Business Magazine - June 2026

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GENERAL JAMES MATTIS (RET.)

Many

Burton Quinn-Scott Cremation & Funeral Services Inc.

B urton Quinn-Scott Cremation & Funeral Services Inc. is marking its 150th year in 2026. The family business was started in 1876 in Erie, Pennsylvania.

6 Nate Jones, a Sales and Procurement representative at Ron Jones Hardwood Sales Inc., shares his experience of working in the thirdgeneration family hardwood lumber business in Union City and Franklin, Pennsylvania, and his advice to other next-generation leaders.

9 Preserving Legacy: Succession planning for family owned businesses.

Janine McClintic

17 State of the Association: MBA Government Affairs maximized engagement efforts throughout 2025.

Jezree Friend and Eileen Anderson

21 The plan is the policy: What every business owner should know before it’s too late.

David Leng COMPANY PROFILES

• Plastek 11

• Swanson Systems

The MBA introduces new, two-month Training Catalog!

29 See photos of The MBA’s 2026 AI & Cyber Security Leadership Summit.

On the Cover: Burton Quinn-Scott Cremation & Funeral Services Inc. is marking its 150th year in 2026. For full story, see page 4 .

Executive

Karen Torres ktorres@mbausa.org

THE CRUCIAL ROLE OF FAMILY BUSINESSES MANY

HAVE BEEN THE BACKBONE OF THE ECONOMY FOR DECADES

Family owned businesses are truly the backbone of the economy, and the numbers back that up in a meaningful way. When it comes to the local, state and nation, they play a central role in driving economic activity at every level.

Nationally, family owned businesses account for about 54 percent of U.S. GDP of U.S. GDP and employ roughly 59 percent of the workforce — more than 80 million people, according to 2024 data from the Family Business Center. That represents more than half of the country’s economic output tied to companies where ownership and leadership are closely held. These businesses range from small manufacturers and service providers to some of the largest privately held firms in the country.

At the local level, their influence is often even more apparent. Family owned businesses tend to be deeply rooted in the communities they serve. They support local organizations, contribute to regional growth, and reinvest dollars close to home. Since many are built with the intention of passing leadership to the next generation, decisions are often guided by long-term stability rather than short-term gains.

Within The MBA’s membership, family businesses are common. Many companies have been built over decades, sometimes across multiple generations. This continuity often carries over into the workforce as well. Employees frequently build long-term careers within these organizations, contributing to lower turnover and stronger workplace relationships.

According to a 2024 report from Family Enterprise USA, family owned businesses remain a significant driver of job creation and account for a major share of new employment growth in the United States.

Data from the 2024 fact sheet published by the U.S. Small Business Administration confirms that a large percentage of American businesses are family owned, underscoring their importance to economic stability and growth.

Family owned businesses generate trillions of dollars in revenue each year and continue to shape the broader economy through innovation and entrepreneurship. Insights from Deloitte in 2024 highlight that these firms often outperform non-family counterparts over the long term, largely due to their focus on reinvestment, sustainability and reputation.

For many of these family owned firms, leadership decisions are often influenced by legacy and a desire to sustain the business for future generations. This long-term view reflects a commitment with employees and customers alike.

In fact, a 2024 survey conducted by Family Enterprise USA found that a strong majority of family owned businesses anticipate continued growth in the years ahead.

In this edition of The MBA Business Magazine, we’ll highlight members that are proud of their legacy as a longtime family business, including Burton Quinn-Scott Cremation & Funeral Services Inc., which is marking its 150th year in 2026.

We’ll also hear from Nate Jones of Ron Jones Hardwood Sales Inc., a thirdgeneration leader, about what he’s learned about working at the family owned business so far and the advice he’d share.

Plus, to help our members with preparing their teams, including the next generation of family business leaders, we’re including The MBA’s twomonth Training Catalog in each issue each month. Be sure to check it out and see how we can help you move your business forward!

For more information, visit mbausa.org!

150 Years, Six Generations of Serving the Community

For 150 years, Burton Quinn-Scott Cremation & Funeral Services Inc. in Erie, Pennsylvania, has been there for families wishing to honor and celebrate the life of a loved one they have lost. What started back in 1876 — by founder Alured Plimpton “A.P.” Burton — has since grown into four affiliated locations across Erie County: in downtown Erie, Millcreek on West Ridge Road, Wintergreen Gorge area and Girard. Each location serves families of all faiths, backgrounds and financial circumstances with the same compassion and care.

The Evolution of Funeral Service: From Tradition to Personalization

For generations, funeral services were deeply rooted in tradition, religion and cultural customs, with structured rituals. In the Erie area, families went to their ethnic funeral home. Today, funeral services reflect a broader shift in society — moving away from standardized ceremonies toward highly personalized celebrations of life. Along the way, cremation, changing family dynamics and even the pandemic, have reshaped how people honor and remember their loved ones, making the funeral service less about following a prescribed formula and more about telling a unique story.

One of the Oldest and Largest Funeral Homes in Erie County

Families today seek meaningful experiences that reflect the unique lives, personalities and wishes of their loved ones. At the same time, they continue to seek compassion and professional guidance during life’s most difficult moments.

and track trends. The company was the first in the Erie area to install a crematory in 1980; start a pre-planning program in the mid-1980s; build a funeral home with an in-house chapel in 1992; create Whispering Pines Cremation Garden, a garden-like setting for the placement of cremated remains, in 1998; participate in the Green Burial Council since 2018; and livestream services since 2020.

Now all four affiliated locations have onsite chapels, making it easier for families to gather in one place. “That gives the intimacy of a church-type setting without going to a church that seats 400 people,” Peter says. “Our stained-glass window and live organist provide a reverent yet uplifting setting.” Three of the four affiliated locations were built with the same blueprint, to make people feel at ease when they walk in.

“It’s been an honor to carry on our family business,” says Peter Burton, son of the late G. David Burton, a fourth-generation family owner. “We have learned from our predecessors, we are embracing technology, and we are adapting to customer wants in order to be successful for another 150 years.”

Today, Burton Quinn-Scott is led by Peter and his sister, Karen Burton Horstman, representing the fifth generation. The sixth generation, Peter’s daughter, Jenna Burton, is now actively involved.

Burton Quinn-Scott Cremation & Funeral Services Inc. has adapted to these changing needs by combining deep experience and a commitment to excellence, with an understanding that every family’s needs are different.

