Invest: sat down with Michael Peduzzi, CEO of CNB Bank, to discuss its recent acquisition of ESSA Bank Corp., its approach to workforce development, and its ongoing commitment to community and client relationships. “In western Pennsylvania — Greater Pittsburgh, the Greater Erie area, and east into Greater Clearfield — there’s ample room to deepen penetration. Our platform is strong; the task is to expand relationships where we already operate,” he said.

What ultimately differentiates CNB Bank?

A combination of disciplined risk management, localized decision-making, and technology that keeps service personal. We hire people who know their communities. We invest in tools that extend access and hours without removing the human from the experience. And we structure solutions so clients aren’t set up for surprises if conditions change. That’s how we think about growth — not as a number, but as a responsibility to do more of what works for customers and communities.

What developments over the past year most materially influenced CNB Bank’s operations and strategy?

We completed the acquisition of ESSA Bank Corp. in northeastern Pennsylvania, which brought balance to our footprint and expanded assets from $6 billion to $8 billion. ESSA was a strong cultural fit. That was key: We weren’t chasing growth just to be bigger. We wanted to extend what I view as premier banking services and employee experiences across more of Pennsylvania. We prepared for the integration with intention; for example, we placed a hiring freeze on back-office roles at our main organization so we could minimize displacement for ESSA employees after the merger. Technology helped too. Today, team members don’t have to be next to the main systems in Clearfield; our remote platforms allow qualified people across western Pennsylvania and beyond to contribute, which strengthened the combined workforce.

How are you approaching workforce development, both in attracting top talent and shaping culture?

Roughly 10% of our workforce is remote, and that flexibility widens our recruiting aperture. Many roles can be executed electronically, with people coming in a couple of days a month for meetings. We also deploy technology that pairs convenience with human connection. A good example is our enhanced teller machines. From 7 a.m. until branches open — and again from close until 7 p.m. — customers can tap the screen and speak live with a banker who can take deposits, initiate loan applications, and handle day-to-day needs. Behind the scenes, we staff those live bankers from multiple sites across our footprint. The goal is to put great talent in front of customers wherever they are, without forcing staffing into one geography.

How do you balance technology with the human side of banking?

Technology should enable better conversations, not replace them. Many consumers have experienced chatbots that can’t solve a real issue. Our model keeps the convenience — extended hours, digital access — but ensures you can talk to a qualified human when it matters. Whether you’re standing at one of our enhanced machines or connecting digitally, you still get a banker who can actually resolve a problem or advance a goal.

What trends are most shaping the banking landscape right now, and how is CNB responding?

Digitization is universal, but customers still want choice. Plenty of people prefer to bank by phone or laptop, until it’s time to transmit sensitive information or complete a complex step, like a loan application. Then many want an in-person or live, person-to-person experience. We’ve invested heavily in security so that when customers do communicate or transmit data electronically, it’s protected. Just as important, we educate clients on best practices: secure networks, avoiding password sharing, and using the tools we provide safely. Ease of use matters, but never at the expense of safeguarding personal and business information.

Interest-rate volatility has challenged the sector. How are you managing risk while supporting clients?

When rates spiked in early 2023 and then began to pull back, our interest rate risk management framework helped us stay agile. We do extensive modeling so borrowers and depositors aren’t exposed to “everything must go perfectly” scenarios. If a customer’s rate changes, we work through whether they can handle that before structuring a solution. It’s proactive and transparent — we alert clients to the relevant risks and tailor structures accordingly. Again, growth is fine, but we focus on smart growth that both the bank and the customer can embrace.

CNB has deep local roots. How does community engagement shape mission and strategy as you grow into new markets?

For the first 140 years, we were concentrated in central Pennsylvania; our four-state expansion took off around 2005. Even so, we don’t “export” bankers. When we launched in places like Erie, Buffalo, Columbus, or Roanoke, we hired people from those communities — people who already understood local needs and had relationships with civic organizations. That local knowledge is foundational. We also give every employee two full days of paid volunteer time each year during the workday. Many community needs are addressed during business hours, and we wanted our teams to engage meaningfully. Most employees use the full 16 hours because they’re deeply connected where they live and work.

How would you describe CNB’s regional economic role, especially in small-business lending, commercial real estate, and reinvestment?

We try to be self-funded and self-investing. The deposits we take in a community are tracked and reinvested back into that community. That discipline supports deeper relationships, because local economies drive our customers’ success, from keeping people employed and paying mortgages to helping families plan for education and build wealth. We also look closely at local demographics to ensure our teams reflect the communities we serve. In areas with more Spanish speakers, for example, we prioritize bilingual staff so newcomers can access services and keep progressing financially.

What are your top priorities over the next two to three years?

Depth over breadth. We don’t need new states or cities to grow. In western Pennsylvania — Greater Pittsburgh, the Greater Erie area, and east into Greater Clearfield — there’s ample room to deepen penetration. Our platform is strong; the task is to expand relationships where we already operate. Technology is a force multiplier here. For instance, customers can already open accounts online, so they don’t have to be near a branch to benefit from our services. We’re also proud of Impresia Bank, our division by women, for women. That focus reflects our broader view: when you align culture, capability, and community needs, you serve more people — and you serve them better.

In an interview with Invest:, Gabe Monzo, executive director of the Arnold Palmer Regional Airport (LBE), discussed the airport’s recent developments, including Spirit Airlines’ service changes post-bankruptcy and efforts to modernize infrastructure. Не also shared the airport’s approach on the traveler experience. “We know our place. Most people aren’t flying to Fort Lauderdale for a business meeting – they’re going to have fun, so we’re courteous, conscientious, and focused on service,” Monzo said. 

 

What changes over the past year have most impacted Arnold Palmer Regional Airport (LBE), and in what ways? 

At the beginning of the year, one of the first challenges we faced was Spirit Airlines filing for bankruptcy. That was a major issue for us. We were concerned that their bankruptcy would affect our operations, especially since they’re the only airline we have. We have a significant investment in Spirit Airlines, and we wanted to ensure they remained viable and operational. The good news is that another flight from Fort Lauderdale was added. That was a city we had lost for a period of time, and they’ve now brought it back. The air traffic controllers are ecstatic. They now have an elevator! It doesn’t take them the whole way up to the cab, but it reduces the climb from 75 stairs to just 6 stairs. They also got new blinds, new windows – it’s been fully refurbished. We’re a contract tower, which is different from an FAA tower. We’re part of the FAA’s Contract Tower Program, so while the controllers are FAA-certified, the tower itself operates under a different structure. That entire project was 100% federally funded. 

How does Arnold Palmer Regional Airport differentiate itself within the Pittsburgh area’s aviation network, and what role does it play in serving the community’s needs? 

We know we’re a party. We fly to Myrtle Beach, Fort Lauderdale, and Orlando. People come here to have fun. We want to encourage that from the moment they park to the moment they board. That’s the time we control, and we want it to be enjoyable rather than a hassle. We try to be part of the party, not the problem. We’ve actually seen people tailgating in the parking lot before flights to Myrtle Beach. We don’t officially advocate for it, but it happens. We know our place. Most people aren’t flying to Fort Lauderdale for a business meeting – they’re going to have fun, so we’re courteous, conscientious, and focused on service. With a name like Arnold Palmer, we want to be a class act. He was on our Airport Authority board and instilled the importance of providing a positive experience. Also, parking is free – whether it’s for a day or a week. That’s $100 in savings travelers can spend on their trip instead. We’re not trying to compete with Pittsburgh – we’re part of Pittsburgh’s system. Our prices are reasonable, depending on the travel date. And travelers are savvy – if they can save $50 by flying Tuesday instead of Saturday, they’ll do it. 

What steps is LBE taking to embrace sustainability and innovation, and how do these efforts align with industry trends? 

