Sep 28, 2021
What does it take to execute an ESOP successfully?
To get a clear perspective about this topic, I talk with Herb Sargent, the President and CEO of an ESOP, Sargent Corporation, a construction company based in Maine. This podcast addresses some of the following essential points:
I believe this episode will significantly benefit those interested in the mechanics in the implementation of an ESOP in their construction companies. Tune in to this today!
3:55 Herb Sargent’s background and how he got into ESOP
6:09 Options when you decide to get out of construction
6:51 Herb’s emotional response to the sale of H.E. Sargent
8:17 How the sale of H.E. Sargent influenced Herb’s future decisions
9:18 Herb’s experience starting his own company
10:14 Why Herb bought back H.E. Sargent
12:49 The motivation behind purchasing H.E. Sargent
14:29 The decision to do ESOP
16:10 Separating the ownership transition from the management transition
17:16 Ensuring smooth turnover
18:15 Where Herb found models and mentors for the ESOP transition
19:36 How employees can start buying into the ESOP
23:09 ESOPs struggle when owners just want to make money
25:36 How seasonality of the business affect people’s ability to build value in the ESOP
28:51 Starting an internal podcast
30:45 Communicating the ESOP life to employees
31:30 Initial steps to take if you’re considering ESOP
35:37 Working hard to build credibility with your crew
35:52 Herb’s journey in finding the next CEO of his company
37:59 BONUS: Herb’s restaurant recommendation in Stillwater, Maine
About the Guest:
Herb Sargent is the President and CEO of Sargent Corporation. It is an employee-owned earthwork construction company that traces its beginning to 1926 in Alton, Maine. They have nearly 400 employees working in seven states, specializing in commercial, industrial, and institutional site preparation, landfill construction, utility projects, airports, athletic facilities, and wind power access.
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