[PCT Leadership Winner] Mike Rottler

As a teenager, Mike Rottler never had to search for a summer job. Rottler Pest & Lawn Solutions was always there. Started by his father as Rottler Pest Control in 1956, three years before Mike was born, the St. Louis-based company is now the largest family-owned pest control business in Missouri. "Mike was always interested in helping me," says Fred Rottler, company founder. "At 15 or 16 he could sell our services better than I could."

From those early days in the field to his current position as president and chief executive officer of the company, Mike Rottler has been instrumental in the company’s growth. Since he became CEO in 1988, Rottler Pest & Lawn Solutions has added a variety of new services and increased annual sales from $550,000 to $5 million.

While the formula for such meteoric growth may seem mysterious, Rottler refers to the simple lessons his father taught about good customer service as the key to the company’s longevity and success. "My dad always said that no matter what, even if you know you’re right, go back out there and make the customer happy," he says.

RELATIONSHIPS COUNT. With outstanding customer service as a base, Rottler called upon both hands-on experience and valuable lessons provided by professional mentors to create a successful business model. He regularly attends industry conferences and has served on the National Pest Management Association’s Executive Committee and the Missouri Pest Control Association’s Board of Directors. And his introduction to the business in 1974 as a termite technician followed by his roles as a pest control technician and general manager have ensured that Rottler understands his company from the inside out.

Rottler used his industry connections to help him learn the skills needed to operate the business. Both formal pest control association events and informal networking with colleagues allowed Rottler to gain valuable insight. Now he tries to provide the same kind of advice and mentorship to managers who are new to the industry.

In particular, Rottler advises other pest control executives to participate in NPMA conferences and events because industry peers who are not direct geographic competitors are more willing to share information and answer questions. He also recognizes the importance of gaining a fresh perspective from those outside his own company.

Rottler also suggests talking with managers at slightly larger companies to learn about their business strategies. In fact, Rottler feels indebted to Jeff Springer, president of Springer Pest Solutions, Des Moines, Iowa, who invited him to the company earlier this year. Springer spent two days showing Rottler how the company operates, resulting in 30 pages of notes on business tactics and techniques that Rottler could try in his own business. Springer is pleased to have been a contributor to Rottler’s success. He says, "Rottler is the most successful second-generation pest control company in our time, and Mike is a good mentor and friend."

EXPERT ADVICE. Despite his hefty dose of personal experience, Rottler recognizes the value of professional business advice. Several years ago, he hired a business consultant to help fine tune the company’s structure. The resulting organizational chart was a first for Rottler Pest & Lawn Solutions, and Rottler says, "I learned that you need a structure in place to grow your business."

The process of creating a formal reporting structure took a heavy burden off Rottler: "(In the beginning,) most everyone was going to me, and I was the log jam! I realized that I wasn’t getting any younger, and things needed to change if the company was going to continue to grow, and I wasn’t going to burn out."

Rottler highly recommends that other pest control company executives examine their company’s internal organization, calling it "a useful exercise" that can result in healthy growth and efficiency. "I think creating an organizational chart freed me up, but more importantly it helped people coming into the organization understand how we are structured," he says. Technicians now report to direct supervisors, building strong relationships and improving employee retention, which Rottler believes is a key element in customer retention as clients come to expect and appreciate a familiar face when it’s time for service.

Rottler does more listening than talking during staff meetings and conversations with employees. He credits his hands-off approach to maturity and the ability to trust his management team. "We’ve got some really good people working at our company, and they usually make the proper decisions," he says. "In fact, they often make better decisions than I could." Although he is always prepared to interject advice or information as needed, Rottler now sees his primary role as that of company visionary. "If I show them the vision, they’ll execute it, and in most cases, they’ll do a better job of doing that than I would," he adds.

The feeling of admiration between CEO and staff seems to be mutual. Dan Sagitto, Rottler sales manager, says, "What I respect about Mike’s leadership style is that his door is always open. Sometimes my ideas aren’t the direction he wants to go, but I know he’ll always listen. He’s very concerned about his employees."

Rottler thinks that his focus on the company’s future and his ability to involve others in getting there is a more appropriate role for CEO than that of jack-of-all-trades. Instead of attempting to manage a wide variety of tasks himself, Rottler now asks questions of his company supervisors and lets them come to their own conclusions, a trait he observed in his father. "My dad used to ask me questions all the time, and I’d get so frustrated. At the time, I didn’t know why he was doing it, but it helped me grow. I think that’s what good leaders do," he says.

DIVERSE SERVICE MIX. As consumer interest in ancillary services has increased, Rottler Pest & Lawn Solutions has grown to meet the demand. In addition to general pest control and termite services, the company offers wildlife management, lawn care and installation of outdoor holiday lighting. In many cases, customers purchase a set of services, and Rottler credits this "bundling" approach with increased sales and profitability (see story, pg. 36 ).