Everyone strives toward being carbon neutral. Sustainability means a lot to us and to the environment. We’ve switched all of our ramp equipment to electric. That’s a big deal for a small airport. Fifteen years ago, we didn’t even have a tug — now all our tugs, lavatory carts, and baggage carts are electric. The only diesel equipment left is the aircraft pushback vehicle, and we’re still figuring out how to make that electric. Solar power is the future, and airports have a lot of unused land. Now that solar arrays no longer pose risks to aircraft, they’re going to be a major trend. We’re heavy electricity users, so reducing that footprint is a huge step toward sustainability. You’ll never find anyone better than Pittsburgh International when it comes to sustainability leadership – they’re setting the standard. 

What are your top goals and priorities for the airport over the next year? 

Our primary goal is to support Spirit. We want to help them grow and stay here. They started with us before going to Pittsburgh. They took a leap of faith 12 years ago by choosing Latrobe. Even though we access the Pittsburgh market, we’re not dependent on it. We serve Westmoreland, Cambria, and Somerset counties – big counties with people eager to travel. It’s only two days a week to start, but it’s certainly an encouraging sign-especially since they added it immediately after emerging from bankruptcy. So that’s the long and short of it. We were maintaining two or three flights a week through the fall of 2024, and it was difficult to stay operational with the number of employees we had. We experienced some layoffs and cutbacks with the airline, but now we’re back to full operation. 

How do routes like the Fort Lauderdale service align with LBE’s strategic goals, and what opportunities do they present for regional connectivity? 

Well, the idea is connectivity. Pittsburgh is so close, it’s tough for us to generate interest in nonleisure services like business travel. Most people traveling for business across the country will use Pittsburgh. We have a very active charter operation. LJ Aviation, which is our premier charter operator, flies all over the world – to Beijing, the Western U.S. – they’re everywhere. Even though the passengers aren’t generated here, the aircraft are based here. So they’ll go to, let’s say, California, pick up a CEO, take them wherever they need to go, stay there for two or three days, bring them back, and then return to Latrobe. That’s great business for us, and it generates a lot of jobs. LJ Aviation employs around 125 people. For a small airport our size, that’s a big deal. These are all good, life-sustaining jobs. Laurel Highlands Jet Center has a relatively new flight school in collaboration with St. Vincent College. The opportunity to get a four-year degree in aviation while doing flight lessons just a half mile away is a big deal. You can see the Basilica from the airport – it’s beautiful. The charter operation and the flight school are very important to us. It means a lot for small airports to diversify. You don’t want to put all your eggs in one basket with flights to Fort Lauderdale or Myrtle Beach. That kind of service can be easy come, easy go. You have to be cautious and spread out your operations to stay resilient. 

What anticipated impacts do you expect from the terminal expansion project? 

We’re calling it a refurbishment plus expansion. The last time we refurbished the terminal was in 1998, so it was getting a bit old and worn. Now, with this project, you’ll enter at ground level and never need to go upstairs or downstairs. A bridge will take you right to the aircraft, so that’s a big improvement for us. We’ll also have two rows of TSA screening. During the pandemic, TSA kept it to a single line, and even though you were never behind more than 170 people, it was still a single-file line. With two lines, things will move even faster and more efficiently, with more space. We’re also expanding our hold areas. Our primary aircraft is the Airbus A320 – a 175- passenger plane. When it lands, you have 175 people getting off and 175 getting on, so you’re charging the building with 350 people. With our current space, that’s a challenge. This is the main reason behind the expansion. In March 2024, LBE secured $1.2 million in federal funding to rehabilitate its air traffic control tower, enhancing operational safety. 

How will the control tower rehabilitation project contribute to the airport’s operational efficiency and safety standards? 

Since COVID, people have prioritized travel. They’ve learned to value time off and want to take full advantage of it. That’s what we’re here for — to help them get away from the hustle and bustle.

In an interview with Invest:, Cory Cree, airport manager at John Murtha Johnstown-Cambria County Airport , discussed infrastructure upgrades, aviation education, and emerging technologies shaping the airport’s future, such as advanced air mobility. “Advanced air mobility, whether electric aircraft, drones, or autonomous aircraft, is coming in some form, and we want to position ourselves to be prepared,” Cree said.

What changes over the past year have most impacted Johnstown–Cambria County Airport, and in what ways?

Over the past year, several significant developments have taken place. We embarked on a $6.5 million Eastside Development Project, which involves widening an access road to our Keystone Opportunity Expansion Zone (KOEZ). This zone provides 130 acres of tax benefits to any new company that moves into the area. In addition to widening the access road, we are adding a 162-stall parking lot to support St. Francis University’s aviation maintenance technician school and the Nulton Aviation Flight Academy, both located at the airport.

Furthermore, we are reconstructing a hangar apron to support these programs and making security gate and fencing upgrades. This project is expected to be completed by this fall. Another exciting development is the introduction of a local restaurant, Balance Restaurant @ the Airport, which provides food options for passengers and attracts visitors to the airport, raising awareness of our services.

How does the four-year SkyWest contract through October 2029 and the $5.7 million grant for a hangar and aviation innovation center elevate the airport’s profile?

The grant you mentioned is just a portion of a larger project. We are planning to invest approximately $30 million to construct a Regional Jet (RJ) Hangar / Innovation Center, which will support overnight maintenance for SkyWest Airlines (SkyWest), operating as United Express. This facility will enhance our local economy and potentially increase flight options for passengers.

In 2026, we will begin Phase One of this project, a $10 million investment to construct the initial phase of the hangar, enabling overnight jet maintenance. Additionally, the U.S. Department of Transportation recently selected SkyWest’s for another four year contrast as our EAS (Essential Air Service) provider, reinforcing our partnership. Our passenger numbers have grown significantly, from 7,500 departures in 2022 to nearly 18,000 last year, which has also increased our FAA funding eligibility. We are currently on pace to exceed last year’s passenger numbers. 

How has the doubling of departures impacted the airport’s FAA funding eligibility and broader operational capabilities?

FAA funding is structured in tiers. Airports with fewer than 10,000 annual enplanements receive $150,000 in Airport Improvement Program (AIP) funding, while those exceeding 10,000 receive $1 million. Our growth pushed us past this threshold, increasing our AIP funding from $150,000 to $1.3 million annually. Additionally, under the Bipartisan Infrastructure Law (BIL), our funding rose from $295,000 to $1.4 million per year. This financial boost allows us to accelerate development projects, such as taxiway light upgrades, runway maintenance, parking lot expansions, and passenger screening area improvements.

How are you leveraging aviation education programs, such as the aircraft maintenance technical school and partnerships with SkyWest, to attract and develop local talent?

Aerium, a nonprofit organization associated with the airport, has secured six CIP codes for aviation education in Pennsylvania high schools, enabling public funding for aviation courses. Saint Francis University’s Aviation Maintenance Technician School (AMTS), which opened in fall 2024, provides a direct career pathway for students. Graduates can interview with SkyWest for airline maintenance technician positions or join Lockheed Martin, a major employer in Johnstown’s industrial park.

For aspiring pilots, the Nulton Aviation Flight Academy offers training from private to commercial licenses, with guaranteed interviews at SkyWest for qualified candidates. 

We are also exploring advanced air mobility (AAM) and drone technology, including a groundbreaking medical drone delivery initiative in Johnstown. The Southern Alleghenies Planning & Development Commission received a $1.9 million U.S. DOT SMART Grant to develop a drone-based medical delivery system. This program, known as Drone814, will deploy drones beyond visual line of sight to deliver emergency medical supplies. For example, if someone experiences a seizure, a 911 operator can dispatch a drone within minutes to deliver life-saving equipment before an ambulance arrives. Drone814 is the first of its kind in the United States and could expand statewide and nationally, with potential Medicare reimbursement.

What industry trends are noteworthy, and how is the airport positioning itself to navigate or capitalize on these?

