I entered the pest control industry in 2018, becoming a licensed Pest Control Field Representative with the world’s largest pest control company. Through a strong work ethic and a focus on ethical sales and customer education, I quickly became the top salesperson in my office. Within a year, I was promoted to Termite Manager, where I oversaw all termite treatments, exclusion work, structural repairs, and annual inspections.

While my direct service results and team performance consistently earned high marks, company-wide customer service scores increasingly reflected issues outside my control. These challenges were largely tied to corporate decisions, including the use of an overseas call center that ultimately proved ineffective and was later discontinued. Seeking a work environment where accountability and service quality were better aligned, I began exploring new opportunities.

In 2022, I joined the second largest pest control company. Although the company had a strong reputation, it was undergoing a pricing shift after becoming affiliated with their parent company. Prices rose to national-brand levels without the benefit of national-brand recognition. In practice, this often meant charging customers disproportionately high prices for minimal treatments—an approach that conflicted with my personal standards. After two months, I chose to move on.

I then joined a locally owned pest control company operated by a close friend. There, I played a key role in developing and strengthening the termite side of the business. While the company ultimately faced limitations due to a lack of volume, the experience broadened my skill set significantly. I gained hands-on experience in general pest control operations as well as commercial services, deepening my understanding of the industry beyond termites.

In 2023, I worked for a mid-sized pest control company. Once again, systemic issues with communication and customer service limited the company’s potential. When my direct supervisor—also a friend—became frustrated and left, it reinforced a pattern I had seen repeatedly: overly complicated sales processes, inflated pricing, overseas call centers, and a disconnect between leadership and customer experience. After about a year, I decided it was time to take a different path.

Recognizing that starting a pest control company from scratch would be challenging, I began searching for an existing business to purchase. After months of exploration—including consideration of businesses outside the industry—I was contacted unexpectedly by a broker. Following a lengthy process, I successfully acquired Mr. Exterminator that had been around for more than 30 years.

Prior to the acquisition, I had planned to name my company Pecoter, derived from “PEst COntrol & TERmite,” and even registered the domain. That plan changed quickly after my wife jokingly pointed out an unfortunate pronunciation (“Pee-coater”). After further discussion (and more humor), we landed on DePests, ultimately securing the domain DePests.com.

Following the acquisition, I made the decision to rebrand Mr. Exterminator as DePests. The original name felt misaligned with our values—we wanted a name that clearly focused on eliminating pests, not sounding like we eliminate people. The business had been declining due to a lack of focus and interest from the prior owners, but with renewed leadership and a customer-first approach, that quickly changed.

Today, DePests is a thriving, growing pest control company built almost entirely on customer referrals and five-star Google reviews earned from the ground up. We operate with no call centers, transparent and fair pricing, and a commitment to straightforward, relationship-driven customer service. In our first year of operation, we were honored to receive two industry awards—a reflection of the principles that have guided my career from the beginning.