Revolution Print’s leap from local Ballarat business to national innovator

Leon Wilson first encountered Revolution Print in his mid-twenties. “I’m 40 this year, so it’s been quite a journey.” A technologist at heart, he joined Revolution as an assistant to the business development manager (BDM) just as the company was trying to modernise.

“They were already on a path to build their first online ordering system, which had failed three times before,” he says. “I was brought in to help the BDM set it up. He left and I took it over.” Working closely with the company’s owner, Wilson began to see how the business could change. “I could see things needed to happen, but it was hard to say that when it wasn’t my business,” he explains.

After a series of conversations, the company’s owner suggested Wilson buy in. “At 27, you don’t really think like that,” he says. “You work for someone and don’t imagine you could buy into the business.” When Wilson received the offer, he sold what he could, including his car, to purchase a small stake and begin the journey.

The timing was difficult, with the company facing financial pressure and major change. Together, they restructured operations and rebuilt the business almost from scratch. The overhaul led to a rebrand from King Print to Revolution, marking a fresh start and a move beyond its identity as a local Ballarat printer to being a national player.

Speed, risk and reinvention

Revolution’s advantage lay in its agility. As a small operation, it could move fast and make high-conviction choices. That flexibility extended to technology, where Wilson took calculated risks.

The company developed a true online ordering platform, which remains uncommon in the sector. “It was very successful for us,” he says. “Because we’re a small operation, we could experiment and adapt quickly.” His background in both technical systems and customer experience helped shape that success. “It’s not just about putting software or a storefront in place,” he adds. “The hardest part is making it simple and user-friendly, understanding exactly what the client wants.”

“Because we’re a small operation, we could experiment and adapt quickly. It’s not just about putting software or a storefront in place, the hardest part is making it simple and user-friendly, understanding exactly what the client wants.” — Leon Wilson, Revolution Print

A leap into laser technology

That same appetite for change drove one of the biggest changes in the company’s history. Scrolling through LinkedIn one day, Wilson saw a video of a laser cutting machine that seemed almost unreal. “I had never seen anything so high-tech before,” he says. “But I immediately saw its potential for our business.” When Australian distributors said it wasn’t viable to import, he contacted the European inventor directly. “He told me to come and see it, so I booked the next flight. Within half an hour of arriving in Germany, I was running the machine myself.”

Back in Ballarat, Wilson set about proving the investment made sense. He modelled every detail, from production speed and cost savings to waste reduction and environmental impact. “In our industry, waste is the biggest sustainability issue,” he says. “If you use less material to get the job right, you can make a real impact.”

Securing finance for the purchase was another hurdle. Wilson credits his work with CommBank and banker Frank Gillett for helping turn the idea into reality. Their understanding of the business, he says, gave him the confidence to take such a significant step.

When the machine finally arrived, the inventor travelled to Ballarat to oversee the installation. Wilson wanted the space to reflect the company’s pride in innovation, not just have another machine on the floor. 

Powering regional growth

“Revolution demonstrates how regional businesses can leverage scale effectively,” says Geoffrey Toone, Executive Manager, Regional and Agribusiness Banking, Ballarat. “With the right financial support and a clear vision, companies like this can modernise traditional industries, and compete on a national stage.”

CommBank’s involvement with Revolution began at a pivotal moment for the business. As Wilson worked to increase his stake, the plan had been to buy the remaining half of the company gradually. When his business partner decided to step back during COVID, the timeline was brought forward by two years. Managing the purchase in the middle of a pandemic, with a young family and ongoing uncertainty, was a significant challenge.

Despite the pressure, Wilson was confident in the business and his team’s ability to adapt. “I had so much faith in what we were doing,” he says. “I knew if we could get through to the other side, there’d be incredible opportunities ahead.”

“Our role was to support Leon and his team with solutions that balanced ambition and financial discipline,” says Toone. “What stands out is how their investment in technology has helped rejuvenate this company operating an old industry and open up new markets across Australia.”

“Our role was to support Leon and his team with solutions that balanced ambition and financial discipline. What stands out is how their investment in technology has helped rejuvenate this company operating an old industry and open up new markets across Australia.” — Geoffrey Toone, Executive Manager, Regional and Agribusiness Banking, Ballarat

CommBank worked closely with Wilson and his advisers to structure solutions that supported expansion while maintaining discipline. “When regional businesses are given the right support, they can achieve sustainable growth,” Toone adds. “Revolution’s success shows the innovation, resilience and economic growth that can come from backing local enterprise.”