On the advanced air mobility trend, we are partnering with Drone814. We are also partnering with the University of Pittsburgh on some great advancements in medicine as well as tying that in with advanced air mobility and providing other life-saving medical components for both the Department of Defense and air ambulance for rural areas. We are also working with other companies in advanced air mobility such as Horizon Aerobotics, which provides drone inspection services.

We see a lot of potential partners, though I should not say potential partners because we are already working with these companies in advanced air mobility, and we are trying to position ourselves with all these projects. For example, we have talked about the Drone814 project and flying beyond visual line of sight. One of the things that project is doing is installing sensors across the county, which helps to identify where the drone is so that it can be flown beyond visual line of sight and deconflicted with other air traffic. That is huge because you must know both where the drone is and where the aircraft are, and vice versa, to avoid any collisions. 

I mentioned the RJ Hangar / Innovation Center that we are developing. It will serve both regional jet aircraft maintenance within the hangar and innovation initiatives within the offices and conference rooms. Imagine a large rectangle where the aircraft maintenance occurs inside, and on the other three sides of the building, we will have offices and conference rooms potentially for colleges and advanced air mobility companies working in aviation innovation, design, testing, and certification. We want to be involved in all aspects of that as we move forward because we see it coming, and we do not want to ignore it. We want to embrace it and ensure a safe airspace.

Advanced air mobility, whether electric aircraft, drones, or autonomous aircraft, is coming in some form, and we want to position ourselves to be prepared. We are also talking with other advanced air mobility companies, such as Beta and others, that we would love to see here.

What challenges has the airport faced, and how are current initiatives helping you overcome them?

One of the primary challenges we have faced is maintaining and upgrading aging infrastructure while simultaneously expanding to accommodate new technologies and increased demand. Our main Runway 15-33, though robust with reinforced concrete pavement at 7,004 feet by 150 feet and capable of handling nearly any aircraft, requires ongoing investment to meet modern safety and operational standards. For example, we are resurfacing the crosswind Runway 5-23 and upgrading taxiway lighting and signage to enhance navigation and reduce risks. These improvements are critical as we integrate advanced air mobility operations, such as drones and electric aircraft, into our airspace.

That being said, the momentum here is incredible. Between infrastructure upgrades, educational partnerships, and innovative programs like drone delivery, we are positioning the Johnstown Airport as a regional leader. Our collaborations with airlines, universities, and government agencies ensure sustainable growth, benefiting both passengers and the local economy. It is an exciting time for aviation in our community.

Looking ahead, what are your key goals and priorities for the airport?

We must take each opportunity step by step. We must crawl before we walk and walk before we run. Currently, we provide daily round trips to Washington D.C. (IAD) and Chicago O’Hare (ORD). The next step is building the RJ Hangar / Innovation Center to enable overnight maintenance, which will allow more aircraft at the airport, potentially leading to additional morning flights and increased passenger traffic. As demand grows, we hope to add new routes.

On the economic development side, the RJ Hangar / Innovation Center will attract businesses, supported by workforce development through Saint Francis University’s AMTS, which trains aviation mechanics. This helps us attract aircraft maintenance facilities by offering a ready workforce.

We also need to expand the passenger screening area and parking lots, which are currently near capacity. We are planning hold room expansions and airfield improvements, such as taxiway lighting, signage upgrades, and resurfacing the crosswind runway as previously mentioned.

We are hiring additional airport operations staff to manage daily operations like building maintenance, snow removal, and grass cutting. It is a team effort.

In the next two years, we aim to complete phase one of the $30 million hangar, followed by phases two and three to create a larger facility for maintenance and innovation. Each year, we will strengthen partnerships and continue to systematically grow the airport.

In an interview with Invest:, Mike Sicoli, CEO of DQE Communications, reflected on the company’s first year as a standalone entity following its carve-out from Duquesne Light. Under his leadership, DQE streamlined operations, reignited growth, and expanded its service offerings. Positioned to support Pittsburgh’s economy of innovation, DQE is targeting double-digit growth as it scales to meet rising AI and data infrastructure demands.

How has the past year been for DQE Communications, and how does it reflect the state of the telecommunications and digital infrastructure industry?

It’s been an eventful year. DQE has been in business for over 20 years, most of that as a subsidiary of Duquesne Light, a utility company serving the Pittsburgh area. As a communications subsidiary, DQE operated as an unregulated business, which is very different from its parent company’s core operations. That setup isn’t unusual in the United States, where utility companies often build fiber for internal use and later realize they can commercialize it. These ventures are frequently spun off, as happened with DQE in May of last year, when Duquesne Light sold us to GI Partners, a private equity firm and global infrastructure investor.

I joined the company at the same time, having previously worked with GI Partners as a consultant evaluating the asset. When the deal closed, they decided to bring in new leadership — that was me.

Our first priority was to carve the company out from the parent, since many back-office functions — finance, IT, legal, HR — had been handled by Duquesne Light. We stood up those teams and became a true standalone business.

Next, we focused on transitioning from a stagnant business into a healthy, growing fiber company. Growth had stalled largely because DQE was a noncore division. Initially, Duquesne Light invested heavily to build the network, but over time, resources shifted back to their primary operations. As a result, the business plateaued.

We’ve been working to shift that culture and create a company equipped to compete, serve customers well, and drive revenue. Earlier this year, we returned to growth — a huge accomplishment. While growth is modest right now, our goal is to achieve double-digit growth over the next year or two.

In the broader industry, transformation is everywhere. Our situation was unique due to the carve-out, but M&A is rampant across telecom. Almost every player has been through, or is headed for, a major transaction. The fiber segment remains fragmented, so I expect consolidation to continue.

Which new products or services have gained the most traction over the past year?

Our growth strategy has two parts. First, we’ve focused on increasing share with our existing products. DQE started as a dark fiber company, selling to wireless carriers and large enterprise customers like hospitals and universities. Over time, we added lit services — wavelengths, Ethernet, and internet — expanding our offering to the same customer base and opening more of the market within our footprint.

Under utility ownership, our go-to-market strategy, systems, and product marketing were underdeveloped. Much of our recent success has come from simply doing the basics well, applying focus, discipline, and consistency. So far, we’ve largely just sold more of what we already had.

We’ve also launched several new products in the past six months, including voice services, SD-WAN, managed security, and wireless backup. These aren’t groundbreaking — most companies in our space have offered them for years — but for us, they represent meaningful portfolio enhancements

We’re seeing early traction, along with the typical growing pains of launching new offerings as a smaller company. We’re learning on the fly, but we’re optimistic. Within a year, we expect these additions to contribute roughly 10% of our sales.

In the long run, they’re essential to achieving our growth goals. Even without them, we could have made progress — and we have — but now we can accelerate that momentum. Looking ahead, we’re exploring capabilities like network-as-a-service and automation, even autonomous networking. Larger companies are already moving in that direction, and we know we’ll need to evolve as well.

How does DQE contribute to regional growth and innovation across Pittsburgh and Western Pennsylvania?

Connectivity may seem unglamorous — we’re essentially plumbing — but everything exciting or important in society today relies on bandwidth. Whether it’s events at stadiums, operations in hospitals and universities, or activity in data centers, we enable it all.

DQE has the most comprehensive and resilient network in the region, making us a natural partner for critical infrastructure. Pittsburgh is a fascinating mix of old and new — a legacy of manufacturing and steel combined with leadership in autonomous vehicles, robotics, AI, biomedical research, and engineering. These sectors demand massive, always-on bandwidth.

We take pride in enabling those innovations. There’s a growing push around AI, hyperscale and high-density data centers, and smart manufacturing. Pittsburgh is well-positioned for this due to its location over the Marcellus Shale, which provides access to reliable, locally generated natural gas power. Co-locating power-intensive data centers or manufacturing near energy sources is a strategic advantage, and Pittsburgh is one of the few places where that’s possible.

