Pittsburg Tank & Tower Group welcomed new Chief Operating Officer Corey Roberts to its family in August.
He was employed previously at Brenntag North America as the vice president of operations. Corey initially enlisted then chose to become an officer, serving as a field medic officer in the United States Army. He and his wife, Andrea, have two adult children, Dalton and Abbey.
Pittsburg’s faith-based, family culture aligns with Corey’s values and helped draw him to the company. Corey said he hopes to grow as a Christian, husband, father, and leader this year and in the years to come.
Part of his philosophy is to ask himself, “Am I better today than yesterday, and what am I doing to be better tomorrow than today?”
Pittsburg’s ESOP was also an important consideration in his agreement to leave his 27-and-a-half-year career at Brenntag.
“It is an opportunity to participate in what we are building as a collective team,” said Corey. “‘Our’ company, as a result of the move to an ESOP, extends the ownership to all of our team. We win or learn as a team, and we are all impacted by the results we achieve. In short, I think it is fantastic!”
Originally from Benton, Kentucky, Corey is a 1986 graduate of Marshall County High School. He holds a bachelor’s degree in Occupational Safety & Health from Murray State University. Corey also completed Brenntag’s executive training program in France called Instead, which is like an executive MBA.
While Brenntag is in the chemical distribution business and PTTG is in the tank and tower full-service business, Corey sees many similarities between the companies that should help him adapt to his new job.
“We have customers whom we need to sell to and service,” he said. “We both have a team of people, regardless of position or department, who come together as ‘one body’ to service the customer. The commonality is ‘people.’ I see my primary responsibility here is to equip our team and help them achieve their potential.”
Pittsburg’s greatest strengths are the people and the “culture nurtured, fostered and demanded by Ben here,” Corey said. “Unless you have worked for other organizations, it is hard to understand and fully appreciate the gift the culture at PTTG really is today.”
Corey said he’s looking forward to working with everyone at PTTG, learning from the team, and “assessing where I can bring value to the organization.”
Corey is working with his predecessor Jeremy Dixon during the transition.
“It is always beneficial to get the context and the background of why we are doing the projects we are doing,” said Corey. “I have found Jeremy to be open and transparent in our conversations.”
Corey has a 100-day plan that he would like to accomplish in his first few months at PTTG.
“The first 75 days of this plan involve a tremendous amount of listening and learning,” he said. “I have a lot of experience, but the industries and how we go about processes at PTTG are new to me, and this necessitates the posture of listening and learning. The last 25 days of my plan is to set goals/objectives for myself as the areas I can bring value are realized.”
He noted that PTTG is blessed with tremendous experience and loyalty.
“I am only in the beginning stage of my 100-day plan at this point,” he said. “However, what I see is we need to memorialize or capture this wisdom to ensure we are ‘here for the next 100 years.’ When we do this, we put our employees in a position to be successful. We can do this by capturing the best practices and sharing the lessons learned across the organization. More to come as I progress through my 100-day plan, but this is what I see at this point.”