When you visit New Philadelphia, Ohio, you’ll catch the silvery glint of the Tuscarawas River as it winds through the city and nearby countryside. From the Ohio-Erie Canal to the Great Flood of 1913, the river’s course has shifted over the years… and still the mighty Tuscarawas rolls on.
Just a few miles from its banks, Freeport Press has also experienced its share of twists and turns. What began as a family-run newspaper press in 1880 has grown into one of the country’s leading magazine and catalog printers. Under the stewardship of the Pilcher family since 1998, the company has weathered recessions, industry upheavals, and a global pandemic; not by trying to be everything to everyone, but by building a strong foundation rooted in relationships, focus, and values.
Ink in the Blood 
“We grew up with printing, you could say ink is in our blood,” says David Pilcher Jr., President of Freeport Press. For the Pilcher family, the printing business has always been more than machines and paper… it’s about people.
The legacy began with his father, David Pilcher Sr., who built a career rescuing struggling printing businesses. In the late 1990s, he received a call about Freeport Press.
“The owners asked if he would help turn Freeport around so they could sell it,” David recalls. “Dad thought about it, then said ‘Why don’t I help you turn it around and then buy it?’”
At the time, Freeport Press was an $8 million newspaper operation with outdated equipment. Despite the technical challenges, David Sr. saw the company’s real value was in its employees: loyal, hardworking people who believed in the future.
Over time, Freeport shifted from newspapers to magazines and coupon books, bootstrapping growth by buying reliable used equipment. In 2007, they invested in their first brand-new Komori System 38S press, establishing themselves as a high-quality magazine and catalog printer. And yet, another test soon arrived.
Focus, Focus, Focus
“When the Great Recession hit, sales plunged by nearly a third almost overnight,” David recalls.
They lost two of their largest customers as companies everywhere cut back on print. Survival required more than trimming expenses; it demanded selling their way forward and deepening relationships.
“It was daunting, no doubt. Yet we knew we had the right equipment, the right people, and the right leadership to do it.”
By 2011, confident in their recovery, they installed a second Komori. It proved Freeport was not only surviving but ready to grow again.
In the years that followed, Freeport purchased another location and invested in additional capacity. Their biggest step was the Manroland Lithoman, a 64-page, double-wide, double-around heat-set web press that gave them the scale to win larger, more complex projects.
All In
When David Sr. retired two years ago, David Jr. stepped fully into the role of president after 25 years of learning every aspect of the business.
“We wouldn’t be who we are without our loyal team,” he explains. “Our employees, truly are our work family, are the heart of Freeport Press.”
Through the industry’s challenges, many printers tried to rebrand themselves as marketing service providers. “We were told at an industry conference that we couldn’t just be printers any longer,” David says. “Well, we decided not to take that advice. We chose to be the best printer we could be, staying focused on our core strength.”
That clarity extended to their financial partnerships. When Freeport looked to expand, they turned to Farmers National Bank, whose values matched their own.
“We wanted to work with people who were all in, who shared our belief in the power of relationships,” David says. Farmers provided more than financing; they gave Freeport the confidence to invest in growth and plan for the future.
Andy Ziegler, Senior Vice President, Commercial Team Leader at Farmers, recalls: “What stood out to us was David’s thoughtful, methodical approach and his unwavering commitment to people. That gave us the confidence to look beyond a struggling industry and see real opportunity.”
By refining their expertise in magazines, catalogs, and specialty publications, Freeport carved out a place among the top 10 magazine and catalog printers in the country. A remarkable leap from its newspaper roots.
Creating Value 
Today, Freeport Press prints for high-profile customers including the National Football League and Marvel Comics. Their success is powered by the operations team, led by Jan Seevers, and a relentless focus on out-printing the competition.
“Our customers depend on us,” says Jan, VP of operations. “Every day, our team works diligently to meet and exceed expectations. Whether it’s ensuring a comic book is available on the newsstand the moment a new issue is released or delivering a football program to the stadium on game day, our commitment is the same: high quality, on time, and backed by trust.”
David adds, “Your foundation for growth must be with customers who understand the value of what you bring. Most of our customers are true partners, not one-offs. We serve clients who rely on us for the long run.”
It’s this steady commitment that has built trust with clients, employees, suppliers, and the broader community.
Core Values
Freeport Press has adopted the Entrepreneurial Operating System (EOS) to align the company around shared goals and values. Those values - being relationship-focused, being all in, and continually learning - form the foundation of its culture.
That culture proved its worth during the pandemic, when communication and steady execution mattered most. The EOS framework provided clarity and accountability, helping the company adapt quickly.
“That is one of the first things that attracted us to Farmers; they matched our core values,” David says. “The decisions we make are not just about rates and prices. They require having a partner who does business the way we do business.”
For Freeport, values aren’t slogans; they are daily practices guiding decisions, relationships, and innovation.
Pressing Ahead
For the Freeport Press team, the next chapter is about building momentum. Freeport has laid out a five-year plan focused on steady, sustainable growth. They plan to expand their workforce from 230 to 250 employees, add 24/7 capacity on key equipment, and continue reinvesting in technology.
Their newest frontier is efficiency. A next-generation software platform will streamline estimating, scheduling, and workflow integration. These improvements will keep Freeport agile and able to meet customer demands even in uncertain times.
“The truth is that challenges will always come,” David says. “But we have learned how to navigate shifting currents and draw strength from the lessons learned along the way. With strong values, disciplined financial management, and trusted relationships, Freeport Press is confident about its course.”
He concludes with a vision that is both grounded and forward-looking: “Freeport Press has never put itself in a box. The industry, technology, and our customers keep evolving — and so will we. That’s the way we will press forward.”