Over the course of its 35-year history, Massey Services has evolved to meet changing consumer demand and technological innovation while also adapting to new economic landscapes caused by numerous global and national crises.
When Tony Massey joined his father’s company in 1989 as a manager trainee, Massey Services as it is known today had only been in existence for four years.
“It was a lot smaller and we were only in Florida,” says Tony, now president of Massey Services. “We’re now the fifth-largest company in the industry, and the largest privately-held company in the business.”
Headquartered in Orlando, the pest prevention, termite protection and landscape care company now boasts 2,400 team members and 155 service centers throughout Florida, Georgia, Louisiana, Texas, South Carolina, North Carolina and Oklahoma.
Over the course of its 35-year history, Massey Services has evolved to meet changing consumer demand and technological innovation while also adapting to new economic landscapes caused by numerous global and national crises.
But before the company enters a new line of business or launches a new innovation, Tony asks his leadership three things:
- How will it affect our team members?
- How will it affect our customers?
- Is it environmentally responsible?
“We made a decision years ago to not be cutting-edge on most items—we want to be innovative, but not cutting-edge because the second and third iterations tend to be better,” Tony says.
“We look at everything, but with the intent to understand how we can use it two to four years down the road. That way we can understand how it will impact our team members, customers and the environment before we roll it out.”
Tony Massey, president of Massey Services
That’s what the company did in 1990 when it decided to no longer conduct routine pesticide applications inside homes and instead focus on eliminating or reducing pest populations outside the home and sealing up the home from the exterior. Not only was this change better for the health of team members and customers, but it was also more effective, efficient and environmentally friendly.
This process of methodical and deliberate improvement also helped Massey innovate how it pre-treats sites for new construction to reduce the amount of water wasted, how it remediates bed bug infestations with heat instead of chemicals, and how the company helped to revolutionize not only Florida’s landscape and irrigation industry but also the state’s certified test for irrigation licensing. Now the company is looking at rain and soil sensors to further innovate with smart irrigation and, ultimately, save water.
It’s a process that’s also helping guide Massey’s entrance into the sanitation business in response to COVID-19.
“About two weeks after the pandemic started, around mid-March, we asked ourselves if we want to get into the sanitizing business,” Tony says. “The comment from our Quality Assurance team was we don’t want to just spray stuff down, wipe it off and act like it was sanitized. Surfaces must remain wet for 4-10 minutes – you’re not killing 99 percent of germs if you’re just wiping it off.”
So, Massey partnered with BioAssured and in June began to roll out a new, long-lasting disinfecting system for commercial clients that need to sanitize high-touch surfaces.
“It’s a very detailed process,” Tony says.
“It’s important we protect our commercial clients as if their business was our own, so we wanted to provide the best solution possible. In fact, our Corporate Headquarters was our first client.”
Tony Massey, president of Massey Services
Massey Services’ steadfast commitment to doing right by its customers, team members and the planet is highlighted by both its history of innovation and the company’s family-like and open culture.
“Years ago, my father sat down and did a tremendous job at writing a mission statement. Today we still live up to that mission, and it has never changed,” Tony says. “If you agree with it and work hard, you’re going to be successful. We pride ourselves in our drive to serve people and be the best service company in our industry.”
Tony tries to maintain a family-type atmosphere by learning everybody’s name, focusing on team member benefits (paying 80 percent of employee healthcare premiums), and making sure team members hear and see from a Massey family member as often as possible.
“I travel a lot because I think it’s important for people to be able to ask me questions or talk candidly to me about what’s working and what’s not. I believe to not have that relationship is unhealthy,” Tony says. “Team Members can ask me anything and I will give them an honest answer. I’ve gotten all kinds of questions and that’s ok—that’s how families interact—and that leads to open conversations. People don’t always agree with what we’re doing but at least they understand why we’re doing it. That way they understand how we got there and trust our judgement.”
Trusting Massey’s judgement has helped the company weather several storms, both literal and figurative, over the course of the company’s history.
“When the four hurricanes hit our state all within months of each other, that taught us a lot of lessons,” Tony says.
Tony Massey, president of Massey Services
At that point in time, Massey Services was predominantly a Florida company. When the four hurricanes hit, they hit Massey’s entire business. “It’s what started our expansion out of the state.” The crisis also affected Massey’s ability to communicate with managers and staff across its business and put its computer systems at risk.
During the pandemic, Massey Services had just initiated the process of moving its computers to the cloud, which meant shifting to remote work was a challenge. “We had to overcome that with different technology. Crises teach you little lessons that always pay off big,” Tony says. “Through time, you go through these situations and you learn from each of these little lessons.”
During each crisis, Massey Services has followed three basic principles: ensure the physical safety of the team, ensure the financial safety of the team and ensure the safety and service of their customers.
“When Houston flooded a few years ago, our people couldn’t go to work, but we made sure they got paid,” Tony says.
While Massey Services is deemed an essential service during the COVID-19 pandemic, some team members can’t work because they’re in a compromised category. Yet, the company makes sure they still get paid.
“We take care of our Massey family,” Tony says. And for most of the Massey family, as well as their company’s corporate headquarters, the Orlando region is home.
“Orlando opens its arms and takes you in immediately,” Tony says. “If you want to join certain boards in other cities, you’d be on a waiting list for years. If you’re brand new to Orlando but willing to volunteer your time and get involved on boards, our community embraces you.”
Tony says most of Massey Services executives love Orlando for that very reason. “I tell them that if they’re passionate about something, go get it done. Orlando is that way. It’s home to us and it’s our community. I can’t imagine living anywhere else.”
The Orlando Economic Partnership celebrates Massey Services’ regional leadership in support of advancing broad-based prosperity through its role as a member of the Governor’s Council.
