

For independent corrugated businesses in other markets, that is what makes this case worth studying. Sheard demonstrates that it is still possible to grow into a major industrial player without giving up flexibility, speed of decision-making, or a distinct business culture.