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Manager Sales

Pittsburgh, PA
September 24, 2018

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R. Jeffrey Pfeifer

*** ********* ****

Pittsburgh, PA 15237




A high energy “take charge” executive with over twenty years success optimizing operations, increasing revenues, and reducing cost. Proven ability to manage multiple business units, guide strategic planning, expanding product lines and launching new business opportunities. Recognized by the Pittsburgh Post-Gazette, Pittsburgh Business Times, Tribune Review and Bloomberg Business for various business accomplishments.


Redirection of corporate scope and recharging of corporate attitudes and mission.

P&L management resulting in increasing profitability and turnarounds of manufacturing facilities.

Initiating new product lines from concept to completion, including start-up of shuttered facilities.

Leading, training and motivating employees at all levels.

Multiple business unit profit and loss management responsibility.

Negotiating labor, environmental, OSHA and financial agreements.

Lobbied in Washington with CPA and SMC for fair trade and revision of the tax laws with respect to revising the depreciation allowances. Testified before the United States Congress on making HR 4853 section 179 of the tax code permanent.



Marwas Steel (2004 / 2007 ) and MLP Steel (2007 / 2018 ) – Scottdale Pennsylvania

A twenty million dollar cold drawing and fabrication facility comprised of two divisions Fayette Steel a cold drawing and cold rolling mill producing both ferrous and non-ferrous wire, shapes and profiles and Laurel Steel a fabrication facility producing heavy duty grating.

Recruited by the family of the deceased owner of Marwas to establish control, stimulate and enhance the performance of the workforce, restore profitability and position the company for eventual sale.

1.Directed and organizational and operational transformation instilling a culture of accountability and continuous improvement resulting in the following.

A.Productivity increased from five (5) man hours per ton to .92 hours per ton.

B.On time delivery was increased from forty (40) to ninety eight (98) percent.

C.Inventory turns increased from five (5) turns to eleven (11) per year.

D.Quality rejections reduced to less than one (1) percent.

2.Represented Marwas Steel’s interest during the sale of the company to a private equity group.

( Retained as President and CEO).

3.Profitability was achieved to the extent MLP Steel bridge financing was paid down two years early during the darkest days of the great recession.

4.Prudently used the downturn in the economy to strategically invest in equipment and production lines transitioning the company from a commodity producer to a higher margin niche producer. Variable gross margins in excess of 25 percent were achieved on several product lines.

5.Won national recognition by the Department Of Energy as an “ENERGY CHAMPION PLANT” by reducing energy consumption in excess of 20 percent.

6.Managed the effort to implement a total quality management system resulting in MLP Steels achieving and maintaining an ISO 9001- 2008 certification.

7.Targeted safety as an area of primary concern resulting in improving the workman’s compensation experience modification by working in excess of 100,000 man hours without a lost time accident and achieving the OSHA SHARP award.


MP Steel (1999 / 2004 ) Monaca Pennsylvania

Pittsburgh division of the MP Steel group functioning as a captive and commercial heat treating and finishing facility for cold drawn and hot rolled rounds, flats, shapes, plate and tubing. Servicing the oil country, automotive, tooling, steel warehouse and defense industry.

1.Directed the division to increased profitability and expanded the scope of services resulting in a 40 percent increase in sales.

2.Increased the productivity of the United Steel Workers Union workforce over 70 percent by challenging prior production performance, reducing equipment outages, revised the production scheduling to minimize change over delay times and automated labor intensive process.

3.Improved quality by reducing rejected material to less than 1 percent by interfacing the maintenance and operations in problem solving. Retraining the workforce on proper operation procedures, revising thermal treatment cycles, and reengineering and restoring original design capabilities to the furnace lines, acid cleaning lines, rotary straightening equipment and holding all operators accountable for the quality of their production.


MSI CORPORTATION ( 1991 / 1999) Vandergrift Pennsylvania

Privately owned carbon steel, stainless steel and titanium processing facility performing grinding straightening, cleaning, conditioning, cutting and heat treatment of castings, slabs, ingots, sheet coils, plate and forgings.

1.Recruited to identify innovative opportunities centered upon merging the MSI corporate assets with the existing capabilities of the shuttered Wean United facility located in Vandergrift Pennsylvania.

2.Directed the startup of the shuttered brown field facility and worked closely with local, state and federal safety and environmental agencies.

3.Managed a 30 percent reduction in corporate workman’s compensation cost due to a drastic reduction in lost time accidents. Instituted a light duty work program, safety training, establishing safety committees, revising the corporate safety policy leading to state certification.

4.Reduced energy cost by 27 percent by obtaining competitive pricing by activating old natural gas lines creating dual service.

5.Staffed and trained an unskilled workforce into becoming accomplished furnace operators and quality inspectors.


LOI, INC (1988 / 1991) Bethel Park Pennsylvania

The North American affiliate of the LOI group of industrial furnace builders headquarter in Essen Germany and a Division of Ruhr Gas, a multibillion dollar energy conglomerate.

1.Selected by the President of the North American division to review European designed industrial furnaces and combustion systems for possible introduction into the North American marketplace.

2.Appointed to a staff position due to problem solving abilities.

3.Assisted in the project management of the largest H2 annealing facility in North America located at the United States Steel Irvin Works. The facility was designed to batch anneal carbon steel for the automotive and appliance industries.


Pittsburgh Commercial Heat Treating ( 1973 / 1988 ) Pittsburgh Pennsylvania

One of the nations first commercial heat treating facilities. Pittsburgh Commercial possessed some of the largest car bottom, continuous and bath type furnaces in the United States. They were designed to service the thermal treating needs of the rolling mill builders, fossil, nuclear power industries, steel mill overflow in bars and plate destined to the rail road, mining and oil country industries.

1.Implemented comprehensive strategies to expand and diversify the scope of business through the addition of a multi-million dollar bar heat treating and finishing facility as well as positioning the company in the new business of manufacturing processing mill rolls. Sales increased over 200 percent.

2.Managed multiple operations with full P&L responsibility

3.Responsible for all labor issues with the United Electrical Workers Union. The responsibilities included resolving all grievances negotiating labor agreements. Successful in negotiating a concessionary labor agreement.

4.Maintained, updated and made revisions to corporate quality system and lead independent audits for Navy Nuclear Certification by Westinghouse, and General Electric. Aircraft Certification for Beta Annealing of titanium alloys by Mc Donald Douglass, Boeing Aircraft, and Rockwell Manufacturing.


1.Past Board Member of the Smaller Manufactures Council (SMC)

2.American Iron and Steel Technology – Member of the long products and Metallurgy, Processing and Applications Committee

3.American Society of Metals (ASM) Member of National Membership Committee

4.Wire Association International

5.Program Advisory Board Member for Triangle Tech

Education – Davis & Elkins College

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