ALL In: How Pye-Barker is reshaping employee ownership

ATLANTA—Pye-Barker Fire & Safety’s new Achieving Lasting Legacy Incentive (ALL In) employee ownership program marks a defining moment in the company’s journey to reach the next level, says CEO Bart Proctor. 

Rooted in a culture of entrepreneurship and shared performance, Pye-Barker has long treated its people like owners - emotionally and philosophically. But now, with the rollout of stock options to all full-time employees, that ownership is becoming a financial reality, Proctor says. 

“We’ve always wanted to do this,” he said. “It was the missing piece. We finally reached the size and financial strength to make it happen.” 

Backed by belief, and $142 million 

The initiative required a significant upfront investment - $142 million - and the support of Pye-Barker’s four major investors: Leonard Green & Partners (LGP), Altas Partners, GIC and Abu Dhabi Investment Authority (ADIA).  

LGP Managing Partner John Danhakl, a board member of the nonprofit Ownership Works, played a pivotal role in guiding the program’s development. Ownership Works helped Pye-Barker navigate the legal, communication and execution complexities of the rollout.  

“It’s not an ESOP,” Proctor clarified. “We issued stock options, which are simpler and more scalable for our business.” 

Employee-led momentum 

The push for ownership did not come solely from the top. Employees themselves asked for it - through surveys, town halls and direct feedback. “They saw the company’s performance and wanted to be part of it,” Proctor said. “We heard them loud and clear.” 

The launch was accompanied by a week of announcements, culminating in a NASCAR event in Daytona, Fla., on Aug. 23, during which the No. 42 car driven by John Nemechek featured Pye-Barker’s blue and green colors emblazoned with the new slogan, “Powered by Employee Ownership.” In addition, hats and certificates were mailed to homes, sparking a wave of selfies and emotional responses - many featuring children, parents and loved ones. 

Retention, safety and service - the ROI equation 

While the financial return on investment is hard to model precisely, Proctor believes the benefits will be clear. “We’re aiming for higher retention, better safety and unmatched customer service,” he said. “Happy employees make happy customers.” 

Retention is already strong at 82%, but the goal is to push that to 90% or more. Employees must stay with the company to vest their options, creating a powerful incentive to remain and contribute. 

Increased M&A and organic growth 

“ALL In” is also expected to influence Pye-Barker’s acquisition strategy. Proctor noted that the company seeks partners who care deeply about their people - owners who see the program as a way to elevate their teams. 

“If they’re just looking to cash out and buy a yacht, we’re not interested,” he said. 

Cultural cornerstone 

As Pye-Barker continues to expand, the “ALL In” program is poised to become a cornerstone of its identity - not just a financial tool, but a cultural engine. With each new acquisition, each quarterly update and each employee who chooses to stay and grow with the company, the ownership model reinforces a simple but powerful message: When people feel valued, they invest more deeply - in their work, their teams and their future. 

“We now have 9,000 new investors,” he concluded. “And that changes everything.”