Business Magazine - May 2026

FAMILY OWNED BUSINESS NEARS 45 YEARS AS LEADER IN PA MANUFACTURING

NEXT GEN SPOTLIGHT Q&A: ERIEZ HR MANAGER ADDRESSES

IMPORTANCE OF MANUFACTURING, ADVICE TO YOUNG PROFESSIONALS

SPECIAL SECTION: 2026 SHOWCASE OF MANUFACTURERS

F amily owned business nears 45 years as leader in PA manufacturing.

8 MBA Next Generation Advisory Board Member Madison Sturdevant, SHRM-CP, HR Benefits & Programs manager at Eriez, a global manufacturer of separation technologies headquartered in Erie, Pennsylvania, shares her thoughts on the importance of manufacturing and advice to young professionals just starting their careers.

11 Tariffs and your business contracts: What Pennsylvania manufacturers need to know about force majeure.

Stephen Rinderle

19 A generational opportunity: Transforming the Erie Coke Site into a shipbuilding hub.

Jezree Friend

30 Learn more about the companies proud to manufacture in the Keystone State.

33 See photos of The MBA’s 2026 Women in Leadership Event.

On the Cover: Erie Molded Packaging is approaching 45 years as a successful injection molder of stock and custom packaging components based in Fairview, Pennsylvania. The family owned company was founded in Erie in 1982. For the full story, see page 4.

Executive

Karen Torres ktorres@mbausa.org

MADE IN PA:

17 YEARS OF CELEBRATING OUR MEMBERS’ SUCCESS IN MANUFACTURING AND BEYOND

The MBA Business Magazine

Also Marks New Look for New Era

The 17th annual Made in PA issue of The MBA Business Magazine is the second largest issue of the issue, highlighting employers who keep Pennsylvania’s manufacturing sector moving. This year’s edition continues its tradition of showcasing companies across The MBA’s membership region, while also introducing a refreshed look for the magazine as it approaches 40 years in print.

At the heart of the issue are the businesses themselves — the decisionmakers, leaders and owners who are shaping the future of manufacturing in Pennsylvania. From long-established companies to growing operations, these employers are navigating challenges, investing in their facilities and finding ways to stay competitive in a changing economy. These companies reflect a shared focus on stability, growth and long-term success.

Today, many of these companies are incorporating new technology, improving processes and expanding their capabilities to meet demand. At the same time, they’re making strategic choices about how to grow — whether that means upgrading equipment, expanding into new markets or strengthening their operations here in Pennsylvania and beyond.

The issue also highlights how employers are positioning themselves as places people want to work. These companies understand that attracting and keeping a reliable workforce starts with leadership and a commitment to doing things the right way.

Alongside these stories, readers will notice a major change to The MBA Business Magazine itself. The publication’s new masthead and redesign bring a cleaner, more modern feel while maintaining the identity readers have come to expect over the past four decades. The updated layout makes the magazine easier to navigate, with more space for visuals and a sharper presentation overall.

As the magazine nears its 40th year, the redesign reflects the same kind of forward-thinking approach seen in the companies featured within its pages. It’s an update that respects the publication’s history while preparing it for the years ahead.

Together, the content and the redesign send a clear message: Pennsylvania’s manufacturing employers are not standing still. They’re evolving, investing and continuing to build something lasting — both for their businesses and for the communities they serve.

One example is this month’s cover story on Erie Molded Packaging. As you’ll find, this Fairview-based family owned business has made a name for itself in the plastics and packaging industries, and exciting things are happening because of it.

Also, be sure to check out our Next Gen Spotlight Q&A with Madison Sturdevant, HR Benefits & Programs manager at Eriez, and her take on the importance of manufacturing from a next generation perspective. Plus, don’t miss out on our annual Showcase of Manufacturers listing featuring many of the companies proud to manufacture here in the Keystone State.

At The MBA, we’re counting down the days to MFG Day 2026, so be sure to save the date for Wednesday, October 7 at the Bayfront Convention Center. It will be here before you know it! To learn more about how you can get involved, visit mbausa.org

Family Owned Business Nears 45 Years as Leader in PA Manufacturing

Erie Molded Packaging (EMP), headquartered in Fairview, Pennsylvania, represents what it means to be a proud Pennsylvania manufacturer. For more than four decades, the family owned business has made a name for itself in the plastics and packaging industries, earning the trust of some of the nation’s most prominent brands.

EMP’s roots trace back to CEO Phil Tredway, who founded Erie Molded Packaging (then Erie Molded Plastics) in 1982, getting his start in a rented warehouse on West 12th Street and Filmore Avenue. The early days saw EMP taking on overflow work from friends Omni Plastics and other area plastics firms, before outgrowing that original space and moving operations in 1987 to its custom-built, temperaturecontrolled facility on West Ridge Road.

Today, EMP is recognized as a successful

injection molder of stock and custom packaging components known far beyond Fairview — shaped by the people, the commitment to the region and the determination to do things the right way, every time.

“Erie’s always been known nationally as a center for injection molding, and it was true 45 years ago, and it’s still true today,” says Phil, “and it’s just great to be a part of that.”

PUTTING PEOPLE AND CUSTOMERS FIRST

Currently, Erie Molded Packaging is led by Phil’s son, Tom Tredway, whose hands-on approach and clear vision are steering EMP into a new era.

“I always wanted to work for myself, and part of that was I hoped that I’d have a family and be able to keep a family business going through multiple

generations, and we’ve been able to do that,” states Phil. “Tom’s been the driving force behind a lot of the growth we’ve had over the last 10 to 15 years, and it’s been wonderful to watch and be a part of.”

Since stepping fully into the president’s role in 2020, Tom has leaned on the company’s core value — “take care of the customer” — and built on it, bringing fresh energy and focus to both service and smart improvements. He’s made it a priority to keep investing in people, technology and making sure to position the company for long-term success. Under his leadership, the business philosophy is forward-looking: honor tradition, but don’t be afraid of change. It’s an approach that resonates throughout the company and sets the foundation for where EMP is heading next.

On top of that, Tom’s approachable and proactive — someone who sees every challenge as a chance to improve. The culture of hard work and integrity that shaped EMP’s early days has been amplified for today’s workforce.

Reinvesting every dollar back into the company is also second nature. Tom has prioritized upgrading equipment, reimagining floor space, and, above all, investing in the people who keep EMP running.