In 2002, Rottler Pest & Lawn Solutions acquired Vogelsang Pest Control, a smaller company that had used Rottler to outsource its termite control services. Dennis Vogelsang, the former owner, now works as a residential supervisor for Rottler and says he has no regrets about selling his company to a former competitor. He says that Vogelsang was a good fit for Rottler because of the companies’ familiarity and similar business philosophies. "I thought (Rottler Pest & Lawn Solutions) would do the best job for my customers, and I was right," he says.

While customers appreciate Rottler’s broad array of services, Rottler thinks their loyalty is just as much due to the company’s identity as a family business. Gary Rottler is Mike’s younger brother and business partner. "There’s no doubt about it. People like dealing with a family company," Mike Rottler says.

Running a business together can strain a relationship, but Rottler says that his father taught him early on to put family first. "My dad always said, ‘You can always have another business, but that’s your brother – remember that,’" Rottler notes. And of his working relationship with Gary, Rottler adds, "We know we’re much better together than we are apart. He balances me out." Rottler characterizes Gary as patient, steady and good-natured, while he refers to himself as hot-headed, spontaneous and impulsive.

"(Mike and Gary are) both top-notch individuals," says Vogelsang. "They understand the importance of separating their business and family life, and I think that’s an important part of being a successful owner."

The brothers’ complementary strengths have contributed to the company’s success. Gary is known for his ability to develop positive, long-term relationships with customers and staff and enjoys working in the field, while Mike prefers overseeing the office, long-term planning and marketing. And although Mike admires his brother’s patience and easygoing nature, he says, "I think there’s a place in the business for my more aggressive personality as well. I think I’ve helped the company move forward and grow. It’s a pride issue with me."

Gary describes the brothers’ work relationship as a natural partnership. "(Mike’s) good at laying the groundwork for a project, and I’m good at picking up where he left off and completing the sale." Yet their approach toward the customer is the same: "Treat everyone like family, whether they’re your customers, your employees or your friends," says Gary. "We’ve tried to build our business around that philosophy."

A FAMILY AFFAIR. Mike Rottler’s aggressive approach to business does not translate to his fiscal management style. Intent on preserving his father’s legacy, Rottler is financially conservative, driven by a strong sense of responsibility to maintain the business for the benefit of its customers, employees and his own family. "If you’re so conservative you don’t give your people an opportunity to grow, you’re going to lose those people," he says. "So you need to take some chances, but there’s got to be a balance."

Although Gary is Mike’s equal partner in the business, he’s not the only Rottler involved in the company. Mike’s wife, Lori, also works for the company, and his college-age son and daughter have spent summers at the family business, just as Mike did years ago. The family legacy is important to the Rottler staff, too. "The standard of performance that the Rottler family set up in the beginning still exists today. There’s a lot of peer pressure to live up to that standard," says Sagitto.

In the future, Rottler plans to continue growing the company at a steady pace while retaining his current staff. "The company can get as big as they want if they work together," says Fred Rottler of his sons. And the family is united in their desire for continued success. Even at 76 years old, Fred notes, "I’d like to see the company continue to grow and be successful. I want our family to continue to be happy."

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An Admired & Respected Colleague

Mike Rottler’s friends and associates in the pest control industry regard him highly. Greg Clendenin, owner of Middleton Lawn & Pest Control, Orlando, Fla., and a 2003 Leadership Award winner says, "Mike does a great job of building a quality business. He has a totally unselfish attitude toward his employees and the industry. He readily shares what works for him. He values his industry friendships and freely gives of himself to facilitate learning and leadership in the pest control industry."

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A Bundle of Success

One approach used by Rottler Pest & Lawn Solutions to increase sales, profits and customer retention involves "bundling" services. Just as fast food clerks always offer fries with your burger, Rottler technicians suggest ancillary services to existing customers whenever appropriate.

For instance, "We bundle our termite services with our pest control services whenever possible," says Mike Rottler, president and CEO of Rottler Pest & Lawn Solutions. "Customers will think twice about canceling their service if you do a number of things for them."

While customers appreciate the ease of dealing with a single company for several services, Rottler appreciates the ability to become the customer’s "one-stop shop" for pest control, lawn and related services. He encourages staff to be aggressive in suggesting service upgrades by offering discounts, selling package deals and presenting branded service programs, such as its "Platinum Program," which bundles lawn services such as seeding and aerating.

Rottler also recognizes the importance of helping customers save time and simplify their lives, which is so valuable in today’s world that customers are often willing to pay a premium for convenience.

Rottler’s strategy is paying off. He estimates that 40 percent of his customers buy multiple services from the company. Technicians offer customers a range of service options to fit their needs and budget, taking a "good, better, best" approach. "People don’t like to buy products a la carte," Rottler says. "Anything you can do to simplify your customers’ lives, the better off you’ll be."