Business Magazine June 2023

THIRD-GENERATION, FAMILY OWNED BUSINESS MARKS 40 YEARS OF EXCELLENCE IN HARDWOOD LUMBER INDUSTRY

110TH YEAR SPECIAL SECTION: SEE THE LATEST MBA TRAINING COURSES

DEPARTMENTS EVENTS

NETWORKING AND MORE

See the latest happenings at the MBA and with members in the region!

FEATURES

WHAT’S INSIDE | FEATURED STORY

3

FAMILY BUSINESS BOOM

How family owned firms are seizing opportunity amid growth.

COVER STORY | LOCAL PROFILE

4

RON JONES HARDWOOD SALES INC.

Family owned, third-generation hardwood lumber business, headquartered in Union City with a lumber yard in Franklin, Pennsylvania, marks 40th year a credit to the company’s leadership, investment, quality and service.

SPOTLIGHT Q&A | GENERATIONS

9 Riley Warren, manager of Fabrication at The Warren Company, headquartered in Erie, Pennsylvania, talks about what it means to be a part of a family owned, fullservice steel warehouse and fabrication business that is marking 110 years in 2023.

EDITORIAL

LEGAL BRIEF | WORTH NOTING

13

For

Action! Why family businesses can’t wait for succession planning.

Colleen Stumpf

COMPANY PROFILE | INDUSTRY

17

Executive Editor

Karen Torres ktorres@mbausa.org

Contributing Writers

Nathan Benefield

Rose Bruno

Casey Naylon

Colleen Stumpf

Feature Photography

Megan Ciafre

R. Frank Media

Ron Jones Hardwood Sales Inc.

Additional Photography

Amy Breitfelder

Christine DeSantis iStockPhoto.com

Karen Torres

Patty Welther

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Forging a legacy with Channellock.

ON THE HILL | CONSIDER THIS

19

Inflation’s cause? It’s the spending, stupid. Nathan Benefield

INSERT | TRAINING CATALOG

See the upcoming HR, professional development and computer training courses available at the MBA.

On the Cover: Ron Jones Hardwood Sales Inc. President Steve Jones (left) is shown here with his father, founder Ron Jones, and his son Nate, who is part of the Sales & Purchasing team for the company at its lumber yard, warehouse and dry kiln manufacturing facility in Franklin, Pennsylvania. The company’s sales office is based in Union City. The third-generation, family owned business is marking its 40th year in 2023. For full story, see page 4.

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FAMILY BUSINESS BOOM SEIZING OPPORTUNITY AMID GROWTH

The 32.4 million family businesses in the United States play a major role in the overall business economy and employ approximately 59 percent of the American workforce, according to the nonprofit Family Enterprise USA. Even more exciting, a recent report by PwC shows that last year marked the largest growth increase for family businesses in 15 years.

Alongside this notable growth, the report also identifies key areas where family businesses can seize even more opportunity. Here are the top three:

1. Strengthen digital capabilities. Digital capabilities can be transformative for family businesses. According to the report, almost 10 percent more family businesses with strong digital capabilities had double-digit growth in the last year. But the report shows that only 42 percent of family businesses believe they have strong digital capabilities.

2. Ensure board diversity.

Family businesses that have embraced digital transformation also tend to have more diversity on their boards, according to the report — a characteristic that gave these businesses a slight advantage in double-digit growth this year. Yet only 9 percent of businesses surveyed said they have a diverse board. (The report defined diverse boards as having “two or more women, one board member under the age of 40, one non-family member and one from a different sector background.”) Over one-third had only family members on their board.

3. Focus on Key Strategies, Environmental, social and governance (ESG) factors can be critical for building strong customer relationships. “Family businesses with a communicated ESG strategy are more trusted by customers,” the PwC press release stated.

Yet, 67 percent of family businesses put little to no focus on ESG. Just 19 percent say that minimizing their company’s environmental impact is a priority. Family businesses that do prioritize ESG see clear benefits: 8 percent more businesses with ESG strategies experience double-digit growth, according to the PwC report.

“Family businesses are showing they can grow by welcoming change and building trust with digital communication and diverse boards — even in a challenging landscape,” reported Peter Englisch, PwC Global and EMEA Family Business Leader. “To continue this trajectory, firms will need to re-orient to focus on delivering value not just for customers, but for society. Transformation, purpose, and legacy

are no longer converse, but intertwined.”

In this edition of the MBA Business Magazine, we’ll highlight some of the many family businesses that are Association members. One of the most successful is this month’s feature — Ron Jones Hardwood Sales Inc., a third-generation, family owned business that is marking its 40th anniversary in 2023.

We’ll also hear from Riley Warren, a fifthgeneration family member of The Warren Company on what it means to celebrate 110 years in business this year. Plus, don’t miss the fascinating profile on Meadvillebased Channellock, which is also on its fifth generation of family ownership and operation.

Be sure to read our expert articles on the importance of succession planning and the value of computer training for family businesses to be successful today. And, speaking of training, check out this month’s Training Catalog featuring all the upcoming computer, HR and professional development courses available at the MBA, or visit mbausa.org to learn more!

Third-Generation, Family Owned Business Marks 40 Years of Excellence in Hardwood Lumber Industry

The Northern Appalachians are known for their high quality of American lumber — a rich, a diverse basket of hardwood including red oak, black cherry, hard maple, soft maple, ash, birch, hickory and poplar. Here, experts say you’ll find some of the most beautiful hardwoods with the best grain patterns and colors in the world. And it’s here, among the rolling hills of northwest Pennsylvania (NWPA), that you’ll find Ron Jones Hardwood Sales Inc., a family owned and operated business that prides itself as being the experts in the hardwood lumber business for the past 40 years.

With headquarters and sales office located in a historic rail station in Union City and sprawling lumber yard, warehouse and dry kiln manufacturing facility in Franklin, Ron Jones Hardwood Sales Inc. is an industry leader in the sales of premium grade Northern Appalachian kiln-dried hardwood lumber. The company, which procures its lumber from a 150-mile radius of its NWPA operations, produces up to 10 million board feet of hardwoods each year, selling to lumber customers that purchase in wholesale lots including cabinet, furniture and flooring manufacturers, and distribution yards in major cities nationally and around the world.

Ron Jones Hardwood Sales’ reputation for high quality is a credit to the Joneses’ more than 100 years of expertise, as well as their strategic approach to investments in their operations, equipment and team of 35 professionals, many of whom have been with the company for 20 years or more.

Steve Jones, president and director of Domestic and Export Sales, credits his father, Ron Jones, for laying the framework that the company’s success is built upon. “We’re just taking it to the next level,” he says. “We’ve worked really hard and continually reinvent ourselves with our product mix, with the markets that we have and how we do business.”

