Sean Knox is a fourth generation leader who turned a family trade into a modern, growing business. He is Co-Owner and President of Knox Pest Control, one of the largest pest control companies in the Southeast, serving customers across Georgia, Alabama, Florida, South Carolina, and Mississippi.
Sean grew up in the business. His first real job was as a technician assistant, working under his father and grandfather. He learned early that success comes from showing up, doing the work, and taking care of customers. That mindset still drives his leadership today.
His education sharpened his instincts. Sean earned a BBA in Marketing from Georgia Southern University, an MA in Public Policy from Regent University, and an MBA from Baylor University. Together, those programs gave him tools in strategy, communication, and leadership that he now applies to every part of the company.
Under his leadership, Knox Pest Control has expanded from a single office to 18 locations. The company now serves more than 90,000 customers and supports over 225 team members. Sean credits that growth to simple, consistent habits. Invest in people. Keep promises. Build long term relationships, not just quick sales.
Outside the office, Sean is active in his community and in his family life. He has served on boards for local chambers, youth programs, and his alma maters. He has been married to his wife, Crawford, for more than 20 years, and they have three children. For Sean, real success means building a strong business while also building a strong home and community.
Q&A with Knox Pest Control President, Sean Knox
When you think about “success,” what does it mean to you now compared to when you started?
Early on, success was simple.
As a teenager, working as a technician assistant, I thought success meant finishing the route on time and not making mistakes. If my dad and grandfather were happy, I was happy.
Today, my view is wider. Success is not just revenue, locations, or a title. It is whether people trust you. It is whether your team can build good lives for their families. It is whether the company is stronger in values, not just in size.
I also connect success to stewardship. I did not start this company. I am the fourth generation. My job is to leave it better than I found it. If the next generation inherits a healthy business and a clear mission, that is success to me.
How did your early work as a technician assistant shape your ideas about success?
Those early jobs were important. I swept floors, loaded trucks, and rode along on termite jobs.
I remember one summer in particular. It was hot and humid, and we had a long day of crawl spaces. I was tired and a little frustrated. At the last stop, the customer brought us cold water and said, “I always ask for your family. You care more than anyone else.”
That stuck with me. She did not care about our logo or how long we had been in business. She cared that we showed up, did good work, and treated her home with respect.
That is where I learned a basic truth. Long term success comes from how you make people feel, not just what you get done.
You have degrees in marketing, public policy, and business. How have those shaped your approach to success?
Each degree added a layer.
Marketing at Georgia Southern taught me to listen to customers. What are they worried about? What language do they use? It helped me see that we do not just sell “pest control.” We sell peace of mind.
Public policy at Regent University gave me a sense of responsibility. You see how decisions affect communities, not just one household or one quarter. Regent’s focus on Christian leadership also pushed me to see success as service, not just achievement.
My MBA at Baylor came later, while I was already in leadership. That experience forced me to put structure around things I had done by instinct. Strategy, finance, and operations became clearer. It helped me scale the business without losing the heart of it.
Together, those programs shaped a picture of success that includes people, systems, and impact, not just numbers.
What is one failure or hard season that changed how you define success?
During one growth period, we opened a new branch that struggled. On paper, the market looked perfect. Strong demographics. Good housing stock. Competitors we thought we could beat.
But we rushed the culture side. We hired fast. We did not invest enough time in training and onboarding. Six months in, customer complaints climbed. Turnover increased. The numbers looked bad, but the bigger issue was trust.
We had to slow down and rebuild. I spent a lot of time in that branch. I rode routes, sat in on calls, and listened more than I talked. We replaced a few processes, added mentoring, and made our expectations clear.
It took time, but the branch recovered. That season reminded me that growth without alignment is not success. Fast expansion that erodes trust is actually a step backward.
What role does community service play in your idea of success?
A big one.
Serving on boards like the Columbus Chamber, Georgia Chamber, Boys and Girls Club, Young Life, and others has changed how I think. You see needs up close. You see how business decisions affect families, schools, and neighborhoods.
To me, success means the company is strong enough to give back. That can be money, time, or leadership. It also means our influence is used to support others, not just ourselves.
If the business grows but our community is weaker, that is not success. Real success is when both are moving forward together.
How do you talk about success with your team and your kids?
With our team, I try to connect success to behavior, not just outcomes.
We celebrate milestones, like hitting a goal or opening a new branch. But we also talk about the technician who went back after hours to solve a problem, or the office staff member who calmed a worried customer. Those are success stories too.
With my kids, I keep it simple. I tell them success is doing the right thing when no one is watching. It is being faithful in small things. It is treating people well, working hard, and owning your mistakes.
I want them to know that titles and trophies fade. Character and relationships do not. If they understand that, they will have their own version of success, whatever path they choose.