Davey Tree Flipbooks

43 42 Growth Rings innovations and the dedication of its field employees enabled the company to thrive as it overcame the recession and accelerated toward the close of the decade. By 1977, total sales would grow again, this time by 10.2 percent over the previous year. And in 1978 total annual sales would rise by a significant 17.6 percent over 1977. In the West, success was evidenced by the securing of several substantial utility contracts in California that took effect Jan. 1, 1977. In residential tree care, rising sales materialized through contracts with historic and landmark properties. In the summer of 1977, Davey's New Orleans tree care office served the magnificent trees of Oak Alley Plantation on the banks of the Mississippi River in Louisiana. ere, then district manager Ken Wheeler's crew cared for the double row of oaks – stretching 900 feet and estimated to be about 300 years old – by providing fertilization, pruning, cabling, and lightning protection installation services. Technological advancements allowed the company to transform the infrared inspection devices previously confined to a vehicle mobile, so that an employee could use the handheld infrared inspection devices to inspect power equipment for utility clients wherever the employee could reach on foot. And the Davey Horticultural Institute added a new research laboratory and expanded its library to further improve both training and diagnostic capabilities. e Beginning of a Complete Transformation Unfortunately, the late 1970s were marred by instability in both the field and corporate offices. In the field, in the first quarter of 1976, several of Davey's district managers resigned and went into business for themselves in the same markets, and in many cases they took their clients with them. "As ex-Davey employees, they were strong competition for our replacements who were suddenly made district managers right in the busiest season of the year," Davey management acknowledged in the 1976 annual report. "Our people responded remarkably well, and most were success- ful. However, costs were higher than normal, and it took time to rebuild sales." e employees who left Davey most commonly mentioned their lack of confidence in Myers and his course for the company as the reason for leaving. Al Smith, who still served as chairman, had recognized that the employees' dissatisfaction with Myers had led to irreconcilable differences, which prompted Smith to call Myers into his office to encourage his resignation. On April 21, 1976, Smith assumed the presidency upon Myers' resignation for a third and final time. Almost immediately, the company deconstructed most elements of the organization Myers established. Executive management explained in the 1977 annual report that the company had undergone a careful study of its operations, assisted by a manage- ment consulting firm, and concluded Davey Tree should be restructured by lines of service rather than geographical areas. e three lines of service at the time were determined to be Tree Care, Utility, and Lawnscape services. A series of internal appointments were necessary to reorganize around Davey's various clients. Howard Eckel was named vice president and general manager of Utility services with experienced men such as Gene Haupt, Carl Carpenter, Gene Efird, John Marria, Merle Talbot, Ted Booth, and Bill Heim reporting to him to oversee all utility accounts. Ted Baer was named vice president and general manager of tree care services, serving primarily residential and commercial clients. Davey's Canadian operations reported to Baer along with A.B. McKinstry, manager, central division, Don Shope, mid-Atlantic division manager, and all tree care offices. Jim Pohl was named senior vice president for finance and administration with departments including research and development and technical services, administration, treasury and accounting all reporting to him. Bert Stamp was named vice president of field services with the heads of the equipment, personnel, and safety departments – Roy Ferry, Ross McCafferty, and Bob Holt, respectively – reporting to him. ese appointments clearly defined areas of focus. Historically, as recent as the 1960s, there had been Davey offices in which a district manager might be responsible for line clearing assignments, residential tree care work, and other jobs spanning the service areas. Now, crews and managers could hone in on their area of expertise to better serve their clients. As a substantial shareholder, M.L. Davey, Jr., who had officially retired from active service in 1975, came out of retirement. He was appointed vice president for prop- erties and equipment – a position that saw him working with regional managers on questions of buying, selling, or remodeling properties, as well as negotiating leases for any properties or facilities throughout the company. In addition, as vice president of equipment, Brub was charged with developing and maintaining an annual equip- ment budget and working closely with his uncle, Paul Davey, then company chief engineer, to determine the purchase, sale, or disposition of equipment. Still, the future of the Davey Company appeared uncertain despite some familiar faces in top positions. e Davey family still had no clear, long-term successor to take over the business. As if to preserve its legacy, the family took two actions after Smith resumed the presidency. First, they commissioned a book to tell the story of John Davey, his founding of Davey Tree, and its successes throughout the early 20th century. In June 1977, Pequot Press released the book Green Leaves: A History of e Davey Tree Expert Company by Robert E. Pfleger. And then, a month later, the family ordered a reprint of John Davey's 1901 book, e Tree Doctor, that so famously outlined his scientific tree care methods. ree months later, in November 1977, Smith made two shocking announcements to management. First, the board planned to make John "Jack" W. Joy, then vice president of sales, president and chief operating officer of the company. Smith would become chairman and CEO. As for the second surprise announcement, the family declared that e Davey Tree Expert Company was up for sale. What followed were 16 furious months of maneu- vering, doubt, and comradery that culminated in the Davey Company's brightest moment: the employee acquisition. Chapter 2 In July 1977, the Davey family ordered a reprint of John Davey's famous book "e Tree Doctor," which was originally published in 1901. John Davey self-published the book at a personal cost of $7,000 – the equivalent of more than $180,000 in 2019 dollars. "e Tree Doctor" outlined Davey's methods for scientific tree care. ree months after ordering the reprint, the company released a new book, "Green Leaves: A History of e Davey Tree Expert Company." Al Smith (left) and Martin L. Davey, Jr., were the last members of the Davey family to lead Davey Tree. ey stand in front of portraits of Martin L. Davey, Sr., and John Davey. e portraits can be seen in the visitor lobby of Davey's corporate headquarters. Although the family announced plans to sell the company in 1977, Martin L. Davey, Jr., had a big role yet to play in the future of Davey Tree.

• Cover