Today we are excited to offer an interview with Mr. Piotr Zawistowski, President of furnace builder SECO/WARWICK USA. Piotr, the marketing team at SECO/WARWICK provided “The Monty Heat Treat News” with some background information about what you have been up to in the past year-I have to say you have been busy. Before we start discussing changes at SECO/WARWICK USA, perhaps you could give us some background about how you ended up as President of SECO/WARWICK USA?

My professional career has always been associated with advanced industrial technologies – you could say that I grew up surrounded by them. In the 1980s, my father, Andrzej Zawistowski, along with his partners, founded a small company, TransVac, which became the foundation of today’s SECO/WARWICK – one of the world’s largest suppliers of industrial furnaces. As you know, SECO/WARWICK is now a global technology company with branches and production sites in Poland, China, India, and the United States, offering solutions in over 70 countries. We have delivered nearly 5,000 heat treatment and metallurgy systems supporting hundreds of companies worldwide, including leaders in the aerospace, automotive, and energy industries.

I have been working at SECO/WARWICK Group for exactly 20 years, developing in both technical and managerial roles. In 2013, I was appointed Global Manager for vacuum carburizing and oil quenching. In 2017, I co-founded SECO/VACUUM – a company fully dedicated to vacuum furnace technology in North America, which I had the pleasure of managing. In 2025, I assumed the position of Managing Director of SECO/WARWICK USA. When the decision was made to merge our two companies in the USA, I naturally took on the leadership of the integrated organization, with great enthusiasm and a strong sense of responsibility.

SECO/WARWICK has a long and distinguished history in the USA, always in Meadville, PA, I believe. I am sure that our readers, like myself, would be interested in how long SECO/WARWICK has had a presence in the USA.

That is correct. SECO/WARWICK has been operating under this name continuously in Meadville, Pennsylvania, since 1984. For over four decades, we have been developing our activities from here, serving North American customers and building a strong market position. Meadville has always been our operational and strategic center in the USA.

SECO/WARWICK has operated under its current name in Meadville, Pennsylvania since 1984, serving North American customers and acting as the company’s strategic and operational center in the U.S. The company’s American roots date back to 1900, when the Chicago Flexible Shaft Company began developing heat treatment furnaces to support its shearing tool business. Over time, the furnace division evolved and became part of Sunbeam Corporation.

In 1958, Sunbeam acquired the furnace division of Westinghouse and moved operations to Meadville under the name Sunbeam Equipment Corporation. This entity operated as a wholly owned subsidiary of Sunbeam until 1982, when Allegheny International acquired the parent company. In 1984, a group of Sunbeam executives purchased both Sunbeam Equipment Corporation and the Warwick Furnace Company, forming SECO/WARWICK — a name combining “SECO” (Sunbeam Equipment Corporation) and “Warwick.

Earlier this year, it was announced that the two US companies under the SECO/WARWICK banner were merging, SECO/VACUUM Technologies (SVT) and SECO/WARWICK (SWC). The obvious question is why. What was gained by this merger, and has it been a success?

This was a strategic decision, preceded by a thorough analysis of the market, finances, and organizational structure. The integration of SECO/VACUUM and SECO/WARWICK Corp. allowed us to eliminate duplicate administrative, managerial, and IT structures, which increased efficiency and reduced operational costs. We now operate under one strong brand, with one team, harmonized processes, and a more flexible business model. As a result, we can respond more quickly to customer needs, increase production flexibility, and expand our order portfolio. Yes, we consider this merger a success.

Thanks to this change, we gain brand clarity, a simplified structure, and higher operational efficiency. We combine engineering potential, team experience, service and sales capabilities to better meet our customers’ needs. SECO/VACUUM was established in 2017 with the goal of rebuilding the best position related to vacuum furnaces in the North American market, which I believe we have achieved, and we are now one of the main and most recognizable suppliers in this market. Operating under one brand (SECO/WARWICK) is an important step in implementing the product strategy in the North American market.

The merger of companies is the result of an analysis of the market, financial and organizational situation. The new structure will also allow us to respond more effectively to customer needs and react more quickly to dynamic changes in the business environment.

Amongst my “briefing notes” from Katarzyna Sawka, SECO/WARWICK’s VP of Marketing, is a mention that you have made a substantial investment in the Meadville facilities. What was the nature of this investment and what has it provided? In particular I am curious about whether you have the ability to build and service furnaces from the Meadville plant?

We have invested 4 million dollars in the development, expansion, and modernization of our production facility in Meadville. Supporting this expansion, the Commonwealth of Pennsylvania awarded a grant package worth 2 million dollars last year from the Department of Community and Economic Development (DCED) through the Redevelopment Assistance Capital Program (RACP). Thanks to this investment, we can fully design, manufacture, and service furnaces directly in and from the USA. This is a key element of our “Made in the USA” strategy, which the Group has been implementing since last year, allowing us to shorten delivery times, strengthen local capabilities, and respond more quickly to the needs of the North American market. The investment also included infrastructure modernization and optimization of production processes, significantly improving our operational capabilities. This year, we plan to produce the first devices in our new hall in Meadville, PA.

You have another branch of the group in the USA-RETECH in Buffalo, NY-where does this fit into the overall group?