But all that power must be matched by equally robust fiber infrastructure. Resiliency is key — hospitals typically have two or three fiber paths; data centers require four or more. The bandwidth volume they transmit is staggering. As AI grows, so do power and bandwidth needs — and we’re right in the middle of it. The initial focus for site selection is on power, land, and water, but fiber is next. That’s where we come in.

What are the main challenges facing the telecommunications sector, and how is DQE turning them into opportunities?

The biggest challenge is competition. We compete daily against giants like Verizon, Comcast, and Crown Castle (which is being acquired by Zayo). Customers have options, and everyone is fighting for market share.

As a smaller company, we must be scrappy. But we also have an edge: we’re local, and we were built for the most demanding use cases from the beginning. Our origin serving Duquesne Light meant our network had to support mission-critical grid functions — bandwidth that couldn’t fail. Then we built out for wireless carriers, hospitals, and universities. That DNA matters.

Many of our competitors were built for consumer markets and are now pivoting to enterprise. We’ve been enterprise-grade from day one. And because every customer matters more to us, we believe we deliver better service, with urgency, accountability, and consistency. That’s not just a slogan, it’s how we operate.

Another challenge is the rising cost and complexity of building fiber. Unlike most industries, fiber construction is getting more expensive and harder over time. Labor and materials cost more, and permitting is a major hurdle, especially in Pennsylvania.

The state has made progress, but permitting remains a slow, multilayered process. With aerial builds, pole attachment rights require approval — and often work — from the pole owners, who aren’t incentivized to move quickly.

Underground builds are even more complex, often requiring permission from dozens of landowners along a single route. In Pennsylvania, municipalities have more authority than in other states, which adds to the complexity. Permitting is often the most time-consuming and costly part of building fiber.

State and federal leaders are working on solutions, but it’s not fixed yet. There’s significant attention on AI data centers and power generation, but not enough focus on the fiber that connects it all.

What are your top goals and priorities for the next two to three years, and what does success look like for DQE?

Our No. 1 goal is growth, specifically, double-digit revenue growth. Few companies in our space can achieve that, but we believe we can.

There’s untapped opportunity within our existing footprint. With our new products and improved systems, we can serve customers more effectively. That translates to revenue growth and, ultimately, company growth. We have 100 employees today, and I’d like to see us reach 200 or more in the next few years.

We’re also leaning into AI. Our current use is limited, but we know we must adopt it or fall behind. AI can help us become more efficient, move faster, reduce friction, and improve customer experience.

We’ve also set an internal goal of zero preventable outages. While storms or accidents are outside our control, many network issues are preventable. We’re focused on controlling everything we can to ensure maximum uptime. That mission drives us forward.

In an interview with Invest:, Mark Schneider, Chief Commercial Officer for Cordia, said that the unprecedented demand from data center development is fundamentally reshaping energy strategy and creating new opportunities. “Demand growth from data centers and other sources has impacted energy prices broadly, affecting everyone. That’s driving strategy shifts,” Schneider said.

Over the past year, what major changes within the company or the broader energy landscape have most influenced your strategy for the East region?

The biggest thing that has influenced our strategy in the last year or two is the same thing almost anybody in energy would say: data center development. It’s having a direct effect on the energy industry, especially in the Eastern United States, but also in other geographies. In Pittsburgh, we’re part of PJM, the independent system operator for the electric grid, which operates as its own market. Demand growth from data centers and other sources has impacted energy prices broadly, affecting everyone. That’s driving strategy shifts. Cordia provides on-site energy, from district systems to microgrids to combined heat and power, for critical infrastructure and energy-intensive institutions. So changes in market pricing have a big impact on us and our customers. It’s shaping our business direction, including how we control costs and where future opportunities lie.

Cordia Pittsburgh was named IDEA 2025 System of the Year. Which internal improvements or investments drove this recognition?

There have been a handful of different activities that culminated and drove that award. Cordia is a national company with a presence across major metro areas, and most of our assets are in high-energy-density zones. In downtown Pittsburgh, we’ve made several large investments over the past eight years. It started with our Uptown Energy Center serving Mercy Hospital and the Vision Rehab Institute. Then we acquired Duquesne University’s central energy system and structured an energy-as-a-service agreement. We also expanded services from a cooperatively owned steam system, winding down operations. Lastly, we acquired district energy and microgrid assets from People’s Gas, including systems at county facilities. These investments created a contiguous, interconnected system—rare in district energy, where growth is slow and systems are often over 100 years old. That scale and speed of development made our work in Pittsburgh unique.

With Cordia interconnecting the Allegheny County District Energy System to the downtown network, what benefits are early customers seeing?

Reliability is mission-critical to us. It’s why people work with Cordia. We have a record of extremely high reliability, and our key customers, which include hospitals, the Pittsburgh airport, and universities, view that as essential. Interconnecting assets builds redundancy. All buildings on our networks are served by multiple sources. On sustainability, we helped retire and rebuild the 100-year-old Pittsburgh Allegheny County thermal system and replaced Mercy’s central plant with efficient technologies. Steam is hard to fully decarbonize, but we have targets for 2030 and 2050. We help customers minimize use and apply best practices. We’ve improved efficiency and emissions controls, replacing outdated boilers. Duquesne’s combined heat and power plant recovers waste heat, and our integration lets us extend that efficiency to nearby buildings on our steam system.

As energy systems evolve, which skills or roles are most critical for Cordia, and how are you attracting or developing local talent?

The energy sector is currently in an interesting space, requiring a blend of new and conventional skill sets. We are seeing increasing value in expertise related to instrumentation and automation, as energy systems become more automated. This includes professionals experienced in troubleshooting, programming, and operating this type of equipment. Looking ahead, AI will undoubtedly play a greater role in energy systems. Anything that can be optimized will incorporate AI, and this is a skill set we recognize the growing need for internally. However, a greater challenge for us remains finding and retaining talent with what we term the “conventional” skill sets.

Beyond building the right team, what are your biggest hurdles, and where do you see the greatest emerging opportunities?

The energy sector is experiencing both great opportunity and uncertainty, largely driven by AI, data centers, and low growth trends. A major challenge is supply chain constraints, particularly affecting the procurement of essential equipment for new projects like data centers. This equipment includes electrical generation, heating, cooling, and industrial cooling systems such as chillers. These market and supply chain shifts are, however, driving the adoption of new solutions and commercializing technologies whose economic viability has improved. A prime example is fuel cells. Cordia Energy already uses them for electricity generation and heat recovery in its fleet. Increased demand from data centers is helping to scale up production, which is expected to lower costs. This illustrates how new technologies are becoming more viable across the energy and HVAC industries.

Cordia emphasizes long-term community value. Which initiatives or partnerships best reflect that in Pittsburgh or your other key cities?

In the cities where we operate, many of our systems have been in place for decades, some for over a century. We are deeply involved in local economic development and frequently collaborate directly with our partners. Duquesne University is a prime example; we are heavily invested in sponsoring its sports programs. Our goal is to align our initiatives with the missions of our community customers. We are currently working with them on several meaningful local initiatives, including scholarship opportunities. We have several programs like this, underscoring our focus on supporting economic development and growth in the cities where we have a presence. Ultimately, we try to ensure our community engagement actively helps drive the missions of the key institutions we partner with.

Looking ahead two to three years, what are your top goals for the East region?

We’ve seen considerable growth and continue to pursue it, but our focus has shifted. While we’ve experienced significant economic expansion, the priority now is ensuring that future growth is also sustainable. Given the rising demand in energy markets, opportunities abound. We are being deliberate: growth must align with our sustainability goals and support decarbonization. This is a complex area with various dimensions, so it’s difficult to pinpoint one specific approach. Ultimately, our biggest operational shift is the intentional pursuit of sustainable growth.

Toby Rice, President and CEO of EQT Corporation, sat down with Invest: to discuss how EQT has responded to unprecedented AI-driven energy demand and expanded LNG and infrastructure investments to drive sustainable growth, energy security, decarbonization, community engagement and long-term economic development in Pennsylvania and beyond. 