“Hire and invest for where you want to go, and you’ll eventually get there,” explains Tom.

THE NEXT GENERATION

In many ways, Tom Tredway’s journey is representative of the new generation of business leaders shaping manufacturing in northwestern Pennsylvania. A Fairview High School and Lehigh University grad, he set out to make his own mark, building a career in financial planning in the Baltimore and Washington, D.C. area, before even considering the family business. His decision to return to EMP was his own — a conscious choice six months in the making, rooted in both opportunity and a growing sense of responsibility to the team and the company’s future.

When Tom joined EMP, he started from the ground up, immersing himself first in sales before gradually taking on roles across operations, purchasing and management. This hands-on experience gave him a better view of the business, preparing him to the transition of president and then buying out the business from Phil on January 1, 2026. His vision has guided EMP into its next era: investing not just in machines and facilities, but in people, continuous learning and strategic partnerships.

As he leads EMP, Tom blends tradition with forward-thinking, fostering a culture of improvement that’s as much about taking care of customers as it is about creating new opportunities. “I’m always looking for ways to make us better, not just bigger,” Tom says.

From row, from left: Erie Molded Packaging’s Controller Mike Ickes and President Tom Tredway. Back row, from left: Vice President of Manufacturing Chris Yochim, Purchasing Manager Mike Fatica and Maintenance Manager Mike Krumpe.

When Tom first returned to Erie, he leaned into local business networks and dialogue with other manufacturing leaders across Erie — sharing ideas with peers from Finish Thompson, Smith Provision, Deist Industries and the Forquer Group.

“That’s the whole part about being comfortable with not being the smartest person in the room, because if you’re willing to listen and learn, you’re going to grow that much faster,” he says.

Equally important has been EMP’s ongoing championing of manufacturing in northwest PA.

As a past chairman of the Manufacturer & Business Association, Phil Tredway helped to shape the area’s pro-business climate for years. That commitment continues through Tom, who currently serves on The MBA’s Executive Committee as vice chairman, keeping EMP directly engaged with the broader manufacturing and business community in Pennsylvania.

“I have a lot of pride in being a Pennsylvanian,” says Tom. “It’s where I grew up, it’s where we’ve chosen to raise our families and to contribute to Pennsylvania and to be an employer that can reinvest in our people and in our community. We take a lot of pride in being part of that and being manufacturers here in Pennsylvania.”

MOLDED IN PENNSYLVANIA, MADE FOR THE WORLD

Since Tom Tredway took the reins, the company has continued to streamline, specializing in custom caps and closures used everywhere from food and beverage, personal care, health and beauty, chemical, pharmaceutical, nutraceutical and custom markets.

Growth has also meant new challenges: managing bigger molds, shuffling equipment and finding creative ways to keep up as orders increased. EMP responded by investing heavily in the latest molding machines and taking every opportunity to improve.

In the last five years alone, EMP has nearly doubled in sales while investing over $4 million in machines and automation in a bid to boost capacity and quality. The journey hasn’t been without its ups and downs — there were times when space was tight, equipment was stretched to the limit, and market pressures forced quick pivots. However, it’s that perseverance and steady commitment to excellence that led to earn top industry recognition.

In 2022, EMP earned the National Association of Container Distributors (NACD) Supplier of The Year Award in Laguna Beach, California, signifying that EMP has been recognized as the top supplier within the rigid packaging distribution industry. NACD also considers a company’s outstanding contributions, positive impact on the industry, and ability to consistently meet or exceed the expectations of its distributor partners.

Most recently, in 2026, Berlin Packaging, a $3 billion packaging distributor, named Erie Molded Packaging its “Overall Supplier of the Year” — a recognition that reflects EMP’s performance across quality, service, commercial value and innovation that has carried the company to this day. “It was almost a decade of hard work to get that recognition,” says Tom. “To bring that back to the team

just meant a ton because they all were such a big

EMP produces approximately 1 million caps and closures per day.

part of it. It is a direct result of the commitment and teamwork of the people at EMP, attention to detail and a mindset of getting a little better every day.”

INVESTING IN LOCAL TALENT

EMP knows its greatest asset is the dedicated employees on three shifts who are proud of where they work and what they make. That’s why the company partners closely with Penn State Behrend’s renowned plastics program and maintains ties to the American Injection Molding (AIM) Institute located right next door. Young professionals cut their teeth on EMP projects, and employees take regular courses, including those at The MBA, to stay ahead of industry demands.

“We hire based on core values, because they have to be a good fit for the team for them to succeed here,” Tom explains. “But we love to send people for training because we know that means we have someone we can grow with.”

Talk with Chris Yochim, EMP’s longtime vice president of Manufacturing, and you’ll hear a familiar story: small-town roots, education at Penn State Behrend, a season working far from home, and then a return to Erie to grow alongside the company. Yochim oversees a core team of 30 to 40 staff — many who have seen the company evolve up close, with molding presses ranging from 85 to 550 tons and an automated material delivery system that ensures efficient raw material supply to the presses.

Ask Yochim or his team, and you’ll find a recurring theme about EMP: respect, communication and a focus on what people need to get the job done right. “Our capabilities are engineering forward, but we also don’t overdo it. We try to make it simple,” he says.

Yochim, who also has worked for other bigger players in the plastics industry, says he’s proud to work for a small PA-based manufacturer. “I think it’s a much better place to be where you have a little bit of control of what your day looks like, the projects you propose or you take on,” he says. “And, of course, there is pride in Erie for sure. We want to keep these companies in Erie, which is a great place for families.”

Alicia Wiggers, now the third shift supervisor, started as a temp operator in 2020 and was hired full-time in 2021. She remembers the first time Phil Tredway introduced himself — and even more, later when he still remembered her name. That kind of personal touch, according to Wiggers, is one of the reasons that makes EMP stand out. A little over a year later, she’d risen to a leadership position, overseeing her own crew and taking advantage of ongoing supervisor and technical training paid for by EMP.

“They always want their people to gain more knowledge,” says Wiggers. “It’s a company that cares about its people.”

To more seamlessly integrate with customers’ packaging programs, EMP can add liners to its many caps and closures.