“When families call on us, they get a whole team of professionals taking care of them,” Karen says. Serving hundreds of families each year provides the firm with an invaluable perspective across a wide range of traditions, faiths, cultures and personal preferences; the staff helps families create tributes that are comforting and deeply personal.

As an active member of Selected Independent Funeral Homes and both the National and Pennsylvania Funeral Directors Associations, continuing education allows Burton to learn new ideas

Today, online pre-planning, virtual arrangements and digital memorials have made things more convenient, especially for out-of-town families. “People expect to be able to do more remotely now,” Peter said, “but many still want that human connection, too.”

“We give them the whole picture, but then walk them step by step

through it, making decisions for the funeral service, and making it special for their individual family,” Karen explains.

Strength Through Partnership

The decision for Burton Funeral Home to purchase Quinn Funeral Home and Scott Funeral Home was rooted in a vision for the future: combining resources, staff expertise and community trust to better serve families in an ever-changing profession.

Each of the funeral homes and owners, Bill Lyden and Jim Scott, who remain on staff, brought with them a respected history. Individually, each firm had established strong relationships within the community and built a reputation for personalized care. The partnership has created something even stronger — a unified organization capable of offering expanded services and enhanced support for families.

By bringing the organizations together, Burton Quinn-Scott is able to combine generations of funeral service under one umbrella. Funeral directors, support staff and leadership teams from all three firms contribute their unique knowledge and strengths, creating a collaborative environment focused on continuous improvement and exceptional service.

Other Service Opportunities

For many people today, pets are no longer simply animals that live in the home — they are companions, protectors, emotional supports and true members of the family. The loss of a pet can be just as profound and emotional as losing any cherished family member, and families often want reassurance that their pet is being handled respectfully. Burton understands the importance of honoring that trust.

“Burton Quinn-Scott has been offering pet cremation for years, providing families with an opportunity to say goodbye, and the option to keep the cremated remains close by in an urn or memorial jewelry,” Karen states. “We provide a picture frame with a pawprint and a clip of fur for a keepsake.”

Ericson

Memorials, located at 3803 West 26th Street, is also a part of the Burton family businesses. Peter’s son, Ben, has taken on a key role in the professional monument

company. “There’s not a whole lot of things that withstand the test of time, but the memorials certainly will,” Ben says. Not only does Ericson offer headstones, but they also do laser-engraving, memorial garden stakes and other keepsakes. Having that connection in-house helps families handle everything seamlessly. Ericson is also represented by Erie City Memorials on the East Side of Erie on Buffalo Road.

The funeral home at Wintergreen also has a dedicated cremation garden, Whispering Pines, located on two acres in the Belle Valley area, across from the Wintergreen Gorge Cemetery. Whispering Pines offers in-ground burial of ashes, above-ground niches or memorial stones. Even if ashes are scattered elsewhere, loved ones can still be honored with an engraved plaque on the cremation garden’s waterfall memorial, one of the more than a dozen unique settings designed for the placement of cremated remains.

Future of Funeral Service

Cremation is now the dominant form of disposition in the United States. Direct cremation and price transparency have driven down average revenue per sale for many firms. The traditional model — embalming, visitation, hearse, casket, vault, cemetery — can no longer sustain many funeral homes on its own.

Yet, when a death occurs, families still need help with transportation, paperwork, guidance and coordination. Even with direct cremation, families often feel overwhelmed and emotionally vulnerable. The funeral director’s role remains essential. Funeral homes of the future will be ones that consider themselves professional guides through grief and remembrance.

As compassionate professionals staying in step with families’ needs and current trends, Burton Quinn-Scott is uniquely poised to be successful for many years to come. “There’s always something new — more personalization, more technology,” Peter says. “But, it’s still about taking care of people.”

For Jenna, that’s what stands out most about being part of the sixth generation. “I watched my dad, and it always came pretty natural for him, and the way he liked helping people,” she says. “It also seems natural for me.”

After 150 years, that’s really what has kept Burton Quinn-Scott going — history and relationships. Generations of families who have called on them, trusted them and come back again when it mattered most.

Burton Quinn-Scott Cremation & Funeral Services Inc. has been serving the Erie area since 1876. Today, the business has four affiliated locations in Erie County, including:

Downtown Erie

602 West 10th Street, Karen Burton Horstman, Supervisor Phone: 814/454-4551

Girard

525 Main Street East, Peter J. Burton, Supervisor Phone: 814/774-3603

West Ridge 3801 West 26th Street, Laura Simonetti, Supervisor 814/838-0596

Wintergreen

2532 Norcross Road, W. James Scott, Supervisor Phone: 814/825-0458

Website: burtonquinnscott.com

Website: ericsonmemorials.com

NEXT GEN

Third Generation of Ron Jones Hardwood Sales Shares Thoughts on Leadership, Family Business

For many family businesses, nextgeneration leaders play a major role in longevity, bringing fresh perspectives and insights to their operations. Here,

Nate Jones, a Sales and Procurement representative at Ron Jones Hardwood Sales Inc. in Union City and Franklin, Pennsylvania, shares his experience of working in the third-generation family hardwood lumber business and his advice to other next-generation leaders.

Please share a little about Ron Jones Hardwood Sales and how the company got started.

As the name implies, my grandfather, Ron Jones, started it in 1983. At the time, he was a small owner of American Lumber, which was also headquartered in Union City back in the day. He decided to venture out on his own and start his own business. At that time, it was just a brokerage — buying lumber, selling lumber, and not physically doing any of the manufacturing. Then, as time went on, he decided to also do some manufacturing, which is the facility in Franklin. It’s just grown a lot from there to where we’re a lot more manufacturing heavy and just do a little bit of brokerage now, but manufacturing is the main focus.

What did the business look like when you were growing up, and how has it evolved over the years now into a third-generation family owned business?

I grew up in Union City, Pennsylvania, so I always just knew it (the Union City headquarters) as the train station. My dad (Steve) and grandfather worked there along with my Uncle Milo. They were on the phone a lot, and my dad traveled a lot, but I didn’t

really understand the manufacturing end of it because it was an hour south in Franklin. Steve took my brother and I down there when we were young and got to take a look at the operation. That was kind of an eye-opening experience for me because I just never really thought about that aspect.

You grew up around the company — do you remember when you first started taking it seriously as a possible career path?

When I was 18, Steve took me over to China for two weeks during my last semester of high school. China was kind of like the Wild West for lumber. It was a really busy market and that was cool to see my dad just selling a lot of lumber and being well received over there. A lot of our customers were excited to meet me as well because they knew that it was a family company and then having his son being introduced into it.