At Ron Jones Hardwood Sales, “We are always looking for future opportunities,” Steve Jones continues. “We’re never staying static. What we do today does not mean this is what we do tomorrow. Our employees know that, and they get it.”

Proud History

Ron Jones Hardwood Sales Inc. is a true American success story. However, the road to entrepreneurship was a journey two decades in the making for founder Ron Jones.

Back in 1959, Ron had just graduated from Union

City High School looking to start his career in the local lumber business — a thriving industry for the small Pennsylvania town. He set out by earning his technical and grading certification from the prestigious National Hardwood Lumber Association (NHLA) School in Memphis, Tennessee, and returned home the following year to take a job trading lumber for Union National Furniture Company in Jamestown, New York. Before long, he was back in Union City working for wholesaler Tri-State Hardwood turned American Lumber, the largest exporter of hardwoods east of the Mississippi River.

Hired by owner and mentor Herb Ascherman, a Harvard University graduate, Jones worked his way up the ranks to become a vice president and eventually president of American Hardwood Industries, of which he became part owner. In 1976, the wholesale company was sold to then Hammermill Paper Company. It was a major milestone for Jones, who after 23 years as an executive for some of the industry’s best lumber corporations, decided to strike out on his own.

“I started my own company at 43 years old in 1983,” he recalls. “I’d asked some people, ‘What should I call the company?’ And they said, ‘Use

Patriarch Ron Jones founded Ron Jones Hardwood Sales Inc. in Union City, Pennsylvania in 1983. Shown here are photos of the original team members at the Union City historic railroad sales office and some early promotional materials with family members.

Ron Jones Hardwood Sales Inc. President Steve Jones (right) is shown here with his father, founder Ron Jones, and his son Nate, who is part of the Sales & Purchasing team for the company at its lumber yard, warehouse and dry kiln manufacturing facility in Franklin, Pennsylvania. The company’s sales office is based in Union City.

your name. You’ve got a good reputation. Just call it Ron Jones Hardwoods.’ So that’s what I did, and I worked that wholesale company for 10 years and did very well. Then, in 1991, I started a lumber yard in Franklin.”

Now, Ron Jones is considered an industry legend with more than 60 years of experience in buying and selling American hardwoods, proud to have passed his knowledge on to both his son, Steve, and grandson, Nate Jones.

“I’m very blessed,” explains Ron Jones, “and I’m blessed to have my son and grandson in the business too.”

Next Generation

Ron Jones Hardwood Sales Inc.’s expertise and professionalism have certainly positioned the company to successfully transition from one generation to the next.

Steve Jones, now the sole owner, is a Penn State and NHLA grad (and former instructor), who has been with the company since 1989. Since that time, he has increased sales and better positioned the company, navigating China trade wars, COVID and other challenges, as both a respected leader in his industry and community. A former Union City Citizen of the Year, Steve has served on many local and national boards, including the National Hardwood Lumber Association, Hardwood Manufacturers Association, the Hardwood Manufacturer’s Association Board, the Appalachian Hardwood Manufacturer’s Board, and the American Hardwood Export Council. He also is a former chairman of the Manufacturer & Business Association Board of Governors and chairman of the Union City Community Foundation.

“Steve’s been a member and officer in every hardwood association there is, and he is making great decisions,” explains Ron Jones. “He’s well known in the industry, not just in Pennsylvania, but all over the United States, Canada and beyond. He handles his people better than anybody I’ve ever seen.”

Steve recently recruited his son Nate to become an integral part of the company after earning a dual degree in international business and marketing from Penn State Behrend in spring 2020. At the height of the COVID pandemic, Nate attended the NHLA School for a sevenweek intensive, lumber inspection program before joining the family business, immersing himself in all aspects of its operations — yarding

lumber, quality control, lumber grading and dry kilns. He quickly moved to the sales team, as home improvement projects, such as flooring and molding, drove skyrocketing demand for American hardwood lumber in the COVID era.

“It was such a hyperexcited time, but we knew Nate could handle it,” explains Steve Jones. “There was just so much coming at us.”

Now, each generation of the Jones family is leaving their mark on the business.

“I think Steve and Ron are great role models,” adds Nate Jones. “We are very different people, and my leadership style will be different than theirs, and that’s OK. We’ll keep things going and keep innovating with slow steady growth to keep things moving.”

Strategy for Success

Ron Jones Hardwood Sales Inc.’s strategy for success has been to continuously reinvent its product mix, markets and culture, and by reinvesting in technology, equipment and employees. Everyone is cross trained within the organization.

“We’re always staying forward thinking,” explains Steve Jones. “We must continually adapt, look at ways that we can increase value, and have good production flow through the business of our products. We are investing in machinery, in technology and in our people.”

In the past six years, Ron Jones Hardwood Sales has made significant investments in its facilities and the addition of two dry kilns that have increased capacity and efficiency. Most recently, the company completed building a 27,500-square foot lumber and planing line and storage/load

building in Franklin. The company also added a new green grading line that can grade five to six tractor-trailers of lumber a day, improving productivity by 100 percent.

“And we’re not done yet,” says Steve Jones.

Lasting Quality

In an industry that thrives on quality, there’s been a big push to showcase “real” American hardwoods, and Ron Jones Hardwood Sales Inc. is helping to spearhead the campaign, #realamericanhardwood

According to the Joneses, many consumers believe that the hardwoods they are buying are real, but they may be a cheaper, less quality medium density fiberboard topped with veneer, a vinyl or polyvinyl chloride (PVC) material. Education is key.

“Hardwood is a real natural product made from nature and it is meant to last,” says Steve Jones “It’s an heirloom. Real hardwood, you’re mainly not going to replace it. It’ll be there for 100 years or more. That’s nature’s way!”

American hardwoods are sustainably grown, legally harvested and responsibly managed to ensure minimal environmental impact. It is a natural renewable product, and once a product is made from it, such as doors, flooring, paneling, molding, trim or furniture, the carbon is sequestered, which is better for the environment.

“Hardwood is the best untold story, especially when people want to be very conscious about what they’re putting in their homes nowadays,” Steve Jones says. “As a consumer, be more conscious to choose only real American hardwood products for your home.”

The Joneses recognize the importance of lasting quality. At Ron Jones Hardwood Sales Inc., it’s the driving force of their excellence in the hardwood lumber industry for the past 40 years and for years to come.

For additional information, visit ronjoneshardwood.com.

Members of the Jones Hardwoods, Inc. managerial team in Franklin include (from left): Operations Manager Ben Krieg; Office Manager Cheryl Xander; Quality Control Kevin Williams; and Inventory Manager Chad Moon.

Ron Jones Hardwood Sales Inc. has reinvested in the company with its new planer mill located in its new 27,500-square foot lumber storage/load building in Franklin.

