Lee Edwards is the president and CEO of The Greenery, Inc., based on Hilton Head Island, South Carolina. The Greenery was founded in 1973 by Edwards’ parents, Ruthie and Berry Edwards. Edwards graduated from Tulane University in 1990 with a bachelor’s degree in history and a minor in English. He returned to the family business in 1994. When his father was looking for an exit strategy, he decided to establish the company as an Employees Stock Ownership Plan (ESOP). Since then, the company has grown from 200 employees to over 800. Edwards took over the company in 2007.
Was taking on the family business always the plan for you or did you originally have a different career path in mind?
No, I worked off and on in the family business growing up, but I really didn’t plan on it as a career. After college, I lived in a few different places for a few years doing different jobs and was considering going to business school. I ended up doing landscaping for a while in a couple of different companies and finally decided to give it a shot as a “career.” I think my father hoped that would happen, but he never pressured me at all.
What has running the business been like as a second-generation owner?
I think it has been very positive. My father and I worked together very well for several years. We both agreed that when I took over the company, he would not be involved at all. He wanted to retire and it would not be fair to me or the rest of the team if he was still involved. He has been a pretty good “consultant” when needed.
How would you describe your leadership style?
I like to hire good people and let them do their jobs without hanging over their shoulders. I let them do the job and give support when needed. Our people are our best asset at The Greenery and I value all of them very much. Some people view workers as a cost. I view all of them as an asset.
As the CEO of an ESOP, does that impact any of your business decisions?
Yes, absolutely. In my role as the CEO, I do what is best for the company. In my role as the trustee of the ESOP, I have a fiduciary responsibility to the shareholders (all of the employees) of the company to do what is best for them. These priorities usually are aligned with each other, but not always, so it is a balancing act that I have to manage.
What advice would you give other owners considering transitioning to becoming an ESOP?
An ESOP can be a great move for the right company, but they are not for everyone. Attend a NCEO (National Center for Employee Ownership) or TEA (The ESOP Association) conference to learn more about the process before making the decision.
What has been your biggest challenge leading The Greenery?
Our people are the greatest asset, but finding more of them is always difficult. Â
Where do you see The Greenery in the next five years?
I have always said that we are a growth-oriented company. The reason for this desire to continue growing is because that is the best way to keep talented and dedicated people on your team. If you provide a solid future, they will stay with you and help you grow. If you are stagnant, then they will leave and be your competition. We plan to continue steady growth in the Southeast while providing great service to our clients.
What advice would you give to others trying to grow a successful business?
Hire good people. Pay them well. Share the equity and they will reward you for it.
What changes would you like to see in the industry?
Better communication with our clients. Let them know what great things we are ALL doing. It’s not just cutting the grass and some of our clients don’t realize that. We need to make sure they are aware that our industry provides a great service and we are part of the community.
This article was published in the Jan/Feb issue of the magazine. To read more stories from The Edge magazine, click here to subscribe to the digital edition.