Share a little bit about your education and how it prepared you for working in the hardwood industry.

I graduated from Penn State Behrend with an international business degree and a marketing degree, and I did a semester abroad in Shanghai. We do a lot of exporting, and our biggest export area is China, so I got to go study in China and learn Mandarin. That was a huge help for me to be able to connect more with some of our Chinese customers, and it really helped me out this last business trip that we just went on a few weeks ago. We were in Guangzhou, Shanghai and Qingdao and had a lot of customers be really impressed with the very little Chinese that I had remembered since I studied there eight years ago. I did that when I was 20, but my education was good enough to where I still knew some lingo and was able to speak in Chinese.

How did you transition from school into working full-time in the family business? I graduated from Penn State Behrend in 2020, and as you can imagine, that wasn’t necessarily the best time to have an international business degree during the

(COVID) lockdown. I was just holed up in my parents’ basement, and I decided to go to lumber grading school. Lumber grading is a niche trade in the lumber industry where you determine the worth of the board based on the amount of cutting units that there are to get clear lumber.

I was in Memphis for about seven weeks and learned the trade of lumber grading. I was able to take that and go start grading lumber out of college, and I started applying that knowledge to manufacturing. Then, after doing that for about six months, the lumber industry really started picking up. I moved into sales, and I haven’t looked back.

For other next-generation leaders, especially those coming out of school, what advice would you give as they step into a family business?

To add value. I know when my brother came on, he had us use Proofpoint for our Excel worksheet that we would all update and share. It was a really simple, quick fix, but just something that no one has thought of before because no one used it. I think just any small way you can add value, do that. It’s the easiest way and the best advice I can give.

Looking ahead, what are you most excited about when it comes to the future of the company?

I guess I’m excited because we just keep innovating on what we do and we keep getting more lean, better, more efficient, and every single year, we just keep adding one additional thing.

To put it into perspective, the hardwood lumber industry has decreased production by half its production just in the past five years. So, it’s really awesome that we’re able to stay at capacity and keep doing what we do best and staying within our niche.

For more information, visit ronjoneshardwood.com.

Preserving Legacy: Succession Planning for

Family Owned Businesses

Janine McClintic is an associate at MacDonald Illig Attorneys. She concentrates her practice in the areas of real estate, banking, copyright and trademark, and business transactions.

Family owned businesses form the cornerstone of Pennsylvania’s economy, from closely held manufacturing companies to professional practices and farms. As these businesses transition from founders to successor generations, they must navigate the dual challenge of sustaining business stability while simultaneously preserving family harmony. Careful legal structuring coordinated estate planning and proactive governance are essential to safeguarding both long-term ownership and the trust that underpins a family enterprise.

CONSIDERATIONS

The foundation of continuity begins by choosing the business entity type that best fits with the founder’s objectives. While many family owned businesses operate as limited liability companies or S corporations, consultation with a business attorney can help determine which entity type is the most beneficial and most closely aligns with the founder’s long-term business goals. Effective succession planning for a family business depends on well drafted and coordinated business documents, including bylaws or operating agreements, succession plans and estate planning instruments. When these documents are intentionally integrated to reflect a unified vision, they create a coherent

framework for continuity. Conversely, misalignment among these documents will likely undermine clarity and make it difficult to ensure the business remains a viable going concern for future generations.

Tax considerations also should play a significant role in succession planning. While Pennsylvania’s inheritance tax applies to transfers at death, the state does not impose a separate estate tax. Strategic use of trusts may reduce the taxes associated with business transfers while persevering control for senior generations.

It is important to remember succession planning goes beyond documents. Leadership should transition based on aptitude and preparation, not lineage alone. Intentional mentoring and transparent performance expectations build confidence in the next generation while protecting the company from blatant nepotism claims. Pennsylvania law imposes fiduciary duties of loyalty and care upon corporate officers, directors and managers. When family members occupy these positions, the potential for conflicts of interest is heightened. Clear employment and compensation policies can reduce allegations of self-dealing or minority owner oppression. Transparency and communication are essential. Regular financial reporting and accessible governance records demonstrate

accountability to all stakeholders. A business may also consider appointing independent advisors or non-family directors to improve objectivity in oversight and dispute resolution. These measures, while preventative, also prove valuable should litigation arise.

WORTH NOTING

Long-term success in a family owned business depends on aligning governing documents with the family’s values and strategic vision. Thoughtful entity selection, integrated estate planning, and adherence to fiduciary duties provide the legal framework, while consistent communication and leadership development sustain the enterprise. Attorneys advising these businesses serve not only as legal counsel but as stewards of continuity, helping families preserve both the business and the wealth across generations. While a well drafted agreement can protect ownership, only deliberate planning and capable leadership can secure a lasting legacy. Markets evolve and each generation must review and revise the family’s mission to remain competitive and relevant without losing the legacy that defines them.

For more information, visit macdonaldillig.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...

YEARS YEARS YEARS

COMPANY PROFILE

Corporate Headquarters: 2425 West 23rd Street

Erie, PA 16506

Phone: 814/878-4400

Email: info@plastekgroup.com

Website: plastekgroup.com

The Plastek Group Celebrates 70 Years as Driven Family Business, World-Class

For 70 years, The Plastek Group, headquartered in Erie, Pennsylvania, has taken pride in being a leading force in the dynamic world of plastics manufacturing. The family owned company is a worldclass manufacturer of plastics packaging for the Personal Care, Beauty, Home Care, Pharmaceutical, and Food & Beverage Packaging Industries.

“In October, Plastek will celebrate its 70th anniversary — an achievement few companies can claim,” states Dennis J. Prischak, president and CEO, who leads the company along with brothers Doug and Daniel. “This milestone is the result of decades of hard work, dedication and commitment from our entire team. Many of our employees have been with us since the 1980s and 1990s and have witnessed our evolution from a small toolmaking and custom molder into an integrated supplier of solutions for our customers.”

Plastek’s story is indeed one of innovation, commitment and unwavering dedication to its clients and the industries it serves.

LEGACY

Plastek’s founding father, Joseph Prischak, grew up on a nearby farm and, in 1949 after graduation from Conneautville High School, came to Erie with only $20 in his pocket. He quickly got a job bussing tables at GC Murphy and later took a second job grinding scrap plastic parts at Erie Resistor.

Tooling & Plastics Manufacturer

He later moved to the tool room where he began learning the toolmaking trade. He later worked at Penn Erie Manufacturing where he realized the developing potential of the toolmaking field.

