Pat Covey is the chairman, president and CEO of The Davey Tree Expert Company, based in Kent, Ohio. Covey joined Davey in 1991 and has held various roles throughout the company over the years. He became president and CEO in 2017 and was elected chairman of the board in 2020. Covey has a Bachelor of Business Administration in accounting and finance from the University of Wisconsin – Madison and is a certified public accountant. Davey is Ohio’s largest employee-owned company and one of the top 10 largest ESOPs in the country.
You have held numerous positions with Davey Tree. How has this helped you run the business over the years?
Having the chance to work in so many different roles across Davey has been so integral to my success. I started in internal audit, moved into operations, and eventually into leadership. Each step gave me a deep understanding of how the company functions from the ground up. It really helped me appreciate the challenges our teams face in the field and showed me how to align our strategy with what’s actually happening day by day. That kind of perspective definitely comes from experience. Plus, the trust and relationships that I built by working side by side with so many of our key managers have been an incredible benefit to getting things accomplished for the company.
Has your background in accounting given you a unique viewpoint on running Davey Tree?
Yeah, I’d say so. Working in accounting made me really comfortable with numbers and understanding margins and costs. I haven’t practiced traditional accounting functions for decades, but the knowledge of what makes up a profit and loss statement or how to read financial statements is valuable no matter where you end up in the business.
How would you describe your leadership style?
I’d say my leadership style is collaborative and grounded in trust. I try to lead by listening first and making sure people feel heard and supported. I believe in empowering others, giving them the tools and space to lead, and then staying close enough to help when needed. I’ve always felt that leadership isn’t about having all the answers, but it’s about building a team that can find the answers together.
Being responsible for all operations throughout North America, how do you strike a balance between focusing on the big picture and not losing sight of the details?
It’s a constant balancing act, but it starts with having great people in the right roles. I rely on our teams to manage the day-to-day, but I stay connected by listening, asking questions and staying curious. I also try to set clear priorities, like safety and employee engagement, that guide decisions at every level. When everyone’s on the same page on what matters most, it’s easier to keep the big picture in focus without losing sight of what’s happening on the ground.
What has been your biggest challenge leading Davey Tree?
In the late 1990s, Davey implemented its SAP system (an enterprise-wide software system), and that had to be one of the toughest periods in my career. It was a massive project that affected every part of the company, and it didn’t go smoothly at first. We were working insanely long hours, fixing problems on the fly and trying to keep things running. But it also brought out the best in our people. It taught me a lot about resilience, teamwork and the importance of staying focused on the long game.
Where do you see Davey Tree in the next five years?
I see us continuing to grow and staying true to our values. We’ll keep investing in safety, people and innovation. Our new SEED Campus is bound to help us break barriers and drive solutions within the green industry, and we’re extremely proud of that. So in five years, we will have left an even bigger footprint and served as an example within the industry.
Davey Tree is regularly acquiring other companies as it grows. Do you expect your acquisitions to increase, decrease or remain steady in the near future?
I expect acquisitions to remain steady. We’re thoughtful about how we grow. We don’t only look at the financials, but also at the people and the cultural fit. That approach has helped us build trust with sellers and integrate companies in a way that preserves their legacy while also strengthening ours.
What changes would you like to see in the industry?
I’d like to see a continued focus on safety, innovation and environmental stewardship. Our industry has a real opportunity to lead in sustainability and employee engagement, and I think companies that prioritize those values will be the ones that thrive.
What advice would you give to others trying to grow a successful business?
Focus on your people. Build trust, invest in their development and create a culture where they feel valued. Also, remember to listen thoroughly, whether it’s to your clients, your team or your community. The best ideas often come from the ground up.
This article was published in the November/December issue of the magazine. To read more stories from The Edge magazine, click here to subscribe to the digital edition.