What changes over the past year impacted EQT and its operations, and in what ways?

The biggest shift has been the clearer picture of the energy demand coming to this region through AI and the need to meet rising power requirements. AI is something everyone is talking about, and it directly affects our business and how we operate. We are seeing an unprecedented level of natural gas demand emerging right in our backyard.

In the past 12 months, we announced 1.4 billion cubic feet per day of natural gas demand to support the power needs of two major facilities — one in Homer City, Pennsylvania, just east of Pittsburgh, and the other at the Bruce Mansfield site, on the west side of Pittsburgh. These are major opportunities that will generate significant economic growth for the region.

What was the strategic thinking behind the Olympus Energy transaction, and how does it complement EQT’s existing footprint?

Over the past six years, EQT has completed more than $20 billion in transactions. Each of these deals has made us better and bigger, and each has played a key role in our transformation. We’ve reduced our costs by 30%, increased our productive capacity by more than 50% and doubled the profitability of our business, measured on a free cash flow per-share basis. We’re excited to continue that track record with Olympus.

Olympus strengthens our ability to supply the AI revolution that is unfolding right here in Pittsburgh.

What does the Homer City redevelopment mean for EQT and for the region’s shift toward new energy applications?

This gives EQT the opportunity to grow our production by more than 10%. Given our scale, we produce the energy equivalent of more than 1 million barrels a day — all in natural gas form. Natural gas is a decarbonizing product and a cornerstone of energy security both for this region and globally. Being able to take that production base and demonstrate that we can grow it sustainably shows the magnitude of this impact on our business.

From a regional perspective, this could create more than 10,000 construction jobs. To put that into context, the Pittsburgh region is very familiar with the economic impact of the cracker facility. I believe Homer City will generate double that impact. This is a major opportunity for the region. The next 12 months give us the chance to demonstrate that Pittsburgh is the next American AI hub. And as significant as Homer City is, it’s only the first step — we intend to continue building out and attracting additional data center demand to the region.

How is EQT attracting and retaining skilled workers in Pittsburgh, and what strategies are helping ensure a strong local talent pipeline?

We have more than 1,500 employees and offer a very unique work experience. Our digital work environment allows us to be one of the few companies that is fully remote, which gives us access to top talent. Our operations jobs, however, are local — with 100% of our energy production located in the Appalachian region and centered in Pennsylvania. We invest more than $3.8 billion a year in maintaining and developing new assets in this region, which has generated a significant number of jobs and substantial economic stimulus for the state.

How do you see market forces shaping natural gas demand?

The biggest shift we see in the world today is electrification. Everything is electrifying, and that electricity requires energy to make it possible. Three major themes are driving this transition.

On the environmental front, the primary trend is the evolution of energy systems toward cleaner solutions. That shift is translating into coal retirements and replacement with natural gas. This is the biggest green opportunity we have in this country. It’s also why the United States is the world leader in reducing emissions, and I expect that progress to continue.

The second theme is the lack of energy security highlighted by the ongoing conflict between Russia and Ukraine. It underscored that energy security matters — and without it, you cannot transition. The United States will play a major role in providing global energy security while driving local economic growth through its LNG resources. America is the world’s leading LNG exporter, and we expect demand for domestic LNG to double over the next five years.

The third major theme driving tremendous demand is the surge in power needs. For the past 15 years, power demand was largely flat, with efficiency gains offsetting growth. That is no longer the case. We need substantially more power to meet data center demand — and data centers account for only about 40% of the total increase. The electrification of transportation and the return of domestic manufacturing are also accelerating electricity needs. Overall, we expect a 20% to 40% increase in demand for natural gas.

We are looking toward the future, and it has never been brighter.

AI-driven data centers are projected to require 50–75 gigawatts of additional power in the coming years. How is EQT preparing to meet this surge in demand?

That is an enormous amount of power. To put it in perspective, 75 gigawatts is equivalent to more than 15 New York Citys. The energy needed to support that growth must be affordable, reliable, clean and scalable — and it must be delivered quickly. When you evaluate all energy options against those attributes, we believe natural gas is the clear winner.

Some people express concerns about supply chains associated with natural gas. But over the past 15 years, natural gas demand has grown by more than 50%. In that same period, we increased natural gas–fired power generation in this country by more than 14 billion cubic feet per day. We have already demonstrated that we can deliver exactly what is being asked of the system right now.

Which community initiatives are you most proud of, and how do they reflect EQT’s role as both an energy leader and trusted partner?

We believe that the more energy we produce, the better the world will be. Our focus is on making that energy more affordable, reliable and cleaner. We have invested more than $70 million into our foundation and community giving that supports the places where we operate. Much of that funding goes toward building infrastructure, but we also support a wide range of nonprofit work throughout our communities.

Looking ahead, what are EQT’s top priorities, and how do you see the company evolving within the shifting global energy landscape?

In the short term, our main focus is continuing to evolve the energy systems we operate — replacing international coal with cleaner, more cost-effective natural gas while keeping pace with rising demand. We need to create an environment where technology companies can operate at full throttle without worrying about their energy supply. Winning the AI race is critical for us over the next five years, and that alone will help set the stage for this region and America’s success for decades to come.

LNG is also going to become an even bigger story globally. And moving forward, we intend to continue helping change the world from right here in Pittsburgh.

In an interview with Invest:, Tom DeLuca, president of ATI Specialty Rolled Products, discussed the company’s transformation, labor stability, and the growing demand in aerospace, defense, and energy. “We’ve been transforming over the past four years, and last year brought us much closer to our goal. This shift has focused on moving away from commodity products and toward more specialized offerings, particularly in aerospace and defense,” he said.

What changes over the past year have most impacted the company?
We’ve been transforming over the past four years, and last year brought us much closer to our goal. This shift has focused on moving away from commodity products and toward more specialized offerings, particularly in aerospace and defense.

When I stepped into this role, 17% of our revenue came from aerospace and defense. Today, it’s about 42%. That shift required consolidating operations by taking work once done across multiple plants and streamlining it into one. It also meant rationalizing product lines and investing in certain equipment and intellectual property.

In 2025, one of the biggest challenges has been the tariff environment. At the year’s start, there was optimism around a pro-business stance by the incoming administration,  but that didn’t materialize. The tariffs we faced were initially not on finished metals but on raw materials like nickel and titanium sponge. Costs also rose for nearly all operational items ranging from  things like  safety gloves and coil interleaving paper.

At the same time, shifting government policies created instability, and business does not thrive in that kind of environment.

Many of the products we make support the capital goods industry. When markets are uncertain, customers delay capex projects, which negatively impacts  demand. We also finalized the sale of one plant and product line, marking a key milestone in our overall transformation.

What impact have recent long-term supply agreements had on ATI’s growth strategy?
Two major developments have driven our growth strategy. The first is our six-year labor agreement, now about six months in, which gives our workforce and our business long-term stability. The last contract negotiation in 2021 led to a strike and customer loss, but we’ve since recovered and actually expanded. This stability is essential to sustaining operations and meeting demand.

Second are the commercial wins. We secured major long-term contracts with Airbus and Boeing. ATI is now Airbus’s largest flat roll supplier and Boeing’s second largest. These contracts are cornerstones in our high-growth aerospace market.

We also introduced a new product: titanium alloy sheet. It is complex to produce and made by only a few companies globally. We made a significant investment in Pageland, South Carolina, and we are in the final stages of commissioning and qualification, for major OEM’s and sub-tier aerospace customers.

This product filled a critical gap in our portfolio. Without  this product offering, competitors had portfolio leverage. Now, we can compete across the full range of offerings.

How significant is the new labor agreement with United Steelworkers?

This contract was approved by both parties, and we believe it’s a fair and balanced agreement. It includes meaningful incentives for our employees. When employees are motivated, it tends to lead to stronger output, better engagement, and overall company performance.