INVESTING IN THE FUTURE: MAJOR EXPANSION BY 2027

With momentum building and producing approximately 1 million caps and closures per day, EMP is ready to grow again. The company is gearing up for a 15,000 to 20,000-square-foot expansion that is expected to take place in 2027 — a $5-million project to create more room for equipment and add new levels of automation. The expansion is about supporting growth and delivering for EMP’s customers and employees alike.

“We make investments in a strategic way, knowing that more are coming down the road,” Yochim explains. “The next step is we’re going to buy equipment; we’re going to get a little more space, and we’re talking about adding more vision inspection to the manufacturing floor, but that’s going to require more space. So, there are plans, not only expansion, but it’s also to improve our work cells.”

As EMP grows, so does its commitment to sustainability as well. The company has invested in more energy efficient machines and achieved Bronze Medallion status by EcoVadis for its sustainability practices. EcoVadis is used by global companies such as Nestlé, L’Oréal, BMW, BASF, Johnson & Johnson, Schneider Electric, Michelin, CocaCola, and Unilever for evaluating suppliers and partners.

EMP’s Engineering team also is exploring post-consumer cycle resins (PCRs) and different types of biodegradable resins for future lines — a move that could have a lasting impact. “We’ve been looking at those, sampling and trying to just stay ahead of the curve because there’s going to be a growing demand for those sorts of sustainable products,” says Tom.

MARKING THE MILESTONE:

45 YEARS AND COUNTING

As 2027 approaches, Erie Molded Packaging isn’t just celebrating an anniversary — it’s honoring a legacy built on loyalty, reinvestment and the kind of handshake mentality that still matters. From Phil Tredway’s dream to start his own manufacturing company to today’s plans for growing the business led by his son Tom, EMP remains anchored in Fairview and proud to be part of Pennsylvania’s manufacturing future.

For more information, visit empclosures.com

NEXT GEN

Eriez HR Manager Addresses Importance of Manufacturing, Advice to Young Professionals

Each generation of leaders brings a new perspective on business and leadership. Here, MBA Next Generation Advisory Board Member Madison Sturdevant, SHRM-CP, age 28, HR Benefits & Programs manager at Eriez, a global manufacturer of separation technologies headquartered in Erie, Pennsylvania, shares her thoughts on the importance of manufacturing and advice to young professionals just starting their careers.

From your HR experience at Eriez, what leadership qualities do you believe are most critical for next generation professionals entering the manufacturing industry? In my experience, whether someone will be working in the shop floor environment or in an office setting, the qualities that stand out are accountability, communication and a continuous-improvement mindset. These qualities enable those that are up-and-coming from the next generation to hit the ground running and really stand out from a succession planning standpoint as future leaders in their organization.

How has working in manufacturing shaped your view of leadership? It’s demonstrated how important it is for leaders to lead by example. They also must be able to balance operational priorities with the needs of their people. Leaders have a strong influence on a company’s culture. Employees value transparent communication and consistency. They need to understand

the “why” behind decision making. When employees feel like they understand the “why,” it creates trust. Once trust is built, it can positively impact employee morale, retention and performance. What advice would you give to young professionals who may not initially see manufacturing as a career path? To be open-minded. I remember that when I was in college and looking for internship opportunities, I had a preconceived idea of the industries that I thought I wanted to work in. I think people in general, but especially at that age, don’t necessarily consider all of the career possibilities that working at a manufacturing company can offer (Finance, Marketing, HR, Sales, IT, etc.) I know I didn’t. What role does adaptability play in leadership today, especially in an industry like manufacturing that is evolving with automation and new technologies?

It’s a “non-negotiable.” I think years ago it may have been a nice skill to have but now it’s truly become a prerequisite to being a future-focused leader. There’s a popular quote that says, “The only thing you can count on is change.” Anticipating change and flux in process better equips us to respond well when it inevitably comes up. Being adaptable goes beyond the work setting too. If someone has mastered this skill, it sets them up for success for life’s challenges. How would you describe your experience and what you’ve learned from serving on The MBA’s Next Gen Advisory Board?

It has been such a rewarding experience being a part of The MBA’s Next Generation Advisory Board. It’s been especially fun as we’ve been the inaugural group. It’s my first time serving on a board, so it’s helpful

to see all that goes into it should I be on others in the future. Being able to share ideas with our peers is great exposure as we continue to build our careers.

How important is it for young professionals to network and get involved for career growth?

I believe that it’s still important to “get out there” and have face-to-face conversations with people. It’s a valuable skill set that I’m afraid young professionals are getting away from. These days with social media being such a large part of how society socializes with each other, it can be refreshing to put the phone down and engage with other professionals to make meaningful connections. A few ways that I try to stay involved are by being a member of SHRM-Erie/HRMA and, of course, with my service on The MBA’s Next Generation Advisory Board.

Looking ahead, what do you believe is the biggest opportunity — or challenge — for the next generation of leaders, and how can they prepare now?

The challenge that I see is likely similar to that of generations past, which is finding a productive way to adjust and be flexible to the needs of the existing employees with the new demands/expectations of those coming into the workforce. A good way to prepare for this could be by taking courses and researching how to best leverage the strengths of both groups.

To learn more about Eriez, visit eriez.com.

Tariffs and Your Business Contracts: What Pennsylvania Manufacturers Need to Know About Force Majeure

Stephen Rinderle is an associate at MacDonald Illig Attorneys and his practice area focuses on Business Transactions.

Federal tariffs are raising input costs, straining supply chains and putting pressure on fixed-price contracts across Pennsylvania’s manufacturing sector. When those pressures make it harder or more expensive to perform, the natural instinct is to look to the contract for relief. Many manufacturers are turning to force majeure clauses, and most are finding far less protection than they expected.

WHAT PENNSYLVANIA COURTS ACTUALLY REQUIRE

A force majeure clause excuses a party from performance when an unexpected event beyond that party’s control delays or prevents performance. Pennsylvania courts interpret these clauses narrowly, focusing closely on the specific language of the clause to determine what the parties agreed upon. Mere inconvenience or increased expense does not meet the threshold for excusing performance.

Pennsylvania courts require the party invoking the clause to prove that the event was beyond their control, was not caused by their own fault or negligence, that they used reasonable efforts to mitigate its impact, and was not contemplated at the time of contracting. Pennsylvania’s version of the Uniform Commercial Code provides a parallel framework, excusing performance only where a contingency arises whose nonoccurrence was a basic assumption of the contract and where performance has been rendered genuinely impracticable, not merely more costly.