Ron Jones Hardwood Sales, Inc. corporate staff (from left): Lumber Procurement Trevor Vaughan; Office Manager & Controller Diane Cooper; President & Director of Domestic and Export Sales Steve Jones; Sales & Purchasing Nate Jones; and Administrative Assistant Kaylynn Ostergard.

Employees work on the green grading line in Franklin, Pennsylvania.

Michael P. Walton Chief Executive Officer

Building a Legacy

FOR FUTURE GENERATIONS

Founded in 1885, Jamestown Coating Technologies of Jamestown, Pennsylvania, has built a legacy in the coating industry. They provide rigid and flexible package coatings for unique metal and plastic industrial products, in addition to providing innovative products and processes for food, beverage, pharmaceutical and other consumer package coatings.

Michael Walton and his family have owned Jamestown Coating for multiple generations, starting with his great-grandfather.

As CEO, Walton loves the fact that many employees are also following in the footsteps of generations before them. “It’s so rewarding to watch their families grow and thrive, right along with our own.”

The company’s upcoming expansion project will provide additional warehouse space and equipment, as well as create additional job opportunities. Walton says, “We needed a bank that would make the

effort to get to know us and take the time to focus on our needs. We needed a bank that would help us thrive.”

With a line of credit and financing for their expansion, Marquette gave them the flexibility needed to keep assets flowing, keep customers happy and keep the company thriving for generations to come.

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The Warren Company Builds Upon 110 Years as Family Owned Business

Family owned businesses are the cornerstone of America, representing an estimated 19 percent of the 28.8 million small businesses in the United States today. Here, Riley Warren, Fabrication manager at The Warren Company, headquartered in Erie, Pennsylvania, talks about what it means to be a part of a family owned, full-service steel warehouse and fabrication business that is marking 110 years in 2023.

The Warren Company was founded in Erie by family patriarch Samuel Warren in 1913. Tell us how the company got its start. The company was founded primarily as a slate roof and flashing installer. As we grew, we transitioned to the supplier side, becoming a metal warehouse that quickly expanded into a full-service metal warehouse and fabrication shop.

Over the years, The Warren Company has expanded its capabilities and services. Please explain.

Our niche is being able to do a little bit of everything. With that, comes investing back into the company so our employees, facility and equipment meet the needs of our very diverse customer base. At The Warren Company, we aim to be at the forefront of capability and technology, which allows us to better serve our customers to their exacting specifications. We have continued to push our business with asset purchases in laser cutting, laser welding and additional CNC equipment.

As the business has grown, your facilities and footprint have grown as well.

Describe your present operations.

Throughout the last 110 years, we have gone through a variety of growth and expansion. We migrated to our current location from our original East 10th Street building in 1968. In the past 50 years, we have gone through seven expansions with our current footprint sitting at 168,000 square feet.

As a steel service center, all of our material is stored under roof and vertically integrated into our building, allowing for better quality

material and more efficient utilization of our building footprint. By utilizing our space efficiently, we have the ability to provide the same level of service to walk-in customers that we provide to our largest customers. Valueadded processing has been a competitive advantage for the warehouse side of our business throughout our history. Currently, we offer seven different first step processes, which allows us to profile cut anything from 0.001 inches to 10 inches thick, saw cut anything smaller than 23 inches by 18 inches and shear material a half-inch and below.

The fabrication side of our business takes the same “inch deep, mile wide” approach to our customers and capabilities as the warehousing side. We offer 11-plus different processes in our fabrication shop, from plate rolling to TIG welding to stamping thousands of parts. With 60,000 square feet of fabrication space and crane capacity up to 20 tons, we are able to produce fabrications to meet any industry requirements.

The Warren Company is a multigenerational, family owned business. How involved are the family members in the company today?

The family members are very involved in the current operations of the business. My father, fourth generation owner Robert Warren, is the president of the company, while my mother Leesl Warren is the HR manager. Their primary responsibility currently is to pass on their knowledge and experience to my brother Noah Warren and I. I lead the fabrication department, and Noah is involved with the purchasing group. With the involvement of

a fifth generation, The Warren Company is situated to continue serving our customers for many years to come.

In your opinion, what is the best part of running a family owned business? Being able to continue, add to and improve a multigenerational organization is a rewarding experience. The camaraderie of working with employees that have worked with three generations of ownership is something you rarely experience in the corporate world and adds to our company culture.

What does it mean to you to celebrate 110 years as a family owned business this year?

We have come a long way over that period of time, and every big milestone we like to take some time and reflect on the past and how we made it this far. What continues to come with every milestone is the wonderful employees that we get to work with every day.

They say that if a family business is destined to fail it is normally during the third generation’s ownership. We have employees that have worked with three family ownership generations and have non-ownership employee families that are on their fourth generation working here. We believe this speaks to the successful, inclusive, creative, employee-focused culture that we have, and will continue to build upon, at The Warren Company.

For more information, visit thewarrencompany.com.

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PICTURED FROM LEFT TO RIGHT, STARTING AT THE TOP: JIM SPODEN, CRAIG SHAMBURG, SHAUN ADRIAN, SCOTT WALLEN, EMILIE REINHARDT, MICHAEL BISHOP, THOMAS BUSECK, MICHAEL THOMAS, KYLE GALLO, COLLEEN STUMPF, AND JOHN LAUER

Action! Why Family Businesses Can’t Wait for Succession Planning

The integration of both generations in this planning should facilitate the mentoring of the new leadership by current leadership while emphasizing the value to be derived from these new leaders. Mutual trust and family relationships can grow as retiring family members become confident in the abilities of the younger generation, while this younger generation can be motivated by the trust given by the older generation.

Successful Ownership Succession

Colleen R. Stumpf is a partner at MacDonald Illig Attorneys. As general counsel, she provides competent guidance to businesses as they address the various matters facing their business daily.

Popular television shows, such as “Succession,” derive much of their drama from the turmoil that results from the failure of a family owned business to implement a definite succession plan. While these shows overdramatize, art imitates life as many family owned businesses do not have viable succession plans.

Robust Succession Planning

According to PWC’s 2021 Family Business Survey, only 34 percent of surveyed companies had a “robust, documented and communicated succession plan.” Family owned businesses that have not embarked on the succession planning process are susceptible to substantial risks — fractured family relationships, company instability, and the erosion of trust in the company — fodder for successful TV and unsuccessful family owned businesses.

To avoid such notoriety, family owned businesses should begin developing a succession plan as early as possible before a crisis forces its creation. When designing

an effective plan, families should focus on two areas of succession — operational succession and ownership succession.

Optimal Operational Succession

In constructing an operational succession plan, families should assess the business’s current governance and operations. Family owned businesses often face the challenge of balancing generally accepted management principles with how the business “has always done things.” Developing and implementing sound operational and governance principles, while recognizing some of the idiosyncrasies of family-owned business, can reduce frustrations when creating the succession plan.

