A Lasting Impact: Jack Eccles Receives Paperless Parts’ Annual Impact Award

At Paperless Parts, we believe people are at the core of our success. We’re fortunate to have a team of exceptionally talented individuals who are also deeply passionate about making a real impact with their work.

That’s why we created the Impact Award: an annual recognition for the teammate who has made the biggest impact across our entire organization. The award is given to someone who embodies Paperless Parts’ core values every single day: “We are persistent,” “We are intentional,” and “We are a team.”

Our recipient for their incredible contributions in 2025 is Jack Eccles, Senior Manager of Technical Services. Jack has been a key member of the Paperless Parts services department since joining in 2021 as a Technical Implementation Specialist. Over the course of his near 5-year tenure here, his unmatched problem-solving abilities and strong leadership has allowed him to grow into the manager of his team. Last year especially, Jack helped push our company forward in numerous ways while maintaining an unwavering commitment to our customers.

That commitment shows up internally, too. In our most recent employee engagement survey, 100% of Jack’s team agreed with the statement: “My manager is a great role model for employees.” And his team’s Employee Net Promoter Score (eNPS) was exceptionally strong, signaling standout performance relative to industry benchmarks and reflecting the kind of leader he is day to day.

We sat down with Jack to talk about his journey at Paperless Parts and learn what making an impact means to him.

Q: Jack, congratulations on being the latest recipient of the Paperless Parts Impact Award! How does it feel to be recognized in this way?

Jack: Thank you! It’s really exciting. I love working here, and after nearly five years, this award is a really meaningful moment to pause and reflect on how much I’ve grown, how the team has evolved, and how the company has matured.

Q: You joined Paperless Parts in 2021. What’s changed since then?

Five years ago, the problems we were solving were challenging, and today they’re far more complex. But we’ve gotten dramatically better at solving them. We hire with more clarity now; we bring in people from all kinds of backgrounds, and we can solve hard problems faster and in a more scalable way.

We’ve also earned real credibility across our customer base. When we walk into a shop today, there’s a baseline level of trust that our team can consult on their manufacturing process, not just our software. That reputation is something we’ve built from consulting with hundreds of shops over the years.

What hasn’t changed is our mindset around connecting with our customers. We take a lot of pride in not being “software people.” We are consistently working hard to understand each customer’s process from RFQ received to shipping parts out the door. Culturally, the core values across our organization have stayed consistent: “we are persistent, we are intentional, and we are a team.”

Q: How has your career evolved here over the years?

I started as a Technical Implementation Specialist (TIS), and my background was in software implementation. What drew me to Paperless Parts was the kind of impact you can have here almost immediately. In bigger companies, it can take a long time to ramp and make meaningful contributions. Here, you’re solving real problems quickly, and the work is genuinely challenging.

I worked directly with customers for about a year, and then I stepped into managing the TIS team during a period of rapid growth. When I started, there were four of us. Within about six months, we hired four more people. Suddenly, I was managing a team of seven, and it was very much a player/coach dynamic. I was still in the weeds every day while helping build the team and the process around it.

Then in 2024, I moved into managing both the TIS and our Service Engineers—basically owning the intersection of how we configure the platform and how that data flows downstream into ERP and CRM systems. Assuming responsibility over the full technical delivery was a huge and really interesting challenge.

Q: What does “making an impact” look like in technical services?

A lot of the time, customers come to us with a very specific request. But sometimes that request isn’t actually what will solve the underlying problem. When you ask “why” five times, you get to what they really need—they just didn’t know how to ask for it yet.

A big part of our job is making sure we have the right stakeholders involved, because everything we build has downstream impact. Maybe we’re working with the estimating team, but then the person responsible for order entry needs something different. Our goal is to make sure every workflow Paperless Parts touches is buttoned up and gives each team what they need, without creating more manual work.

A huge theme for us is reducing manual data entry while increasing confidence in the data. Take part numbers, for example. If our software automatically pulls a part number directly from a print, that data is coming from the source of truth. That part number then flows into the ERP, which helps protect data integrity and reduces risk throughout the supply chain.

It’s incredibly rewarding to see the impact of automation in real time. You’ll watch a customer a few weeks into onboarding and they’ll say, “That used to take me an hour…now I’m almost done and it’s been five minutes.” When technical delivery is done right, what you’re really delivering is peace of mind. Customers can move quickly without feeling like speed comes at the cost of accuracy or control. That’s the best feeling.

Another aspect of the job I find incredibly rewarding is the consultative perspective we’re able to bring. Most people at a shop have worked at one or two shops, which adds highly valuable context. But many members on our team have now worked with hundreds of shops of all shapes, sizes, and specialties. That vantage point gives us the ability to say, confidently, “Here’s how I’d approach this,” and explain why. As a manager, watching newer Technical Implementation Specialists build that consultative muscle—then seeing customers be receptive to it—is always really cool.

Q: It’s so important to enjoy the work you do. What do you enjoy most about working at Paperless Parts?

I truly love the people here. Everyone cares about our customers in a way that goes beyond their job description. There’s a real focus on building things that are actually valuable, not just shipping features for the sake of it.

Teamwork is very real here. When I work with someone in engineering, or sales, or product, we’re approaching it as one team. It’s not “the sales guy” versus “the tech guy.” We’re united in what we’re trying to accomplish, and that’s been consistent as we’ve grown.

Everybody here is persistent and outcomes-driven. We don’t stop because we checked a box or completed the steps. We stay with it until our teammate or our customer gets the result they need.

Q: What advice would you give to someone who wants to make a real impact with their work?

Building on what I just mentioned, always anchor on the outcome.

Whether you’re working in a shop or working here at Paperless, it’s easy to get buried in the nitty gritty of what needs to happen and in what order. Processes exist for a reason, and scalability matters, but the clearest way to make an impact is to keep asking: What outcome are we driving toward?

For us, the outcome is customer success. I try to constantly check myself: Is what I’m doing helping this customer get what they need out of the platform? Is it helping them use Paperless Parts better? Is it setting them up to be successful long-term? If you anchor on the outcome and work backward, the process tends to emerge from what you’re actually trying to achieve.

Ultimately, our success shows up in how excited a customer is to keep using Paperless Parts multiple years down the road. That’s the bar.

Congratulations, Jack! Your impact on our customers, our teams, and the way we deliver technical success continues to raise the bar for all of us and pushes the manufacturing industry forward.