WHY TARIFF-DRIVEN COST INCREASES ALMOST NEVER QUALIFY

Pennsylvania courts have applied these principles directly in the manufacturing context. Pennsylvania courts made clear that increased material costs do not constitute commercial impracticability, the difficulty must render performance objectively impossible or impracticable, not just less profitable. The commentary to the Uniform Commercial Code’s codification of commercial impracticability is equally direct: increased cost alone does not excuse performance unless it results from an unforeseen contingency that fundamentally alters the nature of performance. Normal fluctuations in wages, raw material prices and market conditions are foreseeable business risks that parties absorb when they agree to fixed pricing.

Foreseeability is equally important. In Frank B. Bozzo, Inc. v. Electric Weld Division, the Pennsylvania Superior Court found no impracticability where a seller failed to anticipate later performance demands and stock materials accordingly. In Hancock Paper Co. v. Champion International Corp., a federal court applying Pennsylvania law held that a drop in market price, even if caused by outside forces, is an unanticipated difficulty, not a supervening impossibility that would allow for relief. Manufacturers negotiating or renewing contracts today face a straightforward problem: tariff-driven cost increases are no longer unforeseeable. Courts are likely to treat them as a known business risk that should have been addressed in the contract itself.

WHAT MANUFACTURERS SHOULD DO NOW

For existing contracts, the first step is a careful review: locate the force majeure clause, read it closely, and determine whether tariffs or government trade actions are expressly listed as triggering events. Even where a formal legal defense is unlikely to succeed, invoking the clause can be a platform for commercial renegotiation, an opportunity to reach a practical resolution before the situation becomes a dispute.

For any new contract, renewal or amendment, explicit language is essential. Manufacturers should push for provisions that expressly identify tariffs as force majeure events and clarify whether cost increases, not just physical impossibility, can trigger relief. Price adjustment clauses tied to defined tariff thresholds are a great practical alternative. Pennsylvania courts construe ambiguous contract language against the party that accepted it, and the boilerplate in many existing manufacturing agreements may not hold up when needed most.

For more information, visit macdonaldillig.com.

PRECISION MACHINING SINCE 1994

• Turbine Component Manufacturing

• Mul�-Axis Milling, Machining, & Turning

• Saw Cu�ng / Wire EDM

• Trepanning (up to 16” ID, 300” length)

• Boring (up to 26” ID, 80” length)

• Honing (up to 26” ID, 480” length)

* EFFICIENT RESPONSE TIMES

ISO 9001:2015 CERTIFIED

ITAR REGISTERED

US/CA JCP CERTIFIED

(CAGE CODE Available Upon Request)

DFARS COMPLIANT

NDAA 2019 SECTION 889 COMPLIANT

NIST 800�171 COMPLIANT

CMMC READY

SAM REGISTERED

WE REGULARLY STOCK STAINLESS STEEL ALLOYS SUCH AS: 403, 405, 410, 415, & 422

SIX SIGMA EXPERTISE

SMALL BUSINESS (<30 Employees)

MARQUETTE IS HERE

Schaal Glass has been part of northwest Pennsylvania for 100 years. They’ve grown from a small, local business into a full-service glass and glazing contractor serving the Northeast, Mid-Atlantic and Southeast.

Today, under fourth-generation owner Jeffrey Johnson II, that legacy continues. And while their reach has expanded, their roots remain firmly planted here.

“This is home for us,” says Jeffrey. “Being a true part of this community has always been important — not just through our work, but in how we show up and support our neighbors.”

As the region’s only locally headquartered bank, that long-standing commitment to local impact is something we applaud.

Jeffrey adds, “Marquette has always been there for us, through the good times and the challenging ones. It’s a true partnership. I can pick up the phone, and I know who I’m talking to — and they know me.”

Visit MarquetteSavings.bank/Business to learn more about us, or talk with us at 814-455-4481. We’ll be right here for you.

Wettekin Electronics, LLC

MOTOR CONTROLS AND AUTOMATION FOR INDUSTRY

Over the past 55 years Wettekin Electronics’ customer base has steadily grown through a continued focus on customer service, quality workmanship, and reliable products. By consistently delivering high-quality solutions and dependable service, Wettekin Electronics maintains a strong reputation and high level of customer satisfaction.

Electrical Parts Distributor

Wettekin Electronics maintains local inventory of electrical and electronic components to provide a variety of electrical motor control, programmable logic controllers (PLCs), touch screens display (HMIs), variable frequency drives (VFDs), power metering and monitoring devices and solutions for machine safety.

Industrial Control Panel

Wettekin Electronics provides custom design and fabrication of electrical control panels and development of process systems for machine automation, upgrades, retrofit and integration. Each can be designed and labeled to the latest requirements of CE, UL, cUL, CSA and meet National Electrical Code NFPA 70 and NFPA 79 standards for hazardous locations.

Instrumentation & Process Control

Wettekin Electronics also specializes in instrumentation and process control, with the addition of sensors and metering of machine variables and the use of programmable logic controllers and human machine interface displays to improve production accuracy, repeatability and operating efficiency.

OEM Products

From envisioning a new product or solution, planning and developing, Wettekin Electronics works with the customer to provide solutions to meet customers’ specific needs to upgrades and modernization of OEM products to incorporate new technologies.

Printed Circuit Boards

Wettekin Electronics provides expert, cost-effective design of printed circuit boards (PCBs) design, development, prototyping and full production services for OEM customers.

SNAP-TITE HOSE LAUNCHES

‘PA PROUD’ PROGRAM TO SUPPORT FIRE DEPARTMENTS

Snap-tite Hose recently announced the launch of its new PA Proud program, an initiative designed to help Pennsylvania fire departments evaluate, upgrade and save on fire hose while supporting equipment manufactured within the Commonwealth.

Beginning April 1, the program provides Pennsylvania departments with a structured opportunity to test Snap-tite hose in real operating conditions while receiving special program incentives through participating distributors.

The initiative reflects Snap-tite’s broader goal of strengthening local fire service infrastructure while supporting Pennsylvania manufacturing.

“Our goal is simple and ambitious: 100 percent of the hose purchased within 25 miles of our factories should be Snaptite Hose,” said James Novinsky, chief executive officer of Snap-tite Hose. “Local departments deserve local manufacturing, local support and real advantages for keeping their investment here in Pennsylvania.”