When he was denied a 5 cent per hour raise in 1956, he, along with two partners, founded Triangle Tool Company, now a division of The Plastek Group. Over the years, Triangle Tool developed many of the standards and practices that are used in the tool industry today and many toolshops in Erie today were founded by former Triangle Tool toolmakers. The partners later moved into the plastics field in 1971 with the founding of The Plastek Group.

Throughout its history, Plastek has continuously adapted and evolved, becoming a global leader in custom plastics manufacturing. Plastek’s journey has been marked by pioneering solutions, a relentless pursuit of quality, and a passion for pushing the boundaries of what’s possible in the plastics industry.

EXPERTISE & APPRENTICESHIPS

Plastek’s state-of-the-art facilities are equipped with cutting-edge technology and a highly skilled workforce. The company has manufacturing sites in the United States, United Kingdom, Brazil and Mexico, where it specializes in Industrial Design, Product and Package Development, Mold Design and Build, Injection, Injection Blow, and Injection

Stretch Blow Molding as well as value added Assembly and Decorating.

In addition to its well-trained workforce, Plastek actively supports and invests in comprehensive state-certified apprenticeship programs to train its employees in maintenance, tooling and plastic processing. The programs include technical classroom and lab instruction, on the job mentorships, paid tuition and an accelerated career path with periodic salary incentives.

COMMITMENT

Plastek’s commitment to quality is unwavering. The company prides itself on its ISO-certified processes, rigorous quality control and dedication to meeting and exceeding industry standards. Plastek believes that its clients’ success is the company’s success and works collaboratively to develop innovative solutions that drive results.

“Our ongoing goal is to remain a reliable, high-quality supplier and a sustainable family business for our families and the families of our current and future coworkers and the communities we operate in,” states Dennis Prischak. “With everyone’s continued support, we can continue our success forward for decades to come.”

BUSINESS BUZZ | WHAT’S NEW

SCOTT ENTERPRISES MOVES FORWARD WITH PLANS FOR NEW HOTEL ON BAYFRONT

Erie City Council voted 5-1 on May 1 to approve a zoning request for the second phase of Scott Enterprises’ Harbor Place Development along Erie’s bayfront.

This phase includes the construction of an eight-story, $32 million AC Marriott hotel along East Front Street.

“We continue to develop, we continue to invest money and to work with the CRIZ to make this an iconic vision for the bayfront that really makes a difference,” said Nick Scott Sr., president of Scott Enterprises.

With help from CRIZ funding, the hotel, with 139 rooms and three restaurants, will be built next to another Scott Enterprises hotel.

Scott Enterprises is a third-generation, family owned hospitality company. Led by Nick Scott Sr. (president & CEO) and his sons, Chris N. Scott (vice president) and Nick Scott Jr. (vice president), the company has played a key role in shaping the hospitality landscape of Northwestern Pennsylvania for nearly 75 years.

Since opening Scott’s Motel in the 1950s, Scott Enterprises has grown into a diverse portfolio of hotels, restaurants, Peek’n Peak Resort, Splash Lagoon Indoor Water Park Resort, a golf course and conference centers, welcoming millions of visitors to the Erie region each year.

From opening Splash Lagoon in 2003, to revitalizing Peek’n Peak Resort in 2011 and leading the transformative Harbor Place development on Erie’s bayfront, Scott Enterprises continues to be a driving force in regional tourism and economic growth.

For more information, see visitscott.com

ERIE INSURANCE NAMED TO FORBES LIST OF

AMERICA’S BEST LARGE EMPLOYERS 2026’

Erie Insurance (ERIE) has been recognized on the Forbes list of “America’s Best Large Employers 2026,” an annual recognition produced in partnership with Statista, a global statistics portal and industry rankings firm.

The list is based on an independent survey of more than 200,000 employees working at U.S. companies with at least 1,000 employees. Respondents evaluated their employers on a range of factors, including workplace culture, compensation, growth opportunities and willingness to recommend their employer.

“We’re honored to be recognized on the Forbes list of America’s Best Large Employers 2026,” said Sean Dugan, executive vice president, Human Resources and Corporate Services. “For more than 100 years, ERIE has been built around people — our employees, independent agents and policyholders. This recognition reflects the culture our employees help create every day to be Above all in Service.”

More than 3.5 million evaluations were considered in determining the final rankings, which incorporate both direct employee feedback and publicly available data. Erie Insurance also appears on Forbes lists of America’s Best Companies, America’s Best Insurance Companies, America’s Best Employers for New Grads 2025 and America’s Best-InState Employers.

For more information, visit erieinsurance.com

Since 2015, Real Audio & Electronics has been a go-to destination for high-quality car audio needs and installations, as well as boat and motorcycle audio, video, remote starters, seat heaters, navigation, accent lighting and home theater systems.

Address: 8343 Edinboro Road Erie, PA 16509

Phone: 814/866-7325

For more information: Facebook: Real Audio Instagram: real_audio_electronics_.

VISITERIE NAMES JEANNERET

INTERIM

PRESIDENT AND CEO

VisitErie, Erie County’s official destination marketing organization, has announced the appointment of Mark Jeanneret as interim president and CEO, effective May 4, following the retirement of John Oliver, who has led the organization since its inception in 2001.

Jeanneret most recently served as executive director of the Erie Sports Commission, a division of VisitErie. Under his direction, the Erie Sports Commission was recognized by Sports ETA, the trade association for the sport tourism industry in the U.S., as the 2023 Sports Commission of the Year and Event Marketing Campaign of the Year awards. During his time as executive director, the organization hosted or supported more than 675 events, generating $120 million in estimated economic impact for the region to strengthen Erie County’s reputation as a premier sports tourism destination. His leadership has contributed to sustained growth in visitor spending and expanded opportunities for local hospitality and tourism partners.

Before becoming executive director in 2018, Jeanneret served as the Erie Sports Commission’s first events director for five years. During that time, he expanded the organization’s event portfolio from 19 events in 2013 to 59 in 2017 and played a key role in securing major national and international competitions for Erie, including the 2018 Ice Breaker Tournament presented by LECOM and the 2021 NCAA Women’s Frozen Four, where he served as co-chair of the local organizing committee. He has also been an active member of PA Sports, a network of 15 organizations dedicated to promoting sports tourism across Pennsylvania, serving on its executive committee, including four years as treasurer and four years as chair.