The evaluation of company governance should include a review of the company’s organizational structure and governance documents. Businesses should amend, if necessary, bylaws, policies and operational manuals, as these written documents will guide current and future business operations and result in stable company governance while leadership and ownership transitions.

One key in formulating an operational succession plan is the communication of the roles to be assumed by future business leaders and the timeline of transition. Definitive strategies and written plans that outline leadership roles and the expectations associated with each should be established in collaboration with both incoming and outgoing family members.

The implementation of established operational and ownership succession plans can be done simultaneously or in stages. For most businesses, the need for operational planning precedes the need for ownership succession. Guaranteeing that the family owned business continues to be well-managed then allows the family to focus on the subsequent process of ownership succession.

When the planning focuses on ownership succession, the same principles of intergenerational planning and communication should apply. Defining each generation’s objectives for transition is essential as competing goals often exist and need to be balanced, along with the tax and legal implications of ownership transition.

Given the breadth of ownership transition options available to family owned businesses, outside assistance from attorneys, accountants, and consultants can be essential in evaluating these numerous choices and their impacts. Third-party assistance can ease stressful discussions amongst family members and provide a neutral voice in the event of disputes.

Once a plan for ownership succession has been developed, it should be reduced to writing, often in the form of a shareholder or buy-sell agreement. This document then acts as a guide for the implementation of the ownership succession plan but can be amended should circumstances change.

While challenging, succussion planning can assure a family owned business’s longevity and positive family dynamics while guaranteeing that the business does not provide the script for the next great TV drama.

For more information, contact Colleen Stumpf at MacDonald Illig Attorneys at 814/870-7752 or cstumpf@mijb.com

LECOM HEALTH BREAKS GROUND ON NEW EMERGENCY DEPARTMENT AND INTENSIVE CARE UNIT

LECOM Health officials announced the groundbreaking of a 34,000-square-foot addition to the Millcreek Community Hospital in Millcreek Township that will create a new emergency department and intensive care unit.

The new emergency department will be located on the first floor and include eight treatment rooms, two trauma rooms, and six patient rooms dedicated to behavioral health. The second-floor intensive care unit (ICU) will consist of six new critical care patient beds, and 14 private medical/ surgical patient rooms.

“The investment in this project aligns with our continued mission of meeting the needs of the community, particularly the need for better, faster emergency care in a private and comfortable setting,” said LECOM Health Vice President of Surgical Services and Project Lead Anthony Ferretti, D.O.

The plans also provide a new emergency entrance and exit directly off Peach Street and a dedicated ambulance-only drop-off area. LECOM Health partners working on the project include Westminster Group Companies through JPI Development Partners, LLC; Perspectus Architecture of Cleveland, Ohio; Building Systems, Inc. of Erie; and Sanford Surveying and Engineering of Erie serves as the civil engineer. Construction is slated to be completed in late 2024.

For more information, visit lecomhealth.com

NORTHWEST BANK EARNS

GLOBAL RECOGNITION FOR ITS BRAND, REGIONAL HONOR IN CENTRAL PA

Northwest Bank, a full-service financial institution offering a complete line of business and personal banking products, recently earned global and regional honors, both for the second year-in-a-row. The Banker’s Top 500 Banking Brands ranking for 2023 includes Northwest Bank, while Pennsylvania Business Central selected Northwest for its list of Top 100 Organizations.

YOUR LOCAL, ONE STOP STEEL SERVICE CENTER

Celebrating 110 Years!

thewarrencompany.com

1-800-562-0357

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Northwest Bank was among 30 banks that made the Top 500 Banking Brands ranking for the first time in 2022, debuting at 499th. For 2023, Northwest Bank ranked 491st on the prestigious list. The ranking is produced by Brand Finance, a leading brand valuation consultancy.

Pennsylvania Business Central’s Top 100 Organizations list is based on discussions with chambers of commerce directors and other community leaders to identify the most dynamic and consequential nominees in the area. Inclusion on the Top 100 Organizations list showcases the significant impact made by an organization to contribute to the vibrant economic and social life of central Pennsylvania.

For more information, visit northwest.com

URBAN ENGINEERS ACHIEVES ISO 9001:2015 CERTIFICATION

Urban Engineers recently announced that it has successfully achieved ISO 9001:2015 Certification. This certification highlights the firm’s commitment to developing and implementing a quality management system and business processes that are focused on client satisfaction and continual improvement, which are essential to delivering top-notch services to its clients.

“We are delighted to share the news that our firm has achieved ISO 9001:2015 certification,” said Kenneth R. Fulmer, P.E., president and CEO of Urban. “The certification underscores our pursuit of high-quality systems, processes and outstanding client satisfaction through continual process improvement.”

ISO 9001:2015 is a globally recognized quality management standard that is designed to improve client satisfaction through the execution of quality management principles, including strong client focus, process-based approaches, and continual improvement.

Urban provides planning, design, and construction services for highways, bridges, railroads, buildings, transit, airports and ports, in addition to environmental consulting. Urban maintains 16 offices in Pennsylvania, New Jersey, New York, Maryland, Connecticut, Texas and California.

For more information, visit urbanengineers.com.

LECOM Health’s Anthony Ferretti, D.O., (second from left) was joined at the ceremony by Mary Eckert, CEO of Millcreek Community Hospital; James Lin, D.O., president of the LECOM Institute for Successful Aging; and, Danielle Hansen, D.O., vice president of Acute Care, Behavioral Health and Quality at Millcreek Community Hospital. Also in attendance were John M. Ferretti, D.O., LECOM president and CEO; Silvia M. Ferretti, D.O., LECOM provost; Erie County Executive Brenton Davis, State Senator Dan Laughlin, and State Representative Bob Merski.

The Warren company is proud to have persevered for 110 years and looks forward to servicing the tri-state area for many years to come. We continue to innovate with new products, while investing in the latest equipment to provide our customers with the highest quality products at the best prices. Call us for a quick price and delivery quote on any of your metal stock or processing requirements.

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* a.m. classes run 8 a.m. to noon, and p.m. classes run 12:30 p.m. to 4:30 p.m., unless otherwise noted.

Cancellation/No-Show Policy: If notice is four business days or more, a full refund will be made. If notice is less than four business days, or if you do not show up for the class, no refund will be made. NOTE: You may substitute another individual from your organization at any time and at no cost.

“The information presented was beneficial and pertained to my work and my life. The discussions really made you think about issues and opportunities you may have as a manager.”

— Chelsie Zents, Erie Insurance

MANUFACTURER & BUSINESS ASSOCIATION

TRAINING SCHEDULE

“Outstandingcourseandtrainers who kept us engaged at all times.”

— Stefanie Ingramm, INEOS Pigments

“Very interesting and informative program. I would highly recommend it to anyone interestedinimprovingtheirleadershipskills.”