The program is intended to support departments whether they are adding to existing inventory, standardizing hose lines across apparatus or replacing aging hose.

Snap-tite officials say the PA Proud initiative is designed to do more than provide short-term purchasing incentives. The program reinforces the company’s commitment to Pennsylvania manufacturing and the communities that support the fire service.

“When departments purchase Snaptite Hose, they are supporting skilled craftsmen and women working in our Erie and Union City facilities,” Novinsky said. “These are people who live in the same communities and understand the environments firefighters operate in every day.”

To celebrate the launch of the program, Snap-tite plans to host a PA Proud Factory Day Open House at its Erie manufacturing facility later this year. Pennsylvania fire department leaders will be invited to tour the facility and learn more about hose design, testing and manufacturing.

For more information, visit snaptitehose.com.

BREEZE AIRWAYS TO OFFER BREEZETHRU SERVICE FROM ERIE TO FORT LAUDERDALE

The Erie Regional Airport Authority announced that Breeze Airways will offer BreezeThru flight service to Fort Lauderdale from Erie International Airport, Tom Ridge Field (ERI) from November 18, 2026 through January 9, 2027.

BreezeThru on Breeze Airways is a service where flights stop at an intermediate airport, but passengers remain on the plane, allowing them to reach their destination faster without changing aircraft or rechecking bags. Flights will leave ERI, stop briefly in Tampa then continue to the final destination of Fort Lauderdale.

“The Erie Regional Airport Authority and the community are excited about the additional service to Fort Lauderdale from Erie,” stated Derek Martin, executive director. Martin added, “This market continues to perform well in Breeze’s network leaving the door open for additional routes from ERI.”

The Erie Regional Airport Authority owns and operates the Erie International Airport, Tom Ridge Field and its surrounding properties.

For more information, visit erieairport.org or flybreeze.com.

Headquartered in Fairview, Pennsylvania, Spectrum Control develops reliable, high-performance technologies for powering and conditioning radio frequency (RF) and microwave signals and protecting electronic equipment from electromagnetic interference (EMI). The company has multiple locations that include engineering centers, manufacturing facilities and support offices in the United States, Canada, Mexico, the United Kingdom and Germany. Its Fairview location is a manufacturing center of excellence for EMI protection connectors and filters.

Address: 8061 Avonia Road Fairview, PA 16415

Phone: 814/474-2207

For more information, visit spectrumcontrol.com/.

THE MBA ANNOUNCES 2026–2027 BOARD OF GOVERNORS

The Manufacturer & Business Association (MBA) recently announced its 2026–2027 Board of Governors.

Chairman Jennifer Nelson serves as vice president of Sourcing for Molex ADS, based at the Lake City, Pennsylvania facility. In this role, Nelson leads global procurement and sourcing strategy in support of the company’s aerospace and defense business. Nelson previously served as vice president of Operations & Supply Chain.

responsibilities and authority in all aspects of the business, working closely with his wife, Nancy, and son, Brian.

Gorman has held numerous positions in various organizations including president of the Pennsylvania Amusement Park Association, Board Member for VisitErie, committee member of the International Association of Amusement Parks and Attractions, and serves as a member on the Pennsylvania Amusement Ride Safety Advisory Board.

He has spent more than two decades helping translate advanced engineering and manufacturing capabilities into commercially successful products and sustainable businesses.

Kohmuench currently serves on the Behrend College of Engineering Board of Visitors at Penn State Erie and has held multiple other roles supporting technical education and economic development.

A 27-year veteran of Molex, previously AirBorn, Nelson has held leadership roles across finance, operations and supply chain management. Nelson is a graduate of Edinboro University of Pennsylvania, holding a Bachelor of Science degree in accounting and business administration. Nelson is joined on The MBA Board of Governors Executive Committee by Vice Chairman Tom Tredway, president of Erie Molded Packaging; Treasurer Chuck Jenkins, president of E.E. Austin & Son; Secretary Tammy Lamary-Toman, vice president and employment attorney, MBA; Lori Joint, president and CEO, MBA; and, Immediate Past Chairman Matt Clark, vice president and general manager of Humes Chrysler Jeep Dodge Ram in Waterford.

New Board members appointed to threeyear terms are:

Steve Gorman is president and CEO of Waldameer & Water World, a regional family owned amusement park and waterpark facility in Erie, Pennsylvania. Waldameer is the sixth oldest continuously operated amusement park in the United States, opening in 1896. He has been at Waldameer for over 30 years and has

Prior to joining Waldameer, Gorman was manager of a mechanical design engineering group at GE Transportation Systems in Erie, where they manufacture locomotives, and was a mechanical engineer at GE Aircraft Engines in Cincinnati. He has a B.S. and an M.S. in Mechanical Engineering from the University of Massachusetts and the University of Virginia.

Jaisen Kohmuench is president and chief executive officer of Eriez, a global manufacturer of separation technologies headquartered in Erie, Pennsylvania. Since joining Eriez early in his career as a process engineer, Kohmuench has progressed through increasingly senior leadership roles spanning research and development, operations, international business, and executive management. He was named chief operating officer in 2022 and president and CEO in 2024. Today, Kohmuench leads a diversified manufacturing organization with operations across North America, Europe, Asia-Pacific and Africa, overseeing multiple manufacturing facilities and serving customers in mining, heavy industry and light industrial markets worldwide. His leadership focuses on long-term growth, operational excellence, workforce development and the transformation of complex global operations into aligned, market-driven organizations.

A licensed professional engineer, Kohmuench holds bachelor’s, master’s and doctoral degrees in Mining and Minerals Engineering from Virginia Tech.

Douglas J. Prischak is the executive vice president of U.S. operations of The Plastek Group, a position he has held since 2023. Headquartered in Erie, Pennsylvania, with manufacturing sites in North Carolina, Mexico, Brazil, and the United Kingdom, The Plastek Group, founded in 1956, is a global supplier of injection molding tools and rigid plastic-molded packaging. Prischak is also president and CEO of HaVACo Technologies, a manufacturer of heating and ventilating, and air-conditioning products — a role he has held since 2014. Prischak earned a bachelor’s degree in operations management from Penn StateBehrend. He joined The Plastek Group as a tool maker and quickly rose through the ranks, holding the titles of process engineer, and general manager–Triangle Tool division. In 2002, upon the retirement of his father, Joe Prischak, who founded the company, Doug became executive vice president–global tooling and engineering. In 2023, he became executive vice president of U.S. operations. He and his brothers Dennis and Daniel run the company together as a second-generation family business.