“Mark has demonstrated strong leadership, deep industry knowledge, and a clear commitment to Erie County’s tourism economy,” said Terry Cascioli, VisitErie board chair. “His familiarity with VisitErie and its mission, combined with his success leading the Erie Sports Commission, makes him well-positioned to guide the organization during this transition.”

“I am honored to step into the role of interim president and CEO at VisitErie,” Jeanneret said. “Tourism plays a vital role in Erie County’s economy, and I look forward to working closely with our dedicated staff, partners, and community stakeholders and continuing to promote the region as a welcoming and dynamic destination.”

ERIE SPORTS COMMISSION APPOINTS

HUGGLER AS INTERIM CEO

The Erie Sports Commission, a division of VisitErie – Erie County’s official destination marketing organization, announced the appointment of Ben Huggler as interim executive director, effective May 4. Huggler was promoted after Erie Sports Commission Executive Director Mark Jeanneret was named interim president and CEO of VisitErie.

Huggler has more than 15 years of experience in planning and executing large-scale national events and has served as the event services director of the Erie Sports Commission since 2018. During that time, the Erie Sports Commission was recognized by Sports Events & Tourism Association, the nonprofit trade association for the sport tourism industry in the U.S., with the 2023 Sports Commission of the Year and Event Marketing Campaign of the Year awards.

“Ben has long been a valuable member of the Erie Sports Commission and has shown over the years that he is more than ready for the challenge of this new role,” Jeanneret said. “He’s a consummate professional with outstanding communication and organizational skills and has a proven ability to create/foster relationships that lead to impactful events.”

As event services director, the organization hosted or supported more than 675 events, generating $120 million in estimated economic impact for the region. Huggler helped grow the Erie Sports Commission’s event portfolio from 57 events in 2018 to 86 in 2025, including the 2021 NCAA Women’s Frozen Four, 2022 Great Race and the 2024 Major League Fishing General Tire Team Series.

Huggler holds the Sports Tourism Strategist (STS) designation through Sports ETA, serves on the board of directors for the Erie to Pittsburgh Trail Alliance, and is a member of the Government Affairs committee with PA Sports.

“I’m incredibly thankful for Mark’s steady leadership and the foundation he’s built for our team and our community.” Huggler said. “I look forward to building on that momentum and advancing sports tourism as a key driver of Erie’s continued economic success.”

LOGISTICS PLUS NAMES

OSTAPYAK AS CEO AS BERLIN TRANSITIONS TO CHAIRMAN

Logistics Plus, Inc. (LP), a global leader in transportation, logistics, and unique supply chain solutions, has named Yuriy Ostapyak as chief executive officer, as founder Jim Berlin has transitioned from chief executive officer to chairman, effective May 4.

“Who knew where Logistics Plus would go when it all started almost 30 years ago with one customer and three employees,” said Berlin. “The growth we’ve achieved came from the hard work, creativity, and can-do attitude of our people — our trademark Passion for Excellence. The daily leadership of Logistics Plus is now in very capable hands. Yuriy has effectively been leading this company for some time and doing it very well.”

Ostapyak joined Logistics Plus in 2005 and has built a 20-year career spanning sales, operations, freight forwarding, third-party logistics, and global procurement. Previously as chief operating officer, he has been a driving force behind LP’s global growth and expansion and has led the company’s evolution from a logistics provider into a full-service supply chain management company delivering specialized solutions for Fortune 50 clients in IT, infrastructure, and business intelligence. He holds degrees in international business and marketing from Edinboro University of Pennsylvania and international economics from Kyiv National Economic University.

“Jim built something truly remarkable — a company defined not just by its growth, but by the people and values behind it,” said Ostapyak. “I’m honored to lead Logistics Plus into its next chapter and deeply committed to the customers, partners, and teammates who make this company what it is. Our best work is still ahead of us.”

Berlin will remain actively involved in LP’s strategic direction and will continue its support for Ukraine relief efforts and Eriebased initiatives.

SWANSON

Successful Agilemation ™

Since 1919, an uninterrupted chronology of technological achievement and continuity of corporate owner-management.

Swanson Systems, with its various core technologies and multiple application experiences, can be relied upon to ensure all definitions of success. Swanson has participated in the development of thousands of successful production systems, yet today our machines have the look of the future.

These advanced machine programs are intended to leap-frog our customers beyond their competition. That is when success is truly achieved.

For ambitious, talented, go-getters interested in associating with such a company, Swanson currently offers exciting opportunities in sales, application sales, engineering program management, design engineering, programming: all intended to create innovative Agilemation.

P.O. Box 1217 • Erie, Pennsylvania 16512 • Phone: 814-453-5841 • www.SwansonSystems.com

Banking on relationships

After its founding during World War II, success at DeSantis Solutions has always come down to two things: getting to know customers and taking care of them the right way.

As a family-owned distributor of janitorial and operational supplies, the company delivers not only products and equipment, but also support and inventory management services to businesses across Pennsylvania, Ohio and New York.

“We’ve always focused on what our customers need and how we can make things easier for them,” says CEO Shannon DeSantis. “It drives everything we do.”

And that same emphasis on trusted relationships is what led them to Marquette.

“We wanted a local bank that operates like we do,” Shannon explains. “People who are accessible, responsive and willing to take the time to guide you through things.”

Her father, Gary DeSantis, agrees.

“There’s a comfort level when you bank with Marquette,” he says. “I can walk into my local Meadville branch and everyone knows me by name.”

Visit MarquetteSavings.bank/Business to learn more about us, or talk with us at 814-455-4481. We’d love to get to know you.

STATE OF THE ASSOCIATION:

MBA GOVERNMENT AFFAIRS MAXIMIZED ENGAGEMENT EFFORTS THROUGHOUT 2025

The Manufacturer & Business Association (The MBA) educates lawmakers on issues important to small and medium-sized businesses. The MBA educates members on government and encourages engagement in multiple ways.

We are uniquely positioned to provide members with access to those who make decisions that directly affect business. The MBA provides opportunities to meet lawmakers who share the Association’s pro-growth, pro-business stance and who are players in making policy to improve the Commonwealth’s business environment.

LEGISLATIVE RECEPTION — The MBA partnered with Washington County Chamber and Pittsburgh Business Exchange for the Fifth Annual Western PA Legislative Reception. It was a chance to meet and speak with lawmakers.

During the Business Issues Forum, PA House Representatives Valerie Gaydos, Tim O’Neal, Jeremy Shaffer, Jill Cooper and Senator Scott Hutchinson served on a panel and shared insights on issues including energy, Artificial Intelligence (AI) and transportation.

COMMUNICATIONS — Publications were available to educate on issues and government. Readers benefited from the News You Can Use, Hill Report, and The Business Magazine’s “On the Hill.” The MBA took part in a tariff webinar with Buchanan Ingersoll & Rooney, PC. The webinar was available to all Association members. The MBA also conducted a government issues survey with members and partners.

HOSTED EVENTS with LAWMAKERS —

The MBA held a very timely Legislative Luncheon with Senator Gene Yaw, chair of the important Environmental Resources & Energy. A meeting was held with U.S. Senator Dave McCormick and an invited

Jezree Friend is the vice president of The MBA.

Eileen Anderson is The MBA’s director of Government Relations.

group. Senator Dan Laughlin; Tom Tredway, an MBA board member and president of Erie Molded Packaging; Congressman Mike Kelly; and, Christy Blashock of Erie Insurance were featured in a legislative panel. The PA House Republican Policy Committee held a roundtable chaired by Representative David Rowe and attended by Representatives Abby Major, Kathy Rapp and Brad Roae. PA Treasurer Stacy Garrity also was a guest at our 2025 Women’s Leadership event at the Regional Learning Alliance, Cranberry Township.

SHARED & GAINED KNOWLEDGE —The MBA takes part in government calls and gives valued legislative updates for two Pittsburgh chambers and the Butler Manufacturing Consortium. Jezree Friend continued his monthly policy calls with Northwest PA members. Those calls transitioned to include members of MBA’s Southwest PA policy calls.

The MBA was represented at educational events/calls including the Keystone Transportation Funding Coalition, Buchanan’s Budget discussion, Pittsburgh Works Together program about the PJM electricity grid, and a Pittsburgh North Chamber’s legislative workforce panel.

HEARINGS, ROUNDTABLES and NOTABLE EVENTS — The MBA was represented at numerous events such as the Butler Chamber’s Legislative Breakfast.

Representative Jeremy Shaffer’s North Hills Business Roundtable is ongoing. Highlights included the Senate Republican Policy Committee hearing on AI at Astrobotic, Pittsburgh. Jezree Friend attended U.S. Senator McCormick’s Inaugural Innovation and AI Summit, Pittsburgh.

MEMBER OUTREACH — A promising new direction, ISSUES & INNOVATIONS, began in 2024, and gained in popularity. It is featured in The Monthly Hill Report and

is an opportunity for members to share an issue and how they solved it. Those featured were CID Associates, Inc., JV Manufacturing Company, Inc., BTA, Inc. ESOP Advisors, Waldameer Park, Inc., Humes Chrysler Jeep Dodge Ram, Guy Chemical Company, Inc. and Western Pennsylvania Steel Fabricating.

AGENDA & LEGISLATIVE OUTREACH — 2025 was the year the AI revolution — and all it encompasses — along with energy, the PJM grid, data centers and permitting overwhelmed the legislative landscape. The MBA lobbied first to keep our business members from subsidizing data centers and their infrastructure.

The MBA gave comments to the Public Utility Commission for the Proposed Model Tariff on Large Load Users. We kept in touch with key figures, Senators Gene Yaw and Tracy Pennycuick, and Representative Robert Matzie.

Transit and transportation were another agenda item. We lobbied PA House Representatives Roman Kozak, Josh Bashline, Brian Rasel, Scott Barger and Jeremy Shaffer and the PA Senate’s Transportation committee via Senator Pittman’s Counsel, Merritt Reitzl. Anderson’s transit op-ed was also sent to several members of the PA House Transportation committee and key lawmakers.

COALITIONS — The MBA took part in coalitions and sign-on letters with federal and state organizations.

IN THE NEWS

• “The State’s Economy Needs Better Rural Public Transit” by Eileen Anderson

• “Manufacturer & Business Association Urges Trump to OK Nippon’s U.S. Steel Deal” by Jezree Friend

Rest assured The MBA’s Government Affairs team will continue to fight for you in 2026!

Plyler Commercial Installation and Service

At Plyler Entry Systems, we are proud to offer the highest quality commercial products and services in the area.

From dock levelers to commercial overhead doors and hollow metal doors, we offer 24/7 emergency service, planned maintenance, and meticulous installation by highly trained technicians.

Commercial

•Overhead Sectional Doors

•Coiling Steel Doors

•Commercial and Gate Operators

•Loading Dock Levelers, Restraints and Equipment

•Speed Doors

Hollow Metal

•Division 8 — Doors and Windows

•Division 10 — Specialties

Our experienced service team is here to help keep your business moving. Visit PlylerEntry.com for details.

AN EYE ON AFFORDABLE VISION COVERAGE: EASY WAYS TO BUILD A BETTER PLAN

Matt Cuomo is the vice president of Sales at VBA. He is responsible for sales and vision plan education. For more information, visit vbaplans.com.

Modern Vision Plans focus on employees’ visual needs and budget while keeping today’s industry trends and economic changes in mind. Enhancing coverage doesn’t have to be complicated. Let’s take a look at easy ways to build a better vision plan.

FUNDING A RICHER PLAN ISN’T ALL ON YOU

Offering a company paid plan? Consider a voluntary buy-up option to give employees the power to decide for themselves. They can select the eyeglasses and contact lenses they need with fewer out-of-pocket costs and increased pretax compensation.

INCREASE YOUR OPTIONS, NOT YOUR RATES

Alternatively, adding copay to vision coverage can manage employer costs while including more fully covered options like increased frame and contact lens allowances, glasses and contacts in the same benefit period and fully covered progressive lenses.

BUILDING BLOCKS FOR BESTIN-CLASS VISION PLANS

Not sure where to start when reviewing your vision plan? Evaluate the demographics of your team to provide insight into where your vision plan may need an upgrade.

ALLOWANCES FOR LOWER OUTOF-POCKET COSTS

Allowances are impacted by inflation, causing the purchasing power of a frame or contact lens allowance to decrease over time. Increased frame and contact lens allowances allow members to select materials that meet their needs. Based on the Consumer Price Index, a $125 frame or contact lens allowance in 2000 would need to be $240 today to provide the same purchasing power. See the CPI Inflation Calculator at https://www. bls.gov/data/inflation_calculator.htm

COMBO PLANS FOR MILLENNIALS AND DUAL WEARERS

Approximately 39 percent of Millennials who need vision correction are Dual

Wearers, meaning they choose between glasses and contacts based on their mood and daily activities, according to the Contact Lens Institute (see https:// www.contactlensinstitute.org/resources/ see-tomorrow-dual-wear-highlights/).