— Lisa Hadden, Marquette Savings Bank

GANNON NAMES VICE PRESIDENT FOR UNIVERSITY ADVANCEMENT

Gannon University recently named Nancy Bird as the institution’s next vice president for University Advancement. Bird began her role May 1.

In this role, she will be responsible for leading and managing University Advancement in evaluating, planning, designing, and developing advancement and fundraising-related initiatives to support the university’s strategic goals, Mission and Catholic tradition.

“Nancy’s experience across all areas of the advancement and fundraising sector, along with her leadership as well as her terrific knowledge and love for Gannon’s Mission and community tradition and culture instills confidence that she will continue to successfully propel Gannon forward into our next century,” said President Keith Taylor, Ph.D. “She will be a transformative leader in continuing the execution of Gannon’s current $100 million Capital Campaign and planning for our centennial anniversary in 2025.”

Bird previously worked at Gannon from July 2014 to June 2019 — first as director of Alumni Services and then as director of Alumni Engagement. She returned to Gannon last November after serving as the director of Alumni Development at Penn State for three years at the University Park campus, where she managed development functions for the largest dues-paying alumni organization in the world with 174,000 members. She brings additional constituent relations, advancement, and special events experience from Cathedral Prep / Villa Maria Academy in roles prior to those with Gannon and Penn State.

Bird, who is currently Gannon’s director of Constituent Engagement, succeeds Barbara Beuscher, who announced she has accepted a position as an executive in health-care philanthropy in central Wisconsin.

ELLWOOD ANNOUNCES PARTNERSHIP WITH RETIRED MAJOR GENERAL TO EXTEND ELLWOOD INTEGRATED ADVANTAGE

ELLWOOD recently announced a new strategic partnership. Major General Cameron G. Holt, U.S. Air Force (Retired), will work closely with ELLWOOD’s senior leadership team on strategic initiatives in defense and commercial market sectors, bringing with him significant experience and knowledge on the intersection of government and industry in support of national security.

General Holt recently completed 32 years of military service, serving his last four years as the deputy assistant secretary for Contracting, Office of the Assistant Secretary

of the Air Force for Acquisition, Technology and Logistics. In that capacity, he oversaw a global contracting portfolio valued more than $825 billion as well as the training, organizing, and equipping of more than 8,000 contracting experts executing the full range of operational, enterprise sourcing, and major weapons systems contracting worldwide. He serves on the Board of Directors of the National Contract Management Association and as a member of the Planning, Programming, Budgeting, and Execution Reform Task Force, sponsored by the American Society of Military Comptrollers. After serving as the U.S. Air Force’s most senior contracting officer, Holt created Holt Consulting Group LLC to work with companies such as ELLWOOD “to bring together the best of America — industrialists, technologists and capital investors with innovative problem solvers in government to tilt the scales in favor of America and her allies against the adversaries of freedom.”

“ELLWOOD has unmatched capacity and capability across the Western Hemisphere — the perfect partner not just for existing product lines but also to leverage innovation and cutting-edge technologies,” Holt said. General Holt listed a number of determining factors when selecting ELLWOOD as one of a very select group of Holt Consulting Group, LLC partners: rock solid ethics; commitment to fair competition; proven commercial business foundation; and unparalleled capacity and capability. All this coupled with patriotic family ownership committed to reinvesting in their community and their team members made the opportunity to partner that much more appealing to Holt.

“We are fortunate to have General Holt on board. His experience, knowledge and deep understanding of global market forces and large-scale project management will be invaluable to ELLWOOD as we work to deepen our partnerships with the Department of Defense and strategic global OEMs,” said Ben Huffman, ELLWOOD president and CEO. “Holt Consulting Group will amplify our ability to leverage our ELLWOOD Integrated Advantage — materials technologies, advanced manufacturing capabilities, and world-class team — to help our customers win in the markets they serve.”

ERIEZ® PROMOTES BLICHA TO VICE PRESIDENT, GLOBAL MARKETING & BRAND MANAGEMENT

Eriez® recently announced the promotion of John Blicha to vice president, Global Marketing & Brand Management. He will spearhead Eriez’ worldwide marketing and go-to-market sales strategies, according to President and CEO Lukas Guenthardt.

Blicha joined Eriez in 2012 as Marketing Communications manager and served most recently as senior director, Global Marketing and Brand Management. “John has made significant contributions to the company throughout his career at Eriez,” says Guenthardt. “With his tenacity and talent, he has built and shaped a dynamic global marketing team that is well-prepared to successfully lead the organization into the future.”

Guenthardt emphasizes that Blicha’s deep knowledge of Eriez’ many products, varied markets, and diverse cultures empower his team to craft and carry out effective initiatives that resonate with audiences and align with the company’s strategic objectives.

“During his time with Eriez, John has helped to grow the company’s revenue and maximize its market share, while also improving the customer experience and elevating the Eriez brand on the worldwide stage,” says Guenthardt. He adds, “In his new role, John’s aptitude for change management and innovative approaches to marketing and sales strategies will further strengthen Eriez’ ability to design and deliver the right solutions to our global markets.”

Blicha holds two degrees from Indiana University of Pennsylvania: a Bachelor of Science in marketing and a Bachelor of Science in management. He earned a master’s degree in business administration from California University of Pennsylvania. Established in 1942, Eriez is a global leader in separation technologies. Headquartered in Erie, Eriez designs, manufactures, and markets on six continents through 12 wholly owned international subsidiaries and an extensive sales representative network.

First Choice

Contractors & Construction Managers Since 1906 814.454.7147 | www.eeaustin.com

EE Austin & Son offers a dynamic management team committed to providing construction excellence. Austin is the leading regional general contractor and construction management firm...and has been delivering for its clients since 1906.

EE Austin & Son remains steadfast in its century old promise to...

“Do the right thing...all the time.” It’s the Austin Difference.

Forging a Legacy with Channellock

Channellock, Inc. is a worldwide leader in the manufacturing of high-quality pliers and assorted hand tools, including its iconic, Americanmade CHANNELLOCK® Tongue & Groove Pliers.

Founded by George B. DeArment in 1886, the Meadville, Pennsylvania-based company is now in its fifth generation of family ownership and operation, with brothers Jon and Ryan DeArment at the helm.

Family Matters

Channellock attributes much of its success and longevity to its rich family legacy. According to Channellock President & COO, Jon DeArment, “Family is essential to who we are as a company. As the fifth DeArment to run Channellock, I’m fortunate to work alongside my father, Bill, and brother, Ryan, to ensure that the values and quality our company was founded on are retained in everything we do.”

Furthermore, DeArment says that being a family-run business allows the company to make decisions based on what’s best for its associates and community rather than its shareholders and investors. “Our decisions are always based on the long-term continued success of our company.”