Additional members of The MBA Board of Governors include Chad Betts, president and CEO of Betts Industries, Inc.; Scott Bonnell, owner of Bonnell’s Auto Sales; Gary Clark, CEO of Reed Manufacturing Co.; Bob Frost, vice president of Commodity Management, Wabtec; Andrew C. Renkey, president of Harmony Castings; Tricia Staible, president and general counsel of Robinson Fans, Inc.

A GENERATIONAL OPPORTUNITY: TRANSFORMING THE ERIE COKE SITE INTO A SHIPBUILDING HUB

Jezree Friend, is vice president at the Manufacturer & Business Association. Contact him at 814/833-3200, 800/815-2660 or jfriend@mbausa.org.

As the United States prepares to undergo a shipbuilding revival, Erie finds itself as a potential major player in this moment.

Secretary of the Navy John Phelan bluntly delivered a call to action at the Economic Club of Detroit stating, “Our Navy doesn’t get a second chance to be ready.”

With Erie’s position on the Great Lakes, a legacy of shipbuilding dating back to the War of 1812 our history as a great American manufacturing community, the Manufacturer & Business Association endorses Gem City Shipbuilding’s (GCS) initiative to bring a naval shipyard to Erie’s waterfront.

FAMILY-SUSTAINING JOBS

The most glaring benefit for Erie from this initiative is job creation across multiple industries.

A naval shipyard in Erie would have the potential to bring 1,000-plus jobs directly to Erie. Nearly every major skilled industrial trade would be required for operation. In Maine, Bath Iron Works employs more than 6,000 people with the average salary of $66,376, which is substantially above Erie’s median household income. In Marinette, Wisconsin, Fincantieri Marine employs more than 2,000 people at the shipyard and supports significant employment across Wisconsin.

In January, the Delaware County Community College received $8 million to advance its workforce development programs in support of Philadelphia’s shipbuilding renaissance. In Mobile, Alabama and other Gulf Coast locales, significant investment is being made in Maritime Training Centers, further enhancing the shipbuilding and broader manufacturing industries. GCS would bring similar demand to Erie’s vocational and secondary institutions.

Additionally, with the increasing development of Unmanned Surface Vessels (USVs), GCS could provide Erie with an industry at the forefront of advanced robotics and autonomous systems. This could provide Erie a catalyst for future advanced technology manufacturing by bolstering a workforce capable of building and operating advanced systems.

BROWNFIELD TO BATTLESHIPS

The clean-up and restoration required at the former Erie Coke location before any development or use of any kind will take a considerable amount of government and private support. The construction of a naval shipbuilding facility would provide an immediate mandate to the most realistic and timely solution, to reverse the decades of lakefront decay. This is a winwin for our community, the environment and our economy.

Remediation would be conducted in fullcompliance of Pennsylvania’s DEP ‘Act 2’ standards, which clearly lay-out uniform environmental standards. In operation, the shipbuilding industry is mandated to comply with EPA industry standards under NAICS 3336, which regulates all shipyard operations. Additionally, the naval shipbuilding industry has begun implementing multiple sustainability efforts to include emissions-reducing technology, waste water recycling and low-carbon material sourcing.

BUILDING A MARITIME ECONOMY

A 21st century naval vessel is a large and sophisticated machine. It’s filled with thousands of intricate parts, pumps, doors, motors, engines, shafts, computers, air conditioners, plumbing, piping and advanced combat systems. With such high-level complexity, for a future naval shipyard to succeed in Erie, it will rely on the robust industrial and manufacturing community present in Northwest PA.

A naval shipyard would open the door large-scale regional economic growth. From partnerships with forgeries on marine shafting, working with a local shipyard for modular construction, establishment of partnership with local trade unions, collaboration with Erie County Community College and secondary institutions on workforce development; the opportunity this initiative presents to Erie cannot be overstated. For every one shipyard job, 2.7 jobs downstream are associated in supply, logistics, training and other support industries.

This will be an economic anchor for Erie. A galvanizing regional force, acting as a complement and providing consistent demand to the existing Erie maritime and manufacturing business and labor communities.

This opportunity won’t last forever. As other waterfront communities maneuver to capitalize, we at The MBA strongly encourage Erie, our elected officials, and our business and community leaders to do the same and meet this unique, generational moment.

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At Workpartners®, we’re committed to helping your employees navigate their benefits so they can be their best while helping your company thrive. As part of our efforts, we offer resources to support employees during trying times and everyday life. One such resource is the LifeSolutions® employee assistance program (EAP). LifeSolutions offers mental well-being services in person, by phone, online, or by text message, and it has tools and programs that promote better mental health and improved productivity. Support your employees by offering a mental well-being solution.

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SKILLED LABOR SHORTAGE REMAINS CHALLENGE FOR MANY MANUFACTURERS

Seventy-nine percent of manufacturing executives say the skilled-labor shortage continues to be their biggest challenge, according to research from AI data company CADDi.

Produced in collaboration with SME, CADDi’s 2026 Manufacturing Outlook Study surveyed more than 200 U.S. manufacturing professionals.

Among other key findings:

• N inety percent say manufacturing departments are the most affected by the labor shortage, with operations (48 percent) and design and engineering (40 percent) following behind.

• Sixty-two percent of companies are prioritizing employee recruitment, enablement and retention to combat the shortage.

• Sixty-nine percent are investing in robots, equipment and other hardware to fill the workforce gap — 9 percent higher than in 2025.

“Manufacturing teams are facing shrinking headcounts despite rising volatility and pressure,” Yushiro Kato, CEO and co-founder of CADDi, said in a statement.

This volatility includes tariffs and fluctuating trade policy, which 47 percent of manufacturers say are making future planning harder. In addition, 38 percent anticipate supply chain disruptions due to geopolitical turmoil, while 61 percent point to rising costs and inflation as another substantial hurdle.

“Our research shows manufacturing growth in 2026 will not come from broad expansion,” Kato said.

“Instead, it will come from the ability to extract more value from the assets companies already own.”

• 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.

