In 1979, Tony Glen founded Elmford, N.Y.-based Veganix Pest Management on a simple premise: A low-risk, green approach to pest management always is worth the effort.
Today, Veganix operates as a close-knit team that holds licenses in both Connecticut and New York. Anthony serves as CEO, alongside his son John, who manages operations, and his daughter, Jennifer, who serves as the company’s senior biologist. His wife manages the office team, while another son previously worked in the family business before moving to Europe.
The company maintains a diverse clientele, ranging from high-profile professional athletes and affluent homeowners to local non-profit housing programs for mental health and addiction recovery. It is one of 12 pest control companies nationally to sign the National Pest Management Association’s (NPMA) Sustainability Pledge, launched in late 2025.
Science meets empathy
For Jennifer Glen, rejoining the family business full-time in 2020 meant bringing a scientific background directly to the field. Holding a bachelor’s degree in psychology and biochemistry, along with formal research training from a medical research program at Columbia University, she approaches every account through both a human and technical lens. At press time, this winner of a 2025 NPMA Impact Award for Women in Pest Management is working on earning her Associate Certified Entomologist (ACE) credential.
Glen says the Veganix team views pest management as first responders performing an essential public health service.
“When we enter a home, it’s almost like a doctor doing a physical,” she explains. “We’re not only evaluating the interior and exterior, but also the family dynamic. People call us when they are frantic or fearful. Having a background in science allows me to explain the exact active ingredients we are using, why we choose them, and why they are OK to use around children, pets and plants. But my background in psychology helps me deliver that information with patience and empathy.”
That personal-yet-professional touch is central to the Veganix philosophy. Glen frequently invites clients to inspect product labels and safety data sheets (SDS) straight from the truck.
“We believe in complete transparency, no false advertising or jargon,” she says. “Even when clients ask if low-toxicity products actually work, I can explain the efficacy rates and research behind them. It takes extra time to educate clients and set expectations, but that clarity builds long-term trust.”
A personal, hands-on approach
While green materials and lower-impact protocols can carry higher price tags and demand more labor, the Glens view the investment as non-negotiable. Veganix remains intentionally grounded in classic service values: clear communication, local community involvement and the Golden Rule.
“We view ourselves as first responders for public health,” Jennifer Glen concludes. “At the end of the day, our approach comes down to integrity, respect and serving people with humility. When you prioritize safety and treat every account like it’s your own family’s home, the business naturally grows.”
from Pest Management Professional https://www.mypmp.net/green-all-stars-veganix-pest-management-blends-science-empathy-in-green-pest-control/ Sacramento CA
Kevin Damon launched The Eco Man Pest Solutions in 2015, after spending more than 20 years in the industry applying traditional products. The Durham, N.C.-based firm has aimed to be environmentally friendly from the start, proving that lower-impact, non-chemical and biological approaches can be profitable and sustainable.
Today, the successful Black-owned company maintains a predominantly residential customer base. Damon relies on a team of cross-trained universal technicians for everything from ants and bed bugs to mosquitoes and snakes, alongside a licensed termite control crew.
Meeting public wants
Damon, who is known around town as “Kevin the Eco Man,” stands by his motto: “It’s not about the bugs, it’s about the people.”
Damon says local public interest in sustainable living and urban agriculture, such as community gardens run by the city or other organizations, has been on the rise in recent years.
“There’s been a focus lately by community groups to educate residents on how to plant native species in their own gardens to attract beneficial insects,” he adds. “Educational efforts not only help Durham’s ecological health as far as soil, air and water go, but it’s also a nod to the area’s agricultural heritage. Our urban planners are realizing we can be a cosmopolitan city while still having a clean environment where we can live, work and raise our families.”
The added benefit, of course, is that The Eco Man Pest Solutions is offering the exact type of green solutions residents are being made aware of. The company responds to that by supporting local programs and educational outreach whenever possible.
Damon sees it as a win-win. “Because it’s being supported by local organizations and government, there’s an increasing sense of community responsibility and awareness of ecological health,” he adds. “We are playing a role in that as well.”
To that end, Damon currently is laying the groundwork to launch a nonprofit, tuition-free training institute to prepare young people for a career in the trades. Through the Eco Man Works Foundation, begun in 2024, he envisions the institute as having offerings for not only pest control, but plumbing, electrical and heating, ventilation and air-conditioning (HVAC).
“The ultimate goal for the Eco Man brand is to be a facilitator of job creation for young people,” he says. “I didn’t have a lot of encouragement or support coming out of high school or someone who was a mentor or who said, ‘Hey, have you tried this?’ We don’t encourage our young people to find their place in the world early enough.”
Damon’s dream is to have Eco Man Technical Institutes in major cities nationwide. He also is working with local technical and trade schools to find ways to cover expenses for students in need.
Looking ahead
Because The Eco Man Pest Solutions basically states its approach in its name, Damon admits it’s easier to attract customers who are willing to pay for the extra time and labor green-focused treatments often require. It hasn’t always been the easiest path to take, especially in economic times where customers are looking at direct cost over value. But Damon notes it’s important to stay true to one’s convictions.
It’s also important, he says, to be open to trying new things. New products come to market every year with the promise of green pest management. They’re always worth a try, he says, but be realistic about whether they’re working for your team regarding efficacy and extra time or labor vs. revenue. Do your best to analyze your results from a pilot program objectively and, if it’s not working, “make the decision to move on.”
Looking ahead, Damon predicts a major surge in consumer demand for low-impact pest management and prevention. As a result, he says, “We’re going to see more eco-friendly companies with more market share. I believe that share will reach up to 10 percent within the next seven to 10 years, nationwide.”
As the first and only chlorophacinone soft bait rodenticide for the professