Tugboat Institute®’s content is as varied as the leaders and companies it serves, yet certain themes rise to the top over and over: family business stories, Evergreen® principles in action, and the power of employee ownership. As I reflected on a recent acquisition at Pro Food Systems (PFS)—the company my wife, Julie, and I founded in 1998—it struck me how this experience is a rare blend of all three. At first, it felt unique and improbable, but perhaps it isn’t surprising after all. At the heart of all Evergreen activity is a foundation built on values and purpose—so maybe this story fits just as it should.

To set the stage, PFSbrands is the flagship company of Pro Food Systems (PFS), which we founded in 1998. What began as a part-time venture selling coffee soon evolved. In 1999, I took a leap of faith by quitting my full-time job, and we launched a branded food service program called Champs Chicken—selling chicken breading out of our garage. Julie and I started with a simple mission: to help our retail customers operate profitably. That purpose-driven approach allowed us to eventually grow into three major franchise food brands—Champs Chicken, Hangar 54 Pizza, and BluTaco—along with several licensed programs and private-label brands.

In 2017, after nearly two decades at the helm, we made one of the most defining decisions in our journey: transitioning PFS to a 100% Employee Stock Ownership Plan (ESOP). This move reflected our People First philosophy, ensuring that employees could directly share in the company’s success. For us, there was no better way to fulfill our purpose of improving the lives of clients, partners, and employees alike.

While most of our growth has been organic, for years we considered one acquisition opportunity that we could never fully ignore—not just for financial reasons, but for deeply personal ones. The company was founded and led by my father-in-law, Roger, who had built his business from the ground up over the course of more than 55 years. His company operated under the corporate name Show-Me Oil Company.

Roger’s story is a classic tale of entrepreneurial grit and Evergreen spirit—even if he never formally encountered Tugboat or Evergreen principles. He started as a 19-year-old pumping gas at a service station before purchasing it himself. Over time, he expanded to own 12 service stations, then pivoted to the grocery business, eventually building an eight-location chain—Moser’s Foods—that became a cornerstone of the communities it served. His business naturally embodied the Evergreen mindset: prioritizing sustainability, caring for people, and adding lasting value to the community.

As time passed, Roger faced the question that so many founders eventually do: How do you ensure your company’s legacy while protecting the people who built it? Without a clear family successor, Roger was faced with tough decisions. I made it clear that we were open to discussing an acquisition—but only if he explored all other options and felt that we were the right fit. He did his diligence, and ultimately, the combination of our family connection and the fact that PFS is a 100% ESOP made us the ideal buyer. This was more than a business transaction; it was an opportunity to preserve Roger’s legacy, protect employees’ livelihoods, and welcome them into an ownership culture.

Adding another meaningful layer to this story was the role of my daughter (and Roger’s granddaughter), Claudia. After earning her master’s degree and gaining valuable experience elsewhere, Claudia joined PFSbrands as an Executive Operations Strategist. When the acquisition opportunity arose, she stepped up to help lead the process. Working closely with the newly appointed future president of the grocery chain, Claudia became a bridge between generations—managing project details, shaping integration strategies, and facilitating a smooth transition. Watching her work alongside her grandfather while taking on significant responsibility was both personally rewarding and professionally impressive. Behind the scenes, she even coordinated the creation of tribute videos for her grandparents, honoring the lasting impact they’ve made.

For Roger, Claudia, and our entire family, this experience has been both enriching and meaningful. Roger found the outcome he had hoped for—an exit without sacrificing the well-being of his employees or the community. For Claudia, it was a once-in-a-lifetime opportunity to contribute to a family legacy while growing professionally. And for Julie and me, it was deeply fulfilling to experience the joy of working with family and knowing that family business remains part of our story, even in these post-ESOP years.

Unlike many acquisitions that rush to fully integrate and standardize, we chose a measured, deliberate approach. We began integration well before the official transition date, blending systems and processes while respecting what made Moser’s Foods special. We introduced efficiencies such as centralized pricing, digital scheduling, a refreshed website, enhanced social media presence, electronic banking (mostly replacing paper checks), and data tracking for inventory, waste reduction, and pricing optimization. Even small changes—like switching to weekly direct-deposit payroll—were met with enthusiasm.

Just as important was what we didn’t change. The stores retained their identity, name, and traditions. Employees remained part of the same familiar environment—but now as employee-owners. This balance between tradition and progress helped position the stores for long-term success while preserving the culture that mattered most.

Roger will continue to play a vital role—not as an employee-owner, but as a mentor and landlord—ensuring that his wisdom and presence will continue to benefit both the business and the communities served. Having wisely acquired his real estate over the years, we will rent from him for the foreseeable future. His knowledge, character, and community connections will remain invaluable as we navigate this next chapter.

Ultimately, this acquisition wasn’t just about business—it was about honoring a family legacy while building an Evergreen future. We proved that it is possible to blend family values, employee ownership, and sustainable growth in a way that benefits everyone involved. As Evergreen leaders, we often talk about doing business differently. For us, this was a chance to live it—and to show that legacy, people, and purpose can, and should, thrive together.