AMMEX is the leading wholesale distributor of disposable gloves and barrier protection products. With production capacity of billions of gloves per year and presence across North America, Asia, and Europe, we support our clients with high-quality products, operational efficiency, outstanding service, competitive prices, and proven marketing programs. We service thousands of distributors in a wide range of industries, including manufacturing, automotive, food, and medical.
Since 1988, the culture at AMMEX is built around core values of customer focus, ownership, innovation, and continuous optimization and improvement. We believe that great people and partners make AMMEX a great company, and that our commitment to the customer consistently drives outstanding results.
We believe that simple is good.
We set big goals and execute.
We adapt to succeed.
We grow and improve everyday.
In 1988, Fred Crosetto was a couple of years out of the University of Washington, an international business graduate who spent time right after school living in Asia. He started a company to address what he saw as a developing worldwide demand for barrier protection and infection control products at a time when, he says, “there were only two places you could sell: dental and medical environments.
Today, we sell in both industrial and medical channels across North America, Asia, and Europe.”
From a one-man operation in a basement office in Bellevue, Washington to 275-plus team members in 10 cities worldwide, AMMEX has become a global leader in products that enhance health, hygiene, and safety across a wide spectrum of industries.
Our operations in the Philippines and Malaysia support our manufacturing, supply chain, marketing, and other essential functions, while AMMEX China is seizing the opportunity in our fastest-growing market to build a sales and distribution network to meet that nation’s ever-increasing demand.
When you agree to work with AMMEX, you can count, first and foremost, on second-to-none customer service. We don’t sell you gloves and turn you loose to fend for yourself; our customers are “partners” in more than just name.
At the same time, we still view the world through the wide-eyed optimism and boot-strappy determination of our earliest days as a startup: Yes, process matters. Achievement is always of very high importance. But the human element is at the heart of everything we do.
“We’re not looking to be successful just for ourselves. We truly want the people we work with to be successful as well. We feel passionate about that.”
Maintaining that personal touch with our partners is central to AMMEX’s success, according to Vice President of Marketing Steven Ilg. The sales and marketing teams work closely with distributors to customize their experience and, ultimately, grow their glove sales.
“Selling is relationships,” Ilg says. “There are a raft of people who think selling is a transaction, and that’s the mistake. People buy from people they like. We are a very high-touch company, and we think those relationships still matter. It’s all about communication, setting the right expectations and providing our customers with tools that grow their glove sales.”
AMMEX has been listed on Washington’s “100 Fastest Growing Private Companies” eight times, and has been voted to Seattle Business Magazine’s “100 Best Companies to Work For.”
A large part of that, according to CIO Chris Van Vladricken, is the flat organization that encourages team members to engage with management and empowers them to fully utilize their strengths.
“The executive team at this company operates at the same level as everybody else,” he says. “There’s no hierarchy, and I like it that way. I started here as a help desk person, and I’ve been at every level in between. I don’t feel any different than anyone else who works here.”
AMMEX’s 2020 Vision business plan stresses culture and people first while still embracing innovation, support, speed, and growth, according to Crosetto.
“Our continued global expansion calls for more ‘A’ players around the globe doing awesome things to move us forward,” he says.
Says Gold: “I think our vision of where the business can go in the next three to five years, even the next 10 years, is right in front of us. We’re focused on the right things.”