What steps are being taken to attract and train the next generation of skilled workers in Southwestern Pennsylvania?
Skilled labor is difficult to find — this is not unique to the region in which we operate — particularly workers with electrical and mechanical aptitude for maintenance-related roles. Our positions are 24/7 and involve shift work, which can make attraction more challenging.

We’ve developed a rigorous testing program and offer highly competitive wages to attract the right talent. Beyond that, we’ve worked in partnership with the United Steelworkers to establish a training center. Original equipment manufacturers (OEMs)  provide smaller-scale equipment, and we use that to train operators into becoming skilled craftsmen.

This approach creates advancement opportunities for workforce enrichment while also raising skill levels and boosting productivity on the shop floor.

Where are you seeing the most growth opportunities, and how are you preparing to meet that demand?
Let’s start with aerospace and defense alloys, which are primarily titanium and nickel-based, along with some engineered stainless steels. Every aircraft has a fuselage and at least two engines. We’re fortunate in that  our products are used in both.

We’re benefiting from increased build rates at Boeing and Airbus, along with growing market share. That’s a key part of our growth story.

In defense, we’re seeing growth in ground vehicles, air systems, and submarine propulsion. There’s also an emerging opportunity in space. As the United States and other countries invest in technologies such as hypersonic missiles and satellite deployment, the need for specialized materials continues to rise. These platforms align well with our capabilities, both for established programs and for new, advanced systems.

What challenges are you facing, and how are you turning those into opportunities?
One way to think about it is this: ATI’s materials are essential to commercial aerospace platforms.

The biggest challenge has been tariffs and supply chain disruptions. The cost of raw materials has increased in the United States, while international competitors have not faced the same pressures. That allows competitors to offer more attractive  pricing, creating a disadvantage for us.

As mentioned previously, skilled labor remains difficult to find. It’s a tough industry to recruit for, so we’ve had to be proactive. We start early by working with trade schools to attract skilled candidates, and we also run college internship programs that serve as a pathway to onboarding. These programs help us assess potential employees, and they give candidates a real sense of the work environment.

I began my own career here as an intern more than 40 years ago. That experience shaped my path, and I share it with new employees to highlight the long-term opportunities available at ATI.

How do ATI’s materials contribute to innovation across key industries?
Our materials serve as enablers across multiple industries. In aerospace, companies such as Boeing and Airbus turn to titanium to reduce aircraft weight. Lighter planes use less fuel and improve efficiency.

In defense, lighter tanks and vehicles offer a logistical advantage. They are easier to move to the battlefield, and once on the battlefield to the front line, requiring less fuel and supply chain challenges to  support operations.

In the energy sector, our materials are integral to system performance. Whether it’s a gas turbine, a fossil fuel plant, an SMR (small modular reactor), a nuclear reactor, or a fusion unit, the alloys we produce allow those technologies to operate safely and efficiently under extreme conditions. That’s the value we bring: enabling the performance required for the next generation of innovation.

What are your top goals and priorities for ATI over the next two to three years?
It begins with the markets. We’ve discussed aerospace and defense, but the energy sector, particularly in Southwestern Pennsylvania, is another major area of opportunity.

The rapid expansion of artificial intelligence is placing new demands on the energy grid. This demand  is creating a shortfall between supply and the power needed to support AI platforms. In response, energy infrastructure is being expanded. Companies such as GE Vernova and Westinghouse are moving forward with large projects, including plans to build new nuclear facilities.

Western Pennsylvania sits on significant natural gas reserves, which makes it relatively easy for companies to tap into natural gas pipelines and generate power locally. This benefits operations ranging from hospitals and universities to manufacturing plants. There is also renewed interest in traditional power sources and new modular nuclear technologies. All of these require high-performance materials, which is where we excel.

On the more commoditized industrial steel products, the existing tariff structure creates a fairer environment, which helps limit the impact of unfair imports from overseas producers.

Fusion energy is another area to watch. Unlike traditional nuclear power, fusion creates energy by combining atoms rather than splitting them. The process involves intense heat, which is used to drive turbines. These systems rely on magnetized fields  and require highly specialized materials. The technical demands are extremely high, and that puts us in a strong position.

Overall, the growth outlook is promising. At the same time, we must continue navigating economic and geopolitical uncertainty. Geo-political developments, in Ukraine, Gaza and the South China Sea, continue to impact capex spending and the global business environment.

Tricia Breeger, CEO of Mitsubishi Electric Power Products Inc. (MEPPI), spoke with Invest: about being the driving force of energy innovation in Western Pennsylvania. “We are known for technical excellence, quality and our commitment to customers,” said Breeger. “We are a long-term player in this segment — engineering the infrastructure of the future.”

What changes over the past year impacted Mitsubishi Electric Power Products, Inc. (MEPPI), and in what ways?

We serve energy, data and mobility markets as well as other select infrastructure markets, and we’ve been supporting these sectors for 40 years. We are customer-centric and focused on delivering excellence and quality in our products, solutions and services.

The energy market is challenged right now from a grid-capacity standpoint. We need to better utilize existing capacity with digital solutions, but we also need more power generation and more transmission and distribution infrastructure to move that power. There is also a growing need for power reliability, along with the increasing pressure to help utilities meet their decarbonization goals. Technology is shifting toward next-generation solutions that reduce carbon footprints and enhance power quality. As a designer and manufacturer of new technologies in electrical power, we are in a strong position to do more.

Customer demand for power equipment currently exceeds supply.  In response, MEPPI is building an Advanced Switchgear Facility, a Power Electronics Lab and a Power Electronics Center.  These investments support the delivery of power equipment and power electronics that will support increases in grid capacity and improvements in power quality. The solutions we provide strengthen grid reliability, and our next-generation technologies support customers’ decarbonization objectives.

Artificial intelligence and machine learning are driving tremendous growth in data centers. We support the equipment operating inside those facilities and help them manage energy needs across their campuses. 

We also serve the transportation sector. Historically, we’ve supported passenger rail in the Northeast Corridor, including New York City Transit and Boston’s rail system. During the COVID years, ridership declined as hybrid work expanded, but that trend now appears to be reversing, and ridership is rising again. Transit authorities are making new investments, digitizing their rail systems and seeking more support from companies like MEPPI and Mitsubishi Electric, which provide computer-based train propulsion and control systems.

All three markets we serve are interconnected — and are often customers of one another. Growing data center demand drives the need for additional power generation.  Electrification of transportation also increases energy demand. Each market shares infrastructure and software systems, growing individually while accelerating growth across the others.

How does this new facility enhance Mitsubishi Electric’s capabilities in serving the U.S. power sector?

The Advanced Switchgear Facility will help us expand our design, manufacturing, testing and supply of switchgear ranging from medium-voltage to high-voltage transmission classes. With capital investment support from local economic councils, including the Allegheny Conference and funding from the state of Pennsylvania, we were pleased to make an investment that strengthens our commitment to critical energy infrastructure in the region.  We are also engineering alternatives to SF6, an insulating medium with a significant greenhouse gas footprint, and transitioning to zero-carbon technologies like vacuum switching technology. 

Local manufacturing requires a strong, end-to-end supply chain. A capital investment alone isn’t enough without reliable supplier and workforce capacity. That’s why we consider our suppliers true partners. We all have to grow and adapt together to support the demands on critical energy infrastructure.  Manpower is a major component as well. Our workforce development programs in Pittsburgh, along with internal training and recruitment strategies, give us confidence that this region is the right place for us. We’ve built a strong presence here through years of outreach. We also have strong partnerships with local nonprofits and manufacturing and electric-industry groups that help us meet workforce needs. We want to shine a spotlight on the great careers available in manufacturing and attract talent of all ages. Our Jumpstart programs help employees begin their careers on the right foot, and we offer continued education and advancement opportunities throughout their time with us.

How is MEPPI balancing global operations with local execution?