For employers with a large population of early-to mid-career professionals, a Modern Vision Plan design allows employees to have their visual needs met with a complete pair of eyeglasses and contact lenses in the same benefit period.

PROGRESSIVE/COMPUTER LENSES FOR PEOPLE 40 AND ABOVE

If you have employees aged 40 and above, offering fully covered progressive and computer lenses can be a valuable plan enhancement. When not fully covered, today’s latest progressive and computer lens technology can cost employees hundreds of dollars out-of-pocket.

To build a Modern Vision Plan with budgetary goals in mind, contact Matt Cuomo at mcuomo@vbaplans.com or visit vbaplans.com

MEMBER EXPERIENCES:

“I am incredibly pleased with the service I have received from Lisa McKinney and MBA Insurance. Working with Lisa has been an excellent experience; her professionalism and support have been invaluable to us at Keep Heating & Cooling. I highly recommend their services to any business looking for dedicated benefits management and cost-effective insurance.”

— Rich Bateman, Office Manager, Keep Heating & Cooling

SURVEY FINDS MAJORITY OF FAMILY BUSINESSES FACING ‘SUCCESSION PARADOX’

A recent Deloitte Private survey of 300 family business executives finds that nearly 8 in 10 (78 percent) expect a CEO transition within the next decade, and 42 percent foresee this shift within just three to five years. Yet the data also highlights a “succession paradox”: the dramatic gap between intention and action. While 85 percent of respondents agree that strategic CEO succession planning is critical to long-term success, only 57 percent have established a plan, and fewer than a quarter (23 percent) are actively implementing one. This disconnect is further reinforced by the fact that 30 percent of respondents admit their succession planning is “behind schedule.”

Among the key findings:

• Competing pressures put a pause on planning: Among those surveyed who say their succession planning efforts are behind, 6 in 10 (62 percent) attribute their inaction towards succession “not being a critical business priority at the moment,” despite the risk of operational and financial disruption if a transition is needed unexpectedly.

• Family members are no longer the default option for CEO: While 61 percent of surveyed family businesses report at least one family member interested in the CEO role, fewer than a quarter (23 percent) believe those individuals are ready to assume the position in the near term.

• Boards and councils are valuable assets in succession planning: Independent oversight and outside perspective are important for family enterprises where business and family dynamics often intertwine.

• The MBA has more than 2,000 Members, Reaching 54 PA Counties;

• 120 Years as a Trusted Business Partner;

• Over 80 Training Programs;

• Over 25,000 Conference Center Guests;

• 15,000 Business Magazine Readers in Print and Online; and,

• Millions in Energy, Insurance and Benefit Savings to Date.

THE PLAN IS THE POLICY:

WHAT EVERY FAMILY

BUSINESS OWNER NEEDS TO HEAR BEFORE IT IS TOO LATE

David R. Leng, CPCU, CIC, CBWA, CRM, MWCA, is the chief risk officer, EVP, for Duncan Financial Group.

I received the call late in the day on February 18, 1997. I remember it clearly because it was my wife’s birthday. A business friend of mine, John M. Duncan Sr., had died at lunch that day.

Jack was 57.

The difference was that the Duncan family had built a plan. Jack was not insurable. The two sons had some life coverage on their father, but nowhere near enough to fund a buyout. What made the difference was a documented, legally structured, financially sound mechanism for how ownership would transfer, how the business would be valued, and how the purchase would be financed without a bank loan that no lender would have approved given the sudden loss of a majority owner.

I eventually merged my firm into Duncan Financial Group on July 1, 1999. We have grown from 27 employees at that time to over 160 today. None of that happens without the plan the Duncan family built before anyone knew they needed it.

“I HAVE LIFE INSURANCE.

I’M COVERED.”

This is what I hear most often. Life insurance is a funding source. Without a plan behind it, the money lands in the wrong place, with the wrong people, under the wrong terms.

I have watched a surviving spouse sell the business over the objections of children who had spent years building careers inside it.

I have watched children who could not agree on who should lead drain their surviving parent financially trying to keep things afloat until everyone was wiped out.

I have watched a surviving spouse receive insurance proceeds and then successfully sue the surviving business partner for their half of the business. Someone told that family they were covered. The documents said otherwise. Your business insurance renews every year. The expiration date is printed right on the policy. Your buy-sell agreement has no expiration date. Neither do you. So, it sits. And most of the time, nothing happens until something does.

THE THREE-ADVISOR PROBLEM

Most family businesses eventually sit down with an attorney. Some sit down with an accountant. Fewer sit down with both at the same time. Almost none have a conversation that accounts for the true family dynamics once real money is on the table.

The attorney may draft the buy-sell without fully understanding a defensible valuation. The accountant may build what looks like a tax-efficient structure without knowing whether it will actually hold up legally or survive the family pressures that show up after the loss. The two rarely compare notes. Often, no one asks about the son who has run operations for a decade and expects to own it, or the silent partner who has been patient but will not stay that way.

Then, there is the brain drain. The business did not just lose an owner. It lost the relationships, the institutional knowledge, the vendor trust built over 30 years. Writing it down only helps if the person reading it is ready to lead.

WHEN DO YOU WANT TO FIND OUT?

Every business owner answers this the same way: before

The buy-sell agreement sitting in a drawer from 15 years ago, with an outdated valuation method and signatures from people whose roles have changed, reviewed by advisors who never spoke to each other, is not a plan. It is a document. Documents do not protect families. Plans do.

Jack Duncan did not expect to die at lunch on February 18, 1997. But his family was ready.

Research shows slightly over 50 percent of businesses fail to survive a catastrophic loss because the plan was not built correctly. The same is true here. The policy is not the plan. The plan is.

IT IS TIME TO SIT DOWN WITH A BUSINESS CONTINUITY SPECIALIST. TODAY.

For more information, contact David R. Leng at Duncan Financial Group at 724/863-3420 or duncangrp.com

WHAT ARE THE MOST COMMON COMPLIANCE MISTAKES EMPLOYERS MAKE?

Common issues include scheduling minors outside permitted hours, exceeding daily or weekly limits, failing to provide required meal breaks, assigning prohibited duties, and not maintaining proper work permits or age documentation.

DO MINORS WHO LIVE OUT OF STATE NEED A PENNSYLVANIA WORK PERMIT?

Yes. If the minor will work in Pennsylvania, the work permit is issued by the school district where the employer is located.

DOES AN EMPLOYEE NEED A WORK PERMIT AFTER TURNING 18?