MADE IN AMERICA: A STRATEGY FOR STRENGTHENING EMPLOYEE ENGAGEMENT

Tracy Daggett, PHR, is the director of Training and Development at The MBA. Contact him at 814/833-3200, 800/815-2660 or tdaggett@mbausa.org

In manufacturing, “Made in America” has long symbolized quality, resilience and pride. For customers, it represents trust. For communities, it signals economic strength. But one of its most powerful, and often overlooked impacts, is internal. When organizations intentionally emphasize a Made in America approach, they create a powerful engagement driver for their workforce.

Employee engagement is rooted in purpose. People want to know that their work matters and not just to the company’s bottom line, but to something larger than themselves. A clear commitment to manufacturing in America connects daily tasks to national impact.

CONNECTING WORK TO PURPOSE

Today’s workforce, across generations, places a high value on mission and meaning. When leadership consistently communicates why domestic production matters, such as supporting American families, investing in communities and strengthening economic independence, it reframes routine work as participation in a larger cause.

BUILDING PRIDE IN CRAFTSMANSHIP

Manufacturing has always carried a strong tradition of craftsmanship. Emphasizing Made in America reinforces that identity. It signals that quality matters, that standards matter, and that the organization chooses to compete on excellence rather than lowest cost alone.

TURNING PHILOSOPHY INTO PRACTICE

Simply labeling products as “Made in America” is not enough. Engagement comes from integration. Leaders can:

• Share stories of how products impact American industries and communities.

• Connect company performance metrics to domestic economic contributions.

• Recognize employees as ambassadors of American manufacturing excellence.

• Invest in workforce development that signals long-term commitment.

When employees are included in the narrative, not just observers of it, engagement strengthens.

MEMBER EXPERIENCES:

“I was initially not looking forward to doing more training. With a busy work and home schedule, the last thing I wanted was something else on my plate. Fast forward to four classes in and I thoroughly look forward to it every month. Tracy’s ability to hone in on relevant matters in the workplace while keeping conversation lively is fantastic. I would highly recommend these classes to anyone looking to grow in their professional skills!”

— Will Courson Assistant Vice President / IT Manager

Marquette Savings Bank

DO YOU HAVE 27 PAY PERIODS IN 2026?

HERE’S WHAT TO KNOW

Tammy Toman, JD, PHR, SHRM-CP, is the vice president and employment counsel at The MBA. Contact her at 814/833-3200, 800/815-2660 or ttoman@mbausa.org.

In 2026, depending on when your pay cycle begins in the year, employers using a biweekly payroll schedule may encounter an unusual situation: a 27th pay period. This occurs because the typical payroll cycle does not perfectly align with the calendar year, and the New Year’s Day holiday in 2027 shifts the final 2026 payday to December 31. While this happens only about once every 11 to 12 years, it can create meaningful payroll, compliance and budgeting challenges for employers.

One of the biggest concerns involves salaried (exempt) employees. Employers who simply divide annual salaries over 27 pay periods instead of 26 may unintentionally reduce employees’ per-paycheck earnings. This could risk falling below minimum salary thresholds required to maintain exempt status under the Fair Labor Standards Act (FLSA), as well as under stricter state laws.

Employers must also carefully evaluate payroll administration and compliance issues, including notice requirements for pay changes, accurate tax withholdings and the risk of overpayment. Running a 27th payroll without adjusting salary structures could increase total payroll costs by approximately 3.85 percent, which may significantly impact budgets — especially for organizations with large numbers of salaried employees.

Additionally, benefits deductions and contributions require close attention. Items such as health insurance, HSAs, FSAs and retirement contributions are typically structured around 26 pay periods. Employers must ensure deductions are handled correctly so

employees neither exceed contribution limits nor miss required contributions.

To manage these challenges, employers generally choose between two approaches: either prorating salaries across 27 pay periods (resulting in smaller paychecks) or keeping pay the same and issuing a 27th paycheck (increasing total compensation costs). Regardless of the approach, proactive planning — reviewing payroll calendars, budgeting, coordinating with payroll providers and communicating clearly with employees — is essential to avoid errors and maintain compliance.

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

Q A Q A Q A Q A

DO WE HAVE TO CHANGE EMPLOYEE SALARIES IF WE HAVE 27 PAY PERIODS IN 2026?

Not necessarily. Employers can either prorate salaries across 27 pay periods (resulting in slightly smaller paychecks) or keep salaries the same and issue an extra paycheck. However, if salaries are prorated, employers must ensure exempt employees still meet minimum salary thresholds to maintain exemption status.

WHAT IS THE RISK IF WE JUST RUN PAYROLL AS USUAL AND ADD A 27TH PAYCHECK?

Running payroll as usual will result in an increase in total payroll costs (about 3.85 percent). This can significantly impact budgets, especially for employers with many salaried employees, and may also increase benefitrelated expenses tied to payroll. HOW DOES THE EXTRA PAY PERIOD AFFECT BENEFITS DEDUCTIONS? Most benefits are structured around 26 pay periods. Employers typically continue deductions for only the first 26 paychecks, even in a 27-pay-period year. It’s important to review deductions to ensure employees do not exceed annual contribution limits or miss required contributions.

WHAT IF WE DIDN’T REALIZE UNTIL NOW THAT 2026 HAS 27 PAY PERIODS? WHAT SHOULD WE DO? Don’t panic! There is still time to address it. First, confirm your payroll calendar and whether you will actually have 27 pay dates. Then decide on your approach (prorate salaries vs. pay as usual). Before making any changes, review wage and hour compliance (especially exempt salary thresholds), update payroll systems and communicate clearly with employees. Avoid making mid-year changes without proper planning, as that can create compliance and employee relations issues.

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

ACE WIRE SPRING & FORM CO., INC.

1105 Thompson Ave

McKees Rocks, PA 15136

Phone: 412/331-3353

Website: acewirespring.com

Ace Wire Spring & Form Co., Inc. is a family owned business located in McKees Rocks, Pennsylvania since 1939. ACE specializes in CUSTOM Compression, Extension, Torsion Springs and Wire Forms. With cutting-edge technology and a dedicated team, ACE delivers high quality, tailored solutions with exceptional craftsmanship and customer service ensuring optimal performance and reliability. “We at ACE understand the customer’s needs, meeting or exceeding requirements while delivering a quality product.”

Ace Wire Spring & Form Co., Inc. “Where It’s Always SPRINGtime!”