Today the energy landscape is a technology landscape, and MEPPI is an innovative technology company. At MEPPI, we emphasize the purpose we bring to our markets, our customers, and even our daily lives. Working at MEPPI means applying that purpose to your work that directly supports electric power challenges across our nation. 

There is a great deal happening within the energy market, but MEPPI stays focused on excellence and our long-term commitment to our customers and to the markets that we serve. We build strong strategies that move us forward and highlight the value only Mitsubishi Electric can deliver. We are known for quality and our commitment to customers. We are a long-term player — engineering the infrastructure of the future.

How does the company engage with organizations like Catalyst Connection and others to strengthen the regional economy?

We are committed to the Greater Pittsburgh area and are proud to give back to the community. The Catalyst Connection Manufacturing Extension Partnership supports small and medium manufacturers in our Region that are vital to our supply chain’s overall success. I’ve proudly served on Catalyst’s Board for many years, and I am honored to currently serve as Chair. Catalyst Connection supports our regions’ manufacturers by helping them strengthen their businesses and their supply chains, earn certifications, advance quality programs, and address workforce development needs, among many other vital services.  

Since 2005, we have also partnered with Life’s Work of Western Pennsylvania, a nonprofit that supports individuals with disabilities and other barriers. Life’s Work has played an important role in several aspects of our manufacturing operations for 20 years now.  

At MEPPI, our philanthropic efforts are a core part of who we are. The broader Mitsubishi Electric family across the United States has a well-organized national philanthropic program that complements MEPPI’s work in the region.

Looking ahead, what are your top goals and priorities for MEPPI over the next two to three years?

In the years ahead we are expecting significant growth across all three of the industries that we serve. As MEPPI has evolved from a products company to a solutions company, it means we provide software systems to our customers and the grid.  To better utilize existing grid capacity, we need to digitize and modernize the power distribution system.  At MEPPI we develop grid-enhancing software technologies for that purpose — such as distributed energy resource management systems — to allow the aggregation of available generation sources and move more power through existing wires.

In the years ahead, we will bring additional facilities online, we will deliver more products, systems and solutions to our customers, and we will support the build out of data centers and the related generation, transmission and distribution infrastructure. We are also collaborating with partners to deliver game-changing technologies from Chip to Grid that support the rapid expansion of AI and the rising demand from data centers.

In an interview with Invest:, Jacques Besnainou, chief commercial officer of Westinghouse Electric Company, discussed the unprecedented global resurgence of nuclear power, how artificial intelligence is driving this new era, and the expected creation of 15,000 jobs in the greater Pittsburgh region in the coming years. “I have never before witnessed such a pronounced need for nuclear power,” said Besnainou.

What changes over the past year impacted your operations in Pittsburgh and in what ways? 

This year has been incredible. In my 40-plus years in the nuclear business, having worked on both sides of the Atlantic Ocean, and with a deep familiarity with Westinghouse technology, I have never before witnessed such a pronounced need for nuclear power. Furthermore, I have never seen such strong backup and support for nuclear power from the population, particularly within the United States. There are several reasons for this significant shift. First, there is a powerful and growing sense that we require energy security. This sentiment is even more substantial in Europe for obvious reasons related to the Russian invasion of Ukraine. Energy security means possessing energy that is independent of any external entity. You do not require gas and you do not require oil. The only thing you require is uranium, which is a very abundant resource, especially throughout North America. When you construct a nuclear power plant, you have power 24 hours a day, seven days a week, for the next 80 years.

Second is the emergence of artificial intelligence. Merely three years ago, we discussed data centers that were sized for tens of megawatts. In 2024, the discussion shifted to hundreds of megawatts. Now in 2025, we are talking about gigawatt-scale data centers required to power artificial intelligence. The primary bottleneck is no longer physical space or even the computer chips, where an American company like NVIDIA is the leader. The bottleneck is, and will be, electricity. These data centers demand a very large amount of reliable, 24/7 electricity, which cannot be provided by intermittent renewable energy sources. The only viable methods to power these types of data centers are either coal, gas, or nuclear power. Coal is a very difficult proposition. Regarding gas, current demand is so immense that if you were to order a gas turbine today, you would likely have to wait for six years. Consequently, everyone is now returning to nuclear power. The beauty of nuclear power is that it currently enjoys bipartisan support on Capitol Hill and it may be one of the only issues remaining with such unified backing. 

How have these successes translated into opportunities for the Pittsburgh office, whether in R&D, project management, or supplier engagement?

The demand for nuclear power is increasing in a manner I have never before witnessed in my life. There is demand for both small modular reactors and for large amounts of energy, though for massive energy requirements, small modular reactors are not economical. The only economical solution is the large modular reactor. This is precisely what we have here at Westinghouse. It has been under development for the last 20 years and is called the AP1000, which stands for Advanced Passive 1000 megawatt reactor. It was very difficult to design and to gain approval from the Nuclear Regulatory Commission. It was also very difficult to build as a first-of-a-kind project. We now have two reactors in operation in Georgia that are performing very well, and four in operation in China. China is constructing four per year for the next 20 years. Our goal, following an executive order from President Trump in May asking for the construction of 10 large reactors in the United States, is to focus our attention on establishing a system to get those large reactors under construction before 2030. 

Of course, this will be accomplished by Westinghouse, whose headquarters are located here in Pittsburgh, where everything started in 1886. This is where nuclear energy, as we recognize it, was invented. The first commercial nuclear reactor in the world was located here and it was called Shippingport in 1957. Shippingport is located right outside of Pittsburgh. Not only did the first reactor go critical here, but around that same time, President Eisenhower decided with his “Atoms for Peace” speech that the world would benefit from this American invention. Consequently, 50% of the reactors operating across the world today contain Westinghouse Pittsburgh technology. Now, everything is coming back, and it is happening here. We are going to restart this industry. The original work was done in the 1950s, which was 70 years ago, spanning two generations. We are now speaking of a new generation, for the youth, for the next 70 years, of a new breed of reactors that are advanced and passive. This passive safety means they can lose all external power and not experience an accident like the one that happened at Fukushima. This is a very new breed of reactor that is much safer than previous designs, and it will be run out of Pittsburgh.

How do you view the nuclear sector’s contribution to Pittsburgh’s economic base today?

If we are successful in our endeavors, and I am confident we will be, we will help create 15,000 jobs. This figure includes both Westinghouse and our extensive supply chain. This will represent a significant creation of employment in this region, in southwestern Pennsylvania around Pittsburgh. Currently, we employ approximately 3,400 people in the region across Western Pennsylvania. However, through the program I described involving ten reactors in the United States, we may induce the creation of 15,000 jobs in the next few years. The majority of these positions will be highly qualified engineering jobs. This will be a tremendous boost for the region. Westinghouse used to be one of the largest employers in the region and one of the largest companies in the world. I feel very fortunate to be leading Westinghouse at a time when I can witness its rebirth, like a phoenix rising. We have preserved the brand and when I travel and wear my Westinghouse ‘W’ pin, people consistently recognize it. They often tell me that their aunt, uncle, or grandfather used to work for Westinghouse. There was a saying in the 1950s: “If it is Westinghouse, you can be sure.” At that time, Westinghouse provided everything you needed, such as elevators, refrigerators, ovens, every kitchen appliance. It is one of those iconic companies that helped shape the nation. I am very fortunate to be at Westinghouse every day and to be part of this reinvention. The fact that we can once again be the center of nuclear power, which is a form of energy that is desperately needed right now, is incredible. 

The rebirth and restart of nuclear power is happening now, and it is happening in Pittsburgh. Is that not amazing? 

How are you cultivating the next generation of engineers and nuclear specialists here in Pittsburgh?

Pittsburgh is truly one of the key jewels in this regard. The region possesses very large, world-renowned universities like Carnegie Mellon. There is also the University of Pittsburgh, which is a very good university, and we have many other universities. We also recruit a lot from Penn State, which is not very far. We have a talent pool across Pennsylvania that is one of the best in the world, and we want to benefit from this. Our goal is to have more and more links with universities. 

