Sean Knox is a fourth-generation leader in the pest control industry, carrying forward a family tradition that began in Atlanta in the 1920s.
What started as a small venture has grown into Knox Pest Control, a regional company with 18 offices across the Southeast, serving more than 90,000 customers and employing over 225 team members.
Sean’s journey began early, working alongside his father and brother when the family business was revived in 1995. From the start, he saw leadership as more than running a company. “It was about protecting families, caring for communities, and standing behind what we promised,” he recalls.
He earned his BBA from Georgia Southern University in 2000, later completing an MBA at Baylor University in 2020. He also studied public policy at Regent University, where the mission of “Christian Leadership to Change the World” influenced his philosophy of servant leadership—leading with humility, integrity, and a focus on people.
Under his guidance, Knox Pest Control has expanded steadily while maintaining its core values. He credits growth to investing in staff, prioritising relationships, and building trust with customers.
Beyond business, Sean is active in his community. He serves on boards with the Boys & Girls Club and the Rotary Club, and supports leadership programmes at Regent University.
For Sean Knox, leadership is about leaving things better than you found them. By combining business growth with community service, he continues to shape his industry while honouring the values of generations before him.
Q&A:
Interviewer: Sean, you’re a fourth-generation leader in pest control. Can you take us back to the beginning—what was it like growing up in a family business?
Sean Knox: It was hands-on from the start. My great-grandfather began this work in the 1920s, and the values of service and hard work were always present in our family. When my father reignited the business in 1995, my brother and I were there from day one. We weren’t just told what leadership meant—we lived it. For me, it was never only about pest control. It was about trust. When you go into someone’s home or business, you’re protecting their space. That carries weight.
Interviewer: What lessons did you take from those early years?
Knox: That leadership is not about titles. It’s about serving people. I remember riding along on service calls, and I could see how customers relied on us. My father would say, “Do the job right, but also respect the person you’re doing it for.” That stuck with me. It made clear that customer relationships are as important as technical skills.
Interviewer: You later studied business and policy. How did education shape your leadership style?
Knox: I earned my BBA from Georgia Southern in 2000 and then my MBA at Baylor in 2020. I also studied public policy at Regent University. Regent’s mission—Christian Leadership to Change the World—really influenced me. It taught me that leadership has to be grounded in humility and integrity. The MBA gave me the tools to manage growth and complexity. The policy studies helped me think about leadership beyond profit, as something that affects communities.
Interviewer: Under your leadership, Knox Pest Control has expanded significantly. How did that growth unfold?
Knox: We started with a single office. Today, we have 18 locations across the Southeast, more than 225 team members, and over 90,000 customers. That growth didn’t happen overnight. It was step by step. We invested in our people, trained them well, and made sure they knew they were part of something bigger. I often say, “We don’t just count customers. We build relationships.” That’s how we’ve grown—by focusing on trust and consistency.
Interviewer: Was there a turning point where you realised the company had shifted from a family operation to a regional leader?
Knox: Yes, when we opened our tenth location. At that point, we weren’t just running a business, we were managing a network. The challenges changed—we had to think about culture, communication, and scalability. I realised then that leadership meant setting a vision that every office could share, even though each had its own local community to serve.
Interviewer: What challenges stand out in your career?
Knox: Adjusting to growth has always been a challenge. Going from a few employees to hundreds changes everything. You can’t rely on informal systems anymore—you need structure. But you also don’t want to lose the family feel. Another challenge is market competition. The industry is crowded. Staying relevant means adapting, whether that’s through new services or improving efficiency. But no matter the challenge, I always come back to values. They don’t change.
Interviewer: How do you balance business growth with community responsibility?
Knox: For me, they’re connected. A business thrives when its community thrives. That’s why I serve on boards with the Boys & Girls Club and the Rotary Club. These organisations support families and young people, which is core to what we stand for. I also support programmes at Regent University because I believe in preparing future leaders. Leadership doesn’t end at the company door—it extends into the community.
Interviewer: What do you see as the future of leadership in your industry?
Knox: I think the industry will continue to evolve with technology and regulation, but the real difference-maker will always be people. Customers want to trust the person who walks into their home. Employees want to know their work matters. The leaders who succeed will be those who understand that relationships drive results.
Interviewer: Looking back, what moments have felt like real success to you?
Knox: For me, it’s not one big milestone. It’s the smaller things. Seeing a team member I trained become a manager. Hearing from a customer who has been with us for twenty years. Watching my own children see the values of service in action. Those are the moments when I think, yes, this is success.
Interviewer: Finally, what advice would you share with others in leadership roles?
Knox: Stay grounded. Leadership isn’t about you—it’s about the people you serve. Be adaptable, because markets and industries change. But never compromise on values. At the end of the day, success is measured in trust, not in titles.