CHANNELLOCK®

1306 S Main Street, Meadville, PA 16335

Phone: 1-800-724-3018

Website: channellock.com

CHANNELLOCK® is a worldwide leader in the manufacturing of high-quality pliers and hand tools, including its iconic Tongue & Groove Pliers. Founded in 1886 and based in Meadville, PA, CHANNELLOCK® remains a family owned and operated company, now in its sixth generation. In 2026, CHANNELLOCK® celebrates 140 years of American manufacturing. A legacy built on hard work, determination and American ingenuity.

2026 SHOWCASE

ERIE STRAYER COMPANY

1851 Rudolph Avenue, Erie, PA 16502

Phone: 814/456-7001

Website: eriestrayer.com

Erie Strayer Company, family owned since 1912, is a fourth generation industry leader in the designing, engineering and manufacturing of concrete batch plants. From custom readymix plants to highly mobile paving plants, ERIE’s rugged quality and timely after-sale support remain key to its success. ERIE also manufactures its own heavy-duty Tilt Drum Mixer, Liberty Computer Control Batching System and state of the art PLC-Based Automatic Material Handling Controls. The company remains under the direction of the Strayer family as it has for the last century. Kyle F. Strayer, great grandson of the founder, is the chief executive officer.

INDUSTRIAL SALES & MANUFACTURING

2609 West 12th Street Erie, PA 16505

Phone: 814/833-9876

Website: ismerie.com

Founded in 1967, ISM is a leading contract manufacturer offering comprehensive manufacturing services under one roof. Capabilities include machining, tube cutting, metal fabrication, welding (MIG, TIG, LASER, SPOT, ARC), assembly, testing, finishing, painting, and powder coating.

ISM serves 750+ global clients across industries, delivering projects from single prototypes to multimillion-piece production runs. The company’s vertically integrated model enables streamlined workflows and responsive lead times.

ISM’s facility combines skilled craftsmanship with robotic automation, ensuring flexibility and scalability. With a focus on innovation, continuous improvement, and customer satisfaction, ISM meets demanding manufacturing requirements with precision.

MATRIC GROUP

2099 Hill City Road, Seneca, PA 16346

Phone: 814/677-0716

Website: matric.com

For over 50 years, Matric Group has partnered with OEMs across industries such as medical, aerospace, defense, energy, and transportation, offering complete electronics contract manufacturing solutions, including Engineering, PCB Assembly, Cable & Harness Assembly, and Aftermarket Repair, for a seamless experience. With 350+ employees and two advanced EMS facilities, Matric delivers quality, efficiency, and innovation, adhering to AS9100D, ISO13485, ISO14001, NADCAP – Electronics, RoHS, and ITAR standards.

JOSEPH MCCORMICK CONSTRUCTION CO., INC.

3340 Pearl Avenue Erie, PA 16510

Phone: 814/899-3111

Website: jmccormickconstruction.com

Family owned heavy highway construction company specializing in asphalt paving, excavation, site development, demolition and sanitary/storm sewer installation work for various state, county, city municipalities, commercial developments and local companies throughout Erie County.

SHOWCASE OF MANUFACTURERS

MICRO MOLD CO., INC.

4820 Pittsburgh Avenue, Erie, PA 16509

Phone: 814/838-3404

Website: plastikoserie.com

Provides custom mold design & fabrication services along with plastics engineering support services to the medical device and electronics industries.

PLASTIKOS, INC.

8165 Hawthorne Drive, Erie, PA 16509

Phone: 814/868-1656

Website: plastikoserie.com

Plastikos provides custom injection molding along with plastics engineering support services to the medical device and electronics industries.

PLASTIKOS MEDICAL

8121 Hawthorne Drive, Erie, PA 16509

Phone: 814/868-1656

Website: plastikoserie.com

Plastikos Medical is a state-of-the-art, medical injection molding company with a certified ISO-7 (Class 10,000) cleanroom molding floor, and which is strategically located just down the street from Plastikos.

PRECISION PROFILES

11663 McKinney Road, P.O. Box 324

Titusville, PA 16354-5835

Phone: 814/827-9887

Website: precisionprofilesllc.com

Since 1994, Precision Profiles has specialized in producing tight-tolerance turbine components for submarines, aircraft carriers and land-based power generation centers. In addition, the company also offers a full suite of machining solutions, including: multiaxis milling & machining, CNC turning, wire EDM, saw cutting, trepanning, boring and honing. Precision Profiles works with all alloys, including: Steel, Stainless Steel, Aluminum, Copper-Nickel alloys, Inconel, Monel, and Titanium. Its Trepanning and Honing operations can handle materials with an OD up to 32" and a length of up to 400". Precision Profiles is committed to delivering its products and services on-time and free of defects.

THE WARREN COMPANY

2201 Loveland Avenue, Erie, PA 16506

Phone: 814/838-8681

Website: thewarrencompany.com

The Warren Company has been family owned and operated for five generations. The company has been supplying quality material for the construction and manufacturing industries throughout the tri-state area since 1913. Its value-added services have grown over the years. The Warren Company proudly offers cutting services (laser, plasma, torch and saw), machining services (surface grinding, CNC machining and manual machining), and fabrication services (forming, rolling, laser welding, mig, tig and robotic welding). The company is happy to assist in any or all phases of your project. Whether it is a concept, design, raw materials, subassembly or completed assembly, The Warren Company helps every step of the way. Since 1913, The Warren Company has been committed to providing the best service, on time and of the highest quality.

RIDG-U-RAK

120 South Lake Street North East, PA 16428

Phone: 866/479-7225

Website: ridgurak.com

Ridg-U-Rak is a leading U.S.-based manufacturer of pallet storage rack systems, serving warehousing, distribution, retail and manufacturing sectors. Founded in 1942 and headquartered in North East, Pennsylvania, the company operates multiple largescale production facilities with extensive manufacturing capacity. Known for its engineered roll-formed designs, certified welding standards and durable finishes, Ridg-U-Rak delivers high-performance, cost-efficient storage solutions. With a strong distributor network and full-service capabilities — including design, project management and installation — the company has built a reputation for quality, reliability and innovation across North America.

The MBA held its seventh annual Women in Leadership Event on March 26 at the Bayfront Convention Center. The soldout event brought leaders and aspiring leaders together for a powerful program of engagement, inspiration and networking. Save the date for March 23, 2027! Registration is open at mbausa.org

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