At Channellock, the concept of family extends beyond the DeArments. “To us, all of our

associates are part of the Channellock family. We have many multi-generation team members here, some who have been with us for 40-plus years. It’s both encouraging and gratifying to see these hardworking men and women dedicate themselves to our shared vision,” says DeArment.

Committed to Meadville

Channellock got its start in Evansburg, Pennsylvania, but the company has proudly called Meadville home since 1904. Today, it owns and operates two facilities in Meadville totaling 260,000 square feet and employs more than 350 full-time associates — making it one of the largest employers in Meadville and Crawford County.

“Our relationship with the Meadville community is vital to our continued success, which is why we do our best to stay involved in and support local organizations. Not only do we call Meadville home, but so do our employees,” says DeArment. “A career at Channellock is more than just a job — it’s a way of life. Our team members take pride in making pliers for the hardworking tradespeople who keep our country running.”

In addition to paying a fair wage, Channellock offers its associates a number of benefits, including:

• Paid time off for national holidays and birthdays

• Incentive opportunities, including an hourly productivity incentive and overtime pay

• 401(k) with company match

• Employee Assistance Program, which offers assistance to employees suffering from stress, financial and legal issues, substance abuse, and other challenges

Made in America

Channellock has been making its pliers on American soil since it was founded in 1886. Since then, the company’s iconic blue grips have become synonymous with the kind of quality tradespeople across the country can trust.

“Our customers take pride in knowing that purchasing CHANNELLOCK® pliers directly supports American manufacturing and American workers. American-made will always be an integral part of our story. Our goal is to manufacture everything we can here in Meadville. And, if that’s not possible, then we do our best to source it elsewhere in the U.S.,” DeArment says.

As tool production is increasingly outsourced, it’s refreshing to see a company so committed to American manufacturing.

MISSION

Be a leader in designing and building special tooling to our customers’ needs. Specializing in tooling for the manufacturing of aircraft and land based turbine blades and vanes.

QUALITY POLICY

Kuhn Tool & Die Co. is a 2nd generation family-owned business founded in 1963 by Guy W. Kuhn and Jeanne Kuhn. Ken and Bonnie Kuhn are 2nd generation, and their sons Doug and Nate Kuhn are in place to be 3rd. Ken has worked at Kuhn Tool since he was 16 years old (for the past 51 years). He became President in 1991. Bonnie, Ken's wife, has worked at Kuhn for 32 years and became Vice President in 1991. Bonnie and Ken have four children, Jenn, David, Doug and Nate. All have worked part time at Kuhn, from ages 14-19 doing yard work, office work, cleaning, errands, etc. Doug and Nate made the choice after college, to work at the company full time and have been there ever since. Doug currently is the Engineering Manager, and Nate is the Production Manager. Kuhn Tool & Die Co. specializes in custom workholding fixtures and inspection gages to support high precision part production of jet and power generation engines as well as serving other industries, building to customer specifications or supplying complete turnkey design and build to satisfy customer machining and inspection needs.

Meet or exceed our customer requirements and industry standards. Always make it right. make it

Jeanne Kuhn, Guy W. Kuhn

ABOVE LEFT TO RIGHT: Nate, Ken, Bonnie, Doug

Inflation’s Cause? It’s the Spending, Stupid.

Nathan Benefield is senior vice president of the Commonwealth Foundation, Pennsylvania’s freemarket think tank. For more information, visit commonwealthfoundation.org.

Voters, nationally and within Pennsylvania, continue to rank inflation as their top concern. It’s no surprise.

Consumer prices have jumped 14.4 percent in the last two years, representing the highest inflation in 40 years. Despite this, Washington politicians continue to pursue policies that drive inflation.

The last time inflation was this high, “Don’t Stop Believin’ ” was in the Billboard Top 10. It was the best of times for rock ‘n’ roll, but the worst of times for family budgets. For most families, this is something they’ve never been through.

Inflation represents a tax on working families. Government-induced inflation means prices of goods and services go up, leaving families with less to invest.

One recent study estimates the average household has lost $7,400 in income due to higher costs of goods and services. Unfortunately, this hits working families and the poor, as well as seniors on fixed incomes, the hardest.

Truth told, wages have risen, but not as much as inflation. Average hourly wages increased 4.6 percent over the past year, but inflation-adjusted weekly earnings decreased 1.9 percent.

What has driven this?

At first, many politicians and central bankers suggested inflation would be “transitory.” Instead, inflation accelerated, persisted.

Later, leaders in Washington tried blaming Vladimir Putin for inflationary pressures. Yes, gasoline prices jumped following Russia’s invasion of Ukraine. But gas prices had increased dramatically long before that — as had nearly every other category of inflation. Inflation upticks began in November 2020. Indeed, while gasoline prices have eased, the costs of other items — including food, electricity, transportation and shelter — continue to rise.

Likewise, inflation isn’t the result of “corporate greed,” as Senator Elizabeth Warren suggests. To believe this would be to foolishly believe that corporations across all sectors conspired to keep price increases relatively low — for 40 years — and then collectively conspired to raise prices.

The data even suggests corporations have been magnanimous by holding back on price increases. The producer price index shows that the costs companies pay for raw materials and production costs have also skyrocketed — often faster than consumer prices, indicating companies are eating those higher costs rather than passing them along to consumers.

No, it wasn’t short-term supply chain issues, war in Ukraine, or greedy corporations that drove inflation — it was bad public policy.

As Milton Friedman once said, “Inflation is always and everywhere a monetary phenomenon.” That is, when the government prints more money, the value of money decreases, and prices rise.

That’s exactly what we’ve seen. Federal debt has severely accelerated since 2020 and now exceeds $31 trillion. Congress’ numerous COVID relief measures added $5.14 trillion impact to our debt.

How did the government pay for this spending binge? By printing money. The U.S. money

supply has increased by approximately 55 percent since January 2020.

Multiple studies find that the dramatic increase in federal “stimulus” payments, which gave individuals more spending cash and paid them to not work, exacerbated inflationary pressures.

Washington politicians pretend they don’t know what’s behind runaway inflation, but voters know. To paraphrase James Carville, “It’s the spending, stupid.”

What can policymakers do?

While it’s impossible to put the toothpaste back in the tube, there are measures to decrease inflationary pressures.

That starts with fiscal restraint. Lawmakers at the federal, state, and local levels need to control the runaway growth of government spending. They must resist the urge to overspend now and give out “free money” for political gain, and should work to enact guardrails on government spending, like the Taxpayer Protection Act, which controls the growth of state government spending. Lawmakers should enact tax reform that eases burdens on working families and enables small businesses to hire workers and raise wages. They should seek permanent reform that increases economic competitiveness and reject shortterm gimmicks.