No. Once an individual turns 18, they are no longer covered by the Pennsylvania Child Labor Act, even if still enrolled in high school.

MEMBER EXPERIENCES:

“Parkside has partnered with The MBA for HR consultation services for several years. One year ago, Alyssa Finegan stepped in as our new consultant at a pivotal time of transition for our organization, and her arrival could not have been better timed.

Alyssa is highly responsive and provides guidance and feedback in a clear, consistent manner, making it easy for us to understand and implement the next steps. She demonstrates genuine care and concern for our needs and has taken the time to truly understand the culture we strive to provide for our employees. Her attention to detail is evident in everything she does — and, more importantly, it makes us feel seen and supported as a client.”

– Jen Adams, LPC CEO/Director Parkside Psychological Associates, LLC

SUMMER EMPLOYMENT:

ARE YOU READY TO HIRE MINORS?

Alyssa Finegan, SPHR,

is a business partner at The MBA. Contact her at 814/833-3200, 800/815-2660 or afinegan@mbausa.org.

As summer approaches, many employers prepare for an influx of young workers eager to gain experience and earn income. Hiring minors can support workforce needs while helping students build valuable skills. However, employers must navigate specific rules under both federal and Pennsylvania law when employing individuals under age 18.

The Pennsylvania Child Labor Act outlines requirements for minimum age, work permits, hours of work and prohibited occupations. While this overview highlights key provisions, employers should ensure they fully understand their obligations before hiring minors.

MINIMUM AGE AND WORK PERMITS

With limited exceptions, minors under age 14 may not be employed. All minors must obtain a valid employment or age certificate (work permit) before beginning work.

HOURS OF WORK RESTRICTIONS

Pennsylvania law places strict limits on when and how long minors may work:

All minors under 18:

• No more than six consecutive days in a workweek

• Must receive a 30-minute uninterrupted meal period on or before five consecutive hours of work

Ages 14–15:

• 7 a.m. to 7 p.m. (extended to 9 p.m. from June 1 through Labor Day)

• Up to 3 hours on a school day; 18 hours in a school week

• Up to 8 hours on a non-school day; 40 hours in a non-school week

Ages 16–17:

• 6 a.m. to midnight (1 a.m. on Fridays, Saturdays and nights preceding a school vacation)

• Up to 28 hours in a regular school week (with limited exceptions for approved programs)

• D uring school breaks: up to 10 hours per day and 48 hours per week

PROHIBITED OCCUPATIONS AND SAFETY CONSIDERATIONS

Both state and federal law restrict minors from performing certain hazardous duties. Employers should carefully review job responsibilities, particularly in industries such as manufacturing, construction and food service, to ensure compliance.

WHAT’S NEW?

While the underlying rules remain largely unchanged, enforcement activity has increased in recent years. Employers should expect closer review of scheduling practices, documentation and job duties. As a result, proactive training and consistent compliance practices are more important than ever.

• The MBA handles approximately 1,000 FREE HR and Legal Hotline calls and emails a year.

In 2026, Erie Federal

Credit Union proudly celebrates its 90th anniversary.

Founded in June 1936 during the Great Depression to provide fair credit to educators, we began as the Erie School Employees Federal Credit Union with just 46 members, $241 in deposits, and a modest office inside the Erie Public Library.

Over nine decades, we have grown from those humble roots into Northwestern Pennsylvania’s largest credit union. Despite this expansion, we remain a member-owned, not-for-profit cooperative dedicated to the ‘people helping people’ philosophy. By returning profits directly to members through superior rates and lower fees, we continue to honor our legacy of service and community-focused banking. Our commitment goes far beyond banking. Whether we are helping a family through a tough time, guiding a couple to their dream home, supporting a local entrepreneur with the capital to grow their business, or partnering with a local nonprofit, we believe in doing what we can to make life better for our community.

As we honor this 90-year milestone, we promise to continue delivering exceptional service without compromising the personal relationships that define us.

To our loyal members and business partners, thank you for choosing Erie FCU as your trusted financial partner. We look forward to serving you throughout 2026 and beyond.”

THURSDAY, JULY 9

KYLE HANSLOVAN

For 60 years, Onex, Inc. has been powering American industry— delivering the strength, precision, and reliability manufacturers depend on every day. From custom-designed industrial furnaces to expert field service, Onex has built a reputation rooted in performance, innovation, and trust.

What truly sets Onex apart isn’t just what they build—it’s who owns it. As a 100% employee-owned company through its ESOP, every member of the Onex team is personally invested in the success of each project. The result is unmatched craftsmanship, accountability, and a level of pride that drives superior outcomes for every customer they serve.

Headquartered in Erie, Pennsylvania, with locations in Pittsburgh, Pennsylvania and a recently expanded footprint into upstate New York, Onex continues to grow while staying true to its core values. This strategic expansion allows the company to better serve clients across key industrial corridors with speed, expertise, and responsiveness.

Sixty years is more than a milestone—it’s proof of resilience, excellence, and vision. Onex, Inc.—built by employee-owners, driven to deliver, and positioned for the future. HEADQUARTERS

2026 JULY & AUGUST | COURSE CATALOG

Don’t

LEADERSHIP TRAINING

STRATEGIC LEADERSHIP & SUPERVISION NEW!

Strategic Leadership & Supervision (formally known as Supervisory Skills) is built for those already in leadership roles and looking to up their approarch, as well as graduates of our Leadership Launchpad program who are ready for the next challenge.

*Courses can be taken in order or at your convenience. Complete all courses in the series to earn your certificate. Class

LEADERSHIP LAUNCHPAD NEW!

Leadership Launchpad (formally known as Leadership for Team Leaders) is built for top performers on the edge of leadership. If you’re ready to lead with confidence and purpose, this program is for you.

COMPUTER TRAINING

EXCEL SERIES

Complete all three courses in the series to earn a certificate.

MICROSOFT

Excel: Data Analysis

Dashboard

OTHER PROFESSIONAL DEVELOPMENT

Clarity:

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.

2026 LEADERSHIP SUMMIT

The MBA recently held its fourth annual Leadership Summit in the Founders Room at the Association’s Erie headquarters. The summit focused on Artificial Intelligence and Cyber Security. Sponsors included: Premier Sponsor Velocity Network, Inc., and key sponsors Duncan Financial Group, Highmark Blue Cross Blue Shield / AHN Saint Vincent Hospital, and Ford Office Technologies. For exclusive photos, visit mbausa.org.