RETECH operates independently under its own brand within the SECO/WARWICK Group. It specializes in vacuum metallurgy technologies, primarily for the titanium and aerospace industries. RETECH was not included in the merger and continues to develop in its niche, supporting the diversification and innovation of the entire Group.

RETECH’s clients include the largest players in the USA. Due to the strategic importance of these contracts, we often cannot publicly boast about them. The company is managed by Earl Good and achieves very good sales and financial results. I would add that the American company again increased its sales, this time by another 12%.

RETECH is a brand known for years in the world of vacuum metallurgy, valued for its innovative technologies, reliable products, and excellent reputation. I am pleased that it is part of the SECO/WARWICK family.

In a recent statement from the Group’s CEO, Mr. Slawomir Wozniak, he threw out a fascinating statistic, namely that SECO/WARWICK recently shipped your 5,000th unit-very impressive! Can you provide a very rough break down of this, for example what % are vacuum furnaces?

Thank you! This is an important milestone and a testament to the trust our customers place in us. Approximately 35-40% of these 5000 units are vacuum furnaces. Another 30% are atmospheric furnaces, and the rest are Aluminum Process and CAB brazing systems, vacuum metallurgy systems, and special solutions tailored to individual customer needs. I can proudly say that the American market accounted for nearly 40% of the Group’s total revenue last year, and this 5000th unit will soon roll off the American production line, which we will certainly celebrate in a big way.

Last year was a wonderful year for the company in terms of sales and profits, this appears to apply to every geographic area you operate in including the USA. To what do you accredit this? I am looking for specifics as opposed to an umbrella explanation such as “customer service”. As an example, do you win orders on faster deliveries? Is your technology more advanced that your competition? Is your pricing more attractive than others in the industry? 

Several specific factors influenced our success. First, we significantly shortened delivery times. Second, we offer advanced technologies and competitive, highly sophisticated automation solutions. Moreover, our two R&D centers, one in the USA and one in Poland, allows us to conduct various research and continuous development projects for our partners, as well as creating customized solutions and highly standardized technologies or implementations which greatly distinguishes us in the industry. Third, local production and service in the USA ensures speed, flexibility, and savings. Finally, we have tapped into the growing demand in the aviation, defense, energy, and electromobility sectors, where our solutions are particularly competitive. In 2024, we achieved nearly 200 million USD in revenue, of which almost half came from the American market. In my opinion, such a result places us among the largest, if not the leader, in the industry.

Let’s talk tariffs. SECO/WARWICK has the ability to build furnaces pretty much anywhere in the world. With the current US administration applying tariffs on many imports, will this lead your company to do more manufacturing in the USA?

Our strategy was developed long before the tariffs were introduced, but the truth is that we anticipated such scenarios earlier. Tariffs and trade restrictions are one of the reasons why we are strengthening production in the USA – but it was not the only reason. Expanding the Meadville plant allows us to produce locally and avoid the complications associated with imports, which improves our competitiveness in terms of both costs and delivery times. It is also a response to the expectations of many customers who value local suppliers and short supply chains. We strive to be competitive in all markets, and the current geopolitical situation requires anticipating potential disruptions. It’s also worth remembering that for many large American companies, the fact that the equipment was made in the USA is very important. Manufacturing in the USA also means jobs and tax revenue. Although SECO/WARWICK is a global brand, we remain committed to a local development vision. These actions are part of the Group’s global strategy, which aims to strengthen the competencies and independence of all companies in their local markets. Today, we already produce equipment in China for the Chinese market and in India for the Indian market.

SECO/WARWICK has been very vocal about the fact that you are a “green” company with solutions to reducing CO2 emissions. This is an important issue in Europe but generally not in the USA. What has your experience been in promoting this to potential customers? A yawn? Thoughtful listening? Great interest?

We are definitely seeing a change in approach in the USA. A few years ago, this topic was treated with polite interest; today, we see real engagement, especially among large companies and industries subject to regulations. Our solutions not only reduce emissions but also lower operating costs, which appeals to conscientious manufacturers. This is no longer just a “European issue”—it’s part of a sustainable development strategy in North America as well. In North America, we work with companies that are subcontractors to major European corporations such as Airbus or German car manufacturers. This year, to be able to act as a supplier to such companies, it is necessary to report the carbon footprint. As a result, many American companies must implement solutions that reduce CO₂ emissions—and our technologies enable just that.

Of course, we are closely monitoring the political changes that have occurred in the USA, especially the fact that the current administration does not actively promote green initiatives. Nevertheless, we do not deviate from the chosen course. For us, ecological solutions are also economic solutions. Lower media and gas consumption translates into real savings—and that has tangible significance in business. It can be said that the reduced environmental impact of our equipment is a positive side effect.

Piotr, please take out your crystal ball and give us your predictions for the rest of 2025 and 2026.

I am cautiously optimistic. We begin 2025 with a strong order portfolio, growing momentum in the American market and new technologies ready for implementation. I expect continued growth in the area of vacuum systems, solutions for aviation and the military. We see the segment of aluminum processing and melting furnaces as an area with great development potential. We are seeing an increasing number of investments in this sector, especially in aluminum recycling. I expect record production volumes in 2025, and in 2026 we want to enter strategic sectors even more strongly and invest in innovation and proximity to the customer.

I very much appreciate the time and your honest and candid answers. Thank you, Gord

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