In celebration of the MBA’s 120th year, the Association is recognizing Icons of Industry for their many contributions to the MBA and business community. James (“Jim”) Ohrn has been a highly respected finance professional for more than 30 years, working behind the scenes and at the forefront of industry. He is currently a Board member and secretary-treasurer for Custom Group Industries — including Custom Engineering, Venango Machine and Lamjen. He is an active Board member and former chairman for Americans for the Competitive Enterprise System (ACES), a longtime judge for the MBA’s Patrick R. Locco Scholarship Awards, and also has served as the financial administrator for the City of Erie School District during its state-mandated financial improvement plan after being appointed by then-Governor Tom Wolf. Here, Ohrn reflects on his leadership journey and key business roles.
Although you retired as a VP and CFO from Custom Group Industries after nearly three decades, you are still an active Board member. Tell us what inspired you to be a CFO, the importance of the CFO role and your continued involvement.
My first job after graduate school and military service was at a regional public accounting firm, Main Lafrentz and Company, located in downtown Erie. As I conducted financial audits of many local companies, both service and manufacturing, I was most attracted to the process of producing a product — the unique discipline of taking various raw materials, adding technical skills and utilizing machinery and equipment to produce an item that satisfied public demand. Friendships and acquaintances established during these audit engagements resulted in job opportunities for me as a plant accountant and controller in manufacturing firms in Millcreek and North East, PA. It was these experiences that prepared me for the chief financial officer (CFO) position at Custom Engineering Company starting in 1997. In 1999 and 2000, Venango Machine Co. and Lamjen, Inc. were added and the companies were known as Custom Group Industries.
In a smaller company such as Custom Engineering Company, the CFO role takes on various tasks in addition to financial and accounting oversight. During my tenure at Custom, I also was responsible for risk management, human resources, information systems and procurement. This broad spectrum of responsibilities was both challenging and rewarding as I had the opportunity to learn and experience these important functions while working with the talented staff assigned in those departments. My successor, Dan Cullen, also possesses a wide range of financial and operational experiences, which positions him well. I have been fortunate to be asked to remain on the Custom Group Industries Board of Directors where I also serve as the secretary-treasurer.
In your experience, what role does financial leadership play in fostering a company culture that values both growth and fiscal responsibility?
Financial stewardship in any organization is so important. It is a key discipline needed to ensure the viability, stability and sustainability of an organization. Senior management cannot make the best decisions on operational matters without accurate, timely and relevant financial information. In addition, employees also need reliable financial input in the areas of compensation, benefits and retirement planning, etc.
Given your extensive experience in finance, what have been some of the biggest challenges you’ve faced in your career and how did you overcome them?
The two biggest challenges that I faced have to be the recession of 2007–2009 and the COVID-19 pandemic of 2020–2022. These were two unexpected situations that rattled the markets, our customer base, our employees and vendors. It was so difficult to right-size our business based on realities in the marketplace during these two unfortunate events while ensuring that our lenders and customers were satisfied that we could persevere despite the many challenges, many of which were out of our control. Ongoing meetings with employees, customers, vendors and lenders assured them that we were taking the necessary steps to ensure good financial stewardship and operational efficiency to navigate through these uncharted waters.
Tell us about the importance of such involvement from a leadership perspective. What have you learned from these diverse roles?
I believe in the importance of giving back to the community that has supported my family and me over the years. Philanthropy is a big part of this response, but so is actual hands-on involvement with nonprofit organizations that serve the community in so many important ways. Over the years, I have been asked to serve on boards of nonprofit organizations which serve youth, seniors, hospice patients, public education and economic development. All are an essential part of the fabric of a vital community. Selfishly, I have learned so much from the wise men and women who compose these nonprofit boards. Most are intelligent, passionate and dedicated to the mission of the respective organization. They have instilled in me an appreciation for the needs of those in our community who are at risk, and we have worked tirelessly to overcome the challenges faced.
As someone deeply involved in both financial leadership and community service, how do you personally balance these responsibilities, and how do they influence each other in terms of your approach to leadership?
Accepting positions on various boards and committees occurred gradually over time, which enabled me to handle the responsibilities in an orderly fashion. I usually start out focusing on financial matters in an organization, and, as I become more familiar with the mission and vision of the organization, I can be of more assistance beyond the numbers. The other board members of these nonprofit organizations contribute greatly to the cause and enabled me to benefit from their wisdom and insight which, in turn, grew my leadership skills.
What has been the greatest lesson you’ve learned during your professional career?
To always put others first and treat them with dignity and respect. Also, not to hesitate to ask a question to make sure the task at hand is well understood.
Throughout your career, what has MBA membership meant to you and the organizations you serve?
We have relied on The MBA over the years for its great supervisor training programs as well as the human resources and legal assistance expertise. In addition, we appreciate that The MBA recognizes the great importance of manufacturing in this region with the focus on Manufacturing Day (MFG Day) each October. Finally, the Patrick R. Locco Scholarship Awards, which I have helped judge for more than 10 years, motivate young men and women who are focusing on technical skills — these are the future employees that we will depend on.
What is your fondest memory of working with the MBA?
In late 1998, I was serving as chairman of the Americans for the Competitive Enterprise System (ACES) Board of Directors and, along with the ACES staff, had the privilege to work with Ralph Pontillo and John Krahe when ACES was offered the opportunity to assume responsibility for the successful Pennsylvania Business Week (PBW) program. These discussions were both professional and productive and 25-plus years later, PBW continues to thrive conducting programs at 10 high schools in the region. Also, the ACES organization is so appreciative of The MBA’s financial support over the years.
Is there anything you’d like to add?
Sincere congratulations to The MBA, now under the wise leadership of Lori Joint, as you celebrate your 120th year serving all companies in the region, especially the all-important manufacturing base. Thank you for this great honor.