How are you deepening community ties today, and what role do local outreach and philanthropy play in this?

First of all, we belong to the Allegheny Conference, and we try to give our time to understand how to make this region more dynamic. For instance, we have a very strong partnership with the United Way, which contributes to our goal of being well-integrated into the community. We believe we have a very good image, but we need to continue to cultivate this image and reach out to the population. We want children to be interested in what we do. There is a local competition that I really like where we invite high school students for a competition here involving a chain reaction contraption. We bring in local high schoolers who form teams to build elaborate sets based on themes to get a ball from one side to the other through a whole contraption. This has been near and dear to the Westinghouse team, who support this program each year. They bring the students to our headquarters in Cranberry, and it is a very fun way to see all the STEM work that these groups are doing. These are groups that Westinghouse also sponsors and provides funding for regarding their STEM activities. I love it and I imagine it would be the best day of the school year for a high school student. It is very important for us that we attract the next generation. 

Another aspect of our work that we do a lot is connect with veterans. For example, if you have been in the Navy on a nuclear submarine, it is very logical for those veterans to come to work with us. So we have different programs to reach out to veterans and attract them.

Looking ahead, what are your top priorities for the next two to three years?

The growth is accelerating, so our top priority in addition to supporting the expansion of nuclear energy through new AP1000 projects is making sure we continue to support the current fleet of reactors well. There are about 100 reactors in the United States, and we support them day in and day out, especially during their outages. Outages mean that every eighteen months they must stop to change the fuel and to repair a few things. We have a very large team of people to support the current fleet and they are counting on us. We want to ensure we continue to bring the tools, the methods, and the people to optimize the current fleet because it is producing 20% of electricity in the United States day in and day out.

That other priority regarding new construction is to get 10 AP1000 large modular reactors under construction in the United States. We are going to standardize the design completely. I always say that in the United States we have 50 kinds of reactors and one kind of cheese, and this is the problem. In France, they have only one type of reactor. The secret sauce is that if you have the same design and you repeat it, which is what the Chinese are doing, building one after the other exactly the same, you go from a first-of-a-kind to an nth-of-a-kind. It becomes much cheaper to build, and you can be sure it is on time and on budget. Reactors work well when they operate as a fleet because they are also much easier to maintain. If you have one issue on a reactor, the others may have the same issue, so it is a fleet of reactors that is much easier to maintain, and that is how you create a sustainable business. It is very important that we pull together this fleet of reactors in the United States. We are going to do the same in Europe. As you know, we are negotiating, and we have already won projects for three reactors in Poland and two in Bulgaria. We have also signed an agreement for a few reactors in Ukraine as well. Unfortunately, because of the war, we cannot execute the contract, but as soon as the war is over, we are going to be in Ukraine building reactors and rebuilding the nuclear infrastructure. These are very exciting goals for us, being present in North America and also across Europe, to rebuild nuclear power infrastructure.

Lastly, we need to supply electricity to data centers as energy for artificial intelligence. But also, we do need artificial intelligence for energy. This means that we are going to use artificial intelligence more and more in everything we do to optimize outages, engineering, and construction. We just signed an agreement with Google a few weeks ago in order to do that. So our goal is not only to supply artificial intelligence with power but also to use artificial intelligence for optimizing our own operations.

In an interview with Invest:, Stephen Girard, vice president of East Region sales at NRG, said the Pittsburgh energy market is navigating a period of significant transition, shaped by rising prices and soaring demand from new technologies. “Energy affordability has become a major focus as clients work to navigate the higher costs they’ve faced over the past 12 months,” said Girard. 

What recent changes have had the greatest impact on NRG’s Pittsburgh operations? 

We’ve seen a few key trends this year. Energy prices have risen across eastern U.S. markets, driven not only by the energy component of customer bills, but also by demand charges needed to support grid growth. These increases stem primarily from the fact that we’re seeing a massive surge in electricity demand from three things: the electrification of transportation, large-scale industrial onshoring, and data center and AI development. 
My team and I manage sales in Pittsburgh and across Pennsylvania for commercial and industrial customers, so it’s an interesting time. Energy affordability has become a major focus as clients work to navigate the higher costs they’ve faced over the past 12 months. 

How is NRG positioning itself to seize opportunities and manage risks from trends like decarbonization, digitization, and grid modernization? 

At NRG, we focus on expanding generation and participating in key markets, including working with developers and data centers. My role involves partnering with complex customers to build tailored energy strategies and assess their growth and load needs from new facilities. We create comprehensive energy plans that help customers buy energy strategically — using hedges, timing purchases and selecting the right contract terms, which have recently trended longer because of higher prices. This approach allows customers to take advantage of opportunities in the energy supply curve while minimizing risk. 
 We also help customers reduce demand through both formal demand response programs offered by utilities or independent system operators (ISO) and informal systems that send signals to cut usage on high-demand days, such as during extreme summer heat. Our goal is to manage risk and limit surprises for procurement teams, CFOs or CEOs. Recent events — from cold snaps in Texas and the Northeast to rising AI and data center demand — show just how critical these strategies have become. 

What is NRG doing to recruit, train, and retain skilled workers in Pittsburgh? 

We’ve had a strong presence in Pittsburgh for more than 25 years, starting as Strategic Energy, then Direct Energy, and now NRG. We’ve long been a leader in retail choice for gas and electricity, with a focus on attracting top talent. As a Pittsburgh native, I’m proud of our team of energy professionals who work closely with customers on their energy needs. 
We recruit from local universities like University of Pittsburgh, Penn State and Carnegie Mellon, bringing in interns to introduce young talent to our organization. While we initially focused on engineers and finance professionals, we’re now tapping into university energy management programs to attract passionate individuals who understand the industry. This talent base supports NRG’s commercial and industrial customers. 

We also focus a lot on talent acquisition and retention, ensuring employees have opportunities to grow both professionally and personally. As some of our best team members move into new phases of their careers, we’re committed to developing the next generation of leaders at NRG, especially here in Pittsburgh. 

Today, our office is working on data center projects both locally and across the country, and developing AI tools to improve employee and customer outcomes. These efforts help us grow and engage our talent — and ensure NRG remains a leader in the market. 

Beyond education and workforce programs, how does NRG support the Pittsburgh community through philanthropy or environmental initiatives? 

With nearly 200 employees in Western Pennsylvania, our team is highly engaged and prioritizes volunteering and giving back to the community. A flagship effort is NRG’s Choose to Give program with UPMC’s Children’s Hospital Foundation. Customers on this electricity plan contribute $50 upon enrollment, plus 1% of their annual supply charges, supporting children’s health while receiving a predictable 12-month electricity rate. We’ve donated more than $2.8 million since January 2023, surpassing $2 million in March 2025. 

 We also support UPMC’s WDVE Rocks Children’s Radiothon, the Walk for Children’s Celebrity Cares Fest, and local charity golf outings benefiting organizations like Bike Pittsburgh, Beverly’s Birthdays, Hannah Topia, Lower Valley Community Food Bank, Carson Soap and the Pittsburgh Advocacy Center with Pump. Recently, we packed more than 40,000 meals for the Greater Pittsburgh Community Food Bank, with nearly 100% employee participation — a recurring effort our team truly loves. 

What are NRG’s main goals and priorities for Pittsburgh over the next two to three years? 

We aim to grow our business and help customers and partners navigate any energy challenges they may face. Face-to-face conversations — whether on Zoom or Teams, in conference rooms, or even at a Steelers game — are what drive real impact on the local economy. We prioritize being in front of customers so we can help them manage their energy spend effectively. 

Community engagement is also essential. Even as a national company, we succeed by being deeply involved in local communities like Pittsburgh, Philadelphia, Cleveland, Columbus and elsewhere. By helping customers, retaining strong talent, and giving back, we will meet our goals and continue to grow.