Lastly, comprehensive regulatory reform would help manufacturing and producers control costs and unleash energy production to lower electricity and fuel costs. While we have the natural resources to be energy independent — and help power the world — regulatory burdens prevent getting these resources to market.

Inflation is not going away soon. Lawmakers need to first recognize inflation’s root causes — in particular, government spending — to bring about sound solutions that help working families.

FROM HUMBLE BEGINNNINGS

The story of Barnhart Transportation is one of perseverance, dedication, and hard work Brothers Bryan and Tim Barnhart founded the company in 2003 with just two trucks and a vision to create a best in class logistics firm They faced numerous challenges during the early days, but through sheer determination and grit, they slowly built a reputation for themselves in the transportation industry, offering reliable and affordable transportation solutions to their customers

Over the past two decades, Barnhart Transportation has achieved remarkable success by continuously adapting to the evolving needs of their customers and the logistics industry as a whole Their unwavering commitment to innovation and responsiveness, coupled with their ability to offer tailored logistics solutions, has been a key driver behind their growth and success But it's not just their customer-centric approach that sets them apart - Barnhart Transportation's willingness to embrace new technologies and advancements in the supply chain has been critical to their continued success

LOGISTICS POWERHOUSE

The Barnhart brothers' vision has been the driving force behind the expansion of the company, which includes diversification into other logistics areas, such as brokerage, warehousing, and international freight forwarding By staying innovative and responsive, they have created several standalone entities, such as Lake Shore Logistics, Jet Park Warehousing, and Lake Shore Global Solutions, which today provide a comprehensive range of transportation and logistics services to customers worldwide

Their expansion into the Charleston, SC and Houston, TX markets was a strategic move aimed at capitalizing on the increasing demand for international freight services, as well as taking advantage of the growing port work opportunities to support their domestic freight assets Their reputation as a logistics powerhouse has been solidified by the expansion of their international shipping solutions

Barnhart Transportation's success is built upon more than just the vision of the Barnhart brothers; it's also a result of their commitment to building the right team The company's culture fosters a customer-centric approach, which attracts top talent in the logistics field The Barnhart brothers recognize that investing in their employees is essential to achieving long-term success They believe in finding the right person for the right seat and creating a positive work environment that promotes innovation, teamwork, and professional development By recognizing and rewarding their employees' hard work and dedication, Barnhart Transportation has been able to retain talent, maintain customer loyalty, and continue to grow in the industry

L E N T L E S S G R I T A N D G R O W T H BUILDING A CULTURE OF SUCCESS A LEGACY

The Barnhart brothers' unwavering commitment to investing back into their family of companies has allowed for its expansive growth and diversification over the last two decades They have never lost sight of their humble beginnings and embraced the constantly changing logistics industry

Barnhart Transportation's success story is a testament to the power of hard work, dedication to customer service, and adaptability Their legacy will endure for years to come, inspiring future generations of entrepreneurs to pursue their dreams and build successful businesses.

For Barnhart drivers and employees, community service is more than just a charitable gesture - it's a core value that drives the company's culture This commitment to giving back to the community is exemplified through the creation of Barnhart Gives, a 501c3 entity dedicated to supporting local charities and organizations. Through hosting events and fundraising efforts, Barnhart Gives has raised over $150,000 for the local community. A key factor in this success is the active participation and buy-in from Barnhart Transportation's employees, who share the company's dedication to community service.

FAMILY BUSINESSES SEE BIGGEST GROWTH INCREASE IN 15 YEARS, SURVEY SHOWS

As noted in this month’s What’s Inside section, a recent survey by PwC reveals that family businesses have seen the largest growth increase in 15 years, with 43 percent reporting double-digit sales growth globally in the last financial year, up from 21 percent in 2021.

The findings were part of the 11th Global Family Business Survey, entitled “Transform to Build Trust,” covering over 2,000 family businesses across 82 countries between October 2022 to January 2023.

MBA Computer Training Can Help Your Family Business Excel

My grandfather was a 29-year-old Air Force veteran when he and two partners started their business selling meat out of refrigerated trucks to mom-and-pop stores in Erie. In 2022, the business, Niethamer & Owens, celebrated its 75th anniversary as a thirdgeneration, family owned business.

Family owned businesses are built on the love and commitment of a small team of people who are all invested in the success of the company. However, when it comes to technology, even family businesses can struggle with budgeting for technology. According to a 2021 report by professional services firm PwC, family businesses are struggling with integrating digital technology into their business models.

One small investment that can help these family firms is Microsoft Excel. The software program has been around for decades and is still one of the most important tools for many small businesses. Excel allows you to create and manage spreadsheets. It’s easy to use and affordable, making it an excellent option for small businesses and budgets.

At the MBA, we understand that small businesses often don’t have big budgets for training. That’s why we offer cost effective, one-day computer training for small business owners and employees. Our courses are taught by experts who can walk you through everything from basic tasks like formatting a document, creating charts and working with formulas to more advanced topics like macros and PivotTables.

Don’t be intimidated! If you’re interested in learning how to use Excel more effectively or just want some tips on how to make the most out of this powerful software, our computer training classes are specifically designed with small business owners in mind.

While my grandfather wrote invoices and inventory by hand, Excel is far more superior than any calculator. The MBA’s computer courses will help you unlock the maximum potential of this popular data-analysis program, so what are you waiting for? Register for one of our upcoming classes at mbausa.org!

Casey Naylon

is the computer trainer and database administrator for the Manufacturer & Business Association. Contact her at 814/833-3200, 800/815-2660 or cnaylon@mbausa.org

Notably, 73 percent of family businesses that experienced double-digit growth over the last financial year are those with a clear set of family values and an agreed purpose for the business, PwC said in a statement.

The survey reveals an upward trend in the share of family businesses willing to lead the way in sustainable business practices, PwC continued.

Family businesses also bounced back after the COVID-19 pandemic, the survey shows.

RESEARCHERS: FAMILY OWNED BUSINESSES HAVE TALENTACQUISITION ADVANTAGE

According to the 2022 Edelman Trust Barometer, family owned businesses are the most trusted companies — and have been for the last nine years — with 67 percent of respondents saying they trusted family businesses, compared to 58 percent for privately-held, 56 percent for publicly traded, and 52 percent for state-owned companies.

67 percent of respondents say they trusted family businesses

Trust has become integral to attracting and retaining talent. If a business loses trust, they are more likely to lose employees. But business leaders often overestimate how much employees trust them.

According to a recent PwC survey, 84 percent of business leaders say employee trust is high, compared to 69 percent of employees. Researchers say this gap can lead to adverse consequences, including lower employee retention rates and a negative impact on a company’s bottom line.

HOW DO EMPLOYERS GET THE MOST INFORMATION FROM CANDIDATES?

Focus your application process on getting the most information from a candidate imposing on them the least amount of clicks.

