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.

“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.

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.

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 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.

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

The post 150 Years, Six Generations of Serving the Community appeared first on MBA Business Magazine.

Greens Choice LLC, based in Erie, Pennsylvania, supplies premium baking and confectionery products to
both home bakers and industry professionals. Backed by over 17 years of industry experience through its
parent company in the UAE, the company is focused on bringing high-quality global brands and innovative products to the U.S. market.

“Joining RCI is an exciting milestone for us as we continue growing within the U.S. confectionery industry,” said Tracy Jose, owner and managing director of Greens Choice LLC. Greens Choice will also be exhibiting at the upcoming RCI Candy Convention on June 9–10, 2026, at the Indiana Convention Center in Indianapolis, Indiana, at Booth 223.

By joining RCI, Greens Choice will gain access to valuable resources, educational programs and industry events designed to help confectioners grow and succeed.

For more information about Greens Choice, visit greenschoice.com.

The post Greens Choice Joins International Confectionery Trade Association appeared first on MBA Business Magazine.

For many family businesses, next-generation 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 head-quarters) 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.

The post Third Generation of Ron Jones Hardwood Sales Shares Thoughts on Leadership, Family Business appeared first on MBA Business Magazine.

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 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!

Jezree Friend is the vice president of The MBA.

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

The post STATE OF THE ASSOCIATION: MBA GOVERNMENT AFFAIRS MAXIMIZED ENGAGEMENT EFFORTS THROUGHOUT 2025 appeared first on MBA Business Magazine.

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.

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.

The post Preserving Legacy: Succession Planning for Family Owned Businesses appeared first on MBA Business Magazine.

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)
• During 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.

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

The post SUMMER EMPLOYMENT: ARE YOU READY TO HIRE MINORS? appeared first on MBA Business Magazine.

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 BEST-IN-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 OUT-OF-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.

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.

The post AN EYE ON AFFORDABLE VISION COVERAGE: EASY WAYS TO BUILD A BETTER PLAN appeared first on MBA Business Magazine.

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, temperature-controlled 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.

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 Pennsyl-vanian,” 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 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.”

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, Coca-Cola, 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.

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ERIE – MacDonald Illig Attorneys recently announced the addition of Grace Weichler to its team as an associate in the firm’s Trusts & Estates Practice group.

Prior to joining MacDonald Illig, Weichler gained experience at a general civil practice firm, working across trusts and estates, real estate, landlord-tenant matters, personal injury and business formation. This foundation supports her focus on estate planning and administration.

Weichler earned her bachelor’s degree in International Relations from Kent State University and her Juris Doctor from the Thomas R. Kline School of Law of Duquesne University. During her studies, she gained valuable experience through legal internships and clerkships and was recognized in Pennsylvania Bar News for her advocacy work.

An Erie native, Weichler is committed to serving her community and guiding clients through important legal matters with confidence.

For more information, visit macdonaldillig.com.

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ERIE – Steve Carr, Toolroom manager at Plastikos, Inc., has been named the 2026 Mold Repair & Maintenance Person of the Year 2026, an honor sponsored by the Mold Technologies Division of the Society of Plastics Engineers, Incorporated. 

Carr accepted the award earlier this year at the PTXPO 2026, hosted byPlastics Technology Magazine and Gardener Business Media, in Rosemont, Illinois, where moldmakers from across North America gather to celebrate the craftsmanship and dedication that drive the plastics manufacturing industry.

Carr began his career as an apprentice at Micro Mold Co., Inc. in 1982 and has spent 44 years developing his craft in moldmaking and mold repair. Today, he leads the Plastikos Toolroom Team, where he is known for his hands-on troubleshooting expertise, commitment to continuous improvement, and dedication to mentoring younger toolmakers.

Throughout his career, Carr’s craftsmanship has helped extend mold life into the tens of millions of cycles while reducing downtime and maintaining reliable production for customers. His leadership and mentorship have also helped shape the next generation of skilled trades professionals within the organization.

“Steve represents the very best of our industry,” said Chris Hanes, general manager of Micro Mold Co. “His craftsmanship, his persistence, and the pride he takes in mentoring younger toolmakers have made a lasting impact on our team.”

As part of the award, Carr received a $1,000 stipend provided through the generous support of MoldTrax, to be donated to a school of his choice with an active plastics or precision machining program. Carr selected Erie County Technical School (ECTS), a local institution that prepares students for technical, hands-on careers. To further support workforce development in the region, Plastikos is matching the $1,000 award, bringing the total contribution to $2,000.

The donation will be presented to ECTS on Friday, May 15 at 11:30 a.m, during the opening of the school’s Local Advisory Committee meeting, where students showcase their work to local industry and community stakeholders. Representatives from SPE, Moldmaking Technology Magazine, MoldTrax, and Beaumont’s American Injection Molding Institute will join Plastikos for the presentation.

For Carr, the opportunity to invest in students entering the skilled trades reflects the part of his career he values most. “The part I’m most proud of in my career is the people I’ve helped along the way,” Carr said. “Seeing someone grow in the trade and build their own career — that’s what really means the most.”

Carr will retire in June 2026 after more than four decades in the moldmaking industry. His influence will carry on through the many toolmakers he has mentored and the standards of craftsmanship he helped establish.

“We’re incredibly proud of Steve and grateful for the example he’s set,” said Philip Katen, president and general manager of Plastikos. “This recognition reflects a career defined by skill, humility, and a genuine commitment to helping others succeed.”

The Mold Repair & Maintenance Person of the Year Award recognizes professionals whose passion, precision and dedication strengthen the moldmaking industry.

Carr’s career stands as a testament to the craftsmanship and mentorship that keep advanced manufacturing moving forward.

To learn more about Plastikos, Micro Mold, and Plastikos Medical, visit https://plastikoserie.com/.

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