Long applications that require lots of data entry are a barrier to entry and frequently abandoned — especially by top talent. Quick processes allow you to capture more, and better, applicants and focus the process on the selection process rather than the application.

HOW DOES AN EMPLOYER DETERMINE THE BEST WAY TO MAKE THEIR APPLICATION

AVAILABLE TO CANDIDATES?

Mirror culture and communication style. A user-friendly application process should provide a glimpse into how the company functions overall.

If the position is data-entry-heavy, it makes sense to require applicants to input their information online. If your company relies on email or casual daily correspondence to get projects done, creating a more conversational, back-and-forth application process can be a great way to assess top talent.

Create a User-Friendly Job Application Process in Five Simple Steps

Businesses looking for talented individuals are often in a bind when putting together job application systems. An excellent job application process should encompass the applicant’s experience and education but also delve into areas of their personality.

The business might inadvertently drive away top talent if the application procedure continually asks them to prove themselves. Thus, a business needs to be innovative when it comes to crafting a job application process that collects pertinent information but doesn’t make the applicant feel like they’re being interrogated.

Here are ways that businesses can develop a functional job application process that won’t chase away top talent.

1. Remove Barriers to Entry. Create a user-friendly process by ensuring the application doesn’t require a login and password. Forcing applicants to create an account with a login and password deters them and creates a barrier. Applicants also want a quick process to get their information submitted. Ensuring applications are accessible and user-friendly will improve your response rate, thus increasing your candidate pool.

2. Get Feedback from Current Employees. Have a select group of current employees in various positions and departments go through your job application process and provide feedback. If they find it lengthy and complicated, external applicants will too, and this will limit your applicant flow.

3. Automate the Majority of the Process. Do people still do applications? Automate the majority of your application process by having the essential information pulled from a resume, and only ask necessary questions. By taking steps to ensure that the process is simple, fast, and easy to do, companies can make it easier for the candidate to put their foot in the door.

4. Share Accurate Job Portrayals. Explain what you will provide the applicant, the projects they will work on, key stakeholders they will work with, what a candidate should love doing and a realistic portrait about your company. This will garner excitement and ensure a match.

5. Have Fewer Clicks. So many websites require candidates to click through four or five different pages to get to a lengthy application form. Make it easy for candidates to upload their resume quickly to see an increase in the number and quality of applicants.

Rose Bruno, PHR, SHRM-CP, is an HR consultant at the Manufacturer & Business Association. Contact her at 814/833-3200, 800/815-2660 or rbruno@mbausa.org.

Act with uncompromising integrity

Insurance is complicated…do one segment, and do it well

Be students of the business

Be different…dig deeper, tailor the insurance and exploit our talent advantage

Educate the client so they understand what they are buying and why

Be problem solvers and always deliver…be the firm that everyone relies on and trusts

Provide Service Beyond Expectations

Jack

Will

Peter John Joe

YOUR BUSINESS: THE NEXT GENERATION

For most family businesses, planning for succession is a tough and critical challenge. Yet succession planning can also be a great opportunity to create a multigenerational institution that embodies the family’s values for generations to come.

Attorneys at Knox Law provide guidance and counsel helping you to address issues related not only to ownership succession, but also concerns involving estate planning, tax planning, workforce, real estate and intellectual property — planning that will deliver lasting value to your family.

T hree-Generat ion Leader in Cont ract Manufact ur ing for 55 Year s

In 1967, James Rutkowski Sr. and Joan Rutkowski founded Industrial Sales & Mfg Company in their family garage on Connecticut Drive with a Fosdick drill press and some parts to be machined for Copes Vulcan. Fast forward to today, Industrial Sales & Mfg Inc. (ISM) is a contract manufacturer that employs over 150 hard-working Pennsylvanians in six facilities in Millcreek Township in Erie County, Pennsylvania. In that time, ISM has produced over 25,000 distinct parts numbers lifetime sales of over half a billion dollars in revenue. In 2023, ISM has added laser welding and metal bonding capabilities to is manufacturer’s buffet of services. Furthermore, we have upgraded our offices to the latest in workspace and technology

ISM is a premier contract manufacturer and supplier of quality machined, fabricated and assembled components for over 800 original equipment manufacturers (OEMs) With advanced technology and highly skilled employees, ISM can produce a range of components and assemblies ranging from a single prototype to millions, exactly as ordered, on time, every time “ISM’s commitment to quality and performance has allowed us to achieve the growth that benefits our company, our employees, and the community in which we live,” says Founder and CEO Jim Rutkowski Sr.

The Manufacturer & Business Association held is first annual Leadership Summit on April 19 at the MBA Conference Center in Erie, featuring five dynamic speakers and bringing together more than 50 attendees. Highmark Blue Cross Blue Shield and AHN Saint Vincent sponsored the event, and Gerlach’s Garden and Floral sponsored the table centerpieces. See mbausa.org for photo coverage!

AHN Saint Vincent President and CEO Chris Clark, D.O., welcomed attendees to the inaugural conference on behalf of sponsors AHN and Highmark Blue Cross Blue Shield. 

Meghan Duda Kinter, Ph.D. of the Achievement Center of LECOM Health shared her insights on why leaders must address the employee well-being deficit.

Ron Vinyard of Legacy Financial was the winner of the summit’s raffle drawing  Centerpiece sponsor Gerlach’s Garden and Floral provided the beautiful floral arrangements. 

MBA Board Member Jon DeArment and representatives of Channellock were among the attendees. 

The MBA’s Jezree Friend led an executive panel discussion with (from left) Jeremy Young of Federal Resources, Christie Drabic of Wabtec and Andy Renkey of Harmony Castings. 

Tesha Nesbit of North American Partners in Anesthesia and Phoenix Rising Coaching discussed why succession planning can’t wait. 

Closing keynote speaker Bill Kaiser of CultureWise addressed how to leverage company culture as a competitive advantage 

Opening keynote speaker Adina Tovell was founder of the People Leadership Institute and chief executive officer of Courage to be Curious. 

MBA Professional Development Training Services Manager Tracy Daggett shared the traits of successful leaders 

You demand the best from your team. In return you want to give your employees the best that you have to offer. And with multiple affordable plan options for businesses of all sizes, an award-winning Health Care Concierge Team, and access to high-quality care locally and while traveling, UPMC Health Plan has you covered to meet your company’s diverse needs.

More reasons why businesses choose

Trust

As a longtime leader in health insurance, we build strong, long-lasting relationships with our clients.

Access

Give employees access to the best doctors and hospitals of UPMC, as well as many community doctors and hospitals, and an extensive national network of outstanding providers across the country.

Value

As part of an integrated health care system, providers and payers work together to deliver high-quality care at affordable costs.

Plan options

No matter the size of your business, we have the right plans to meet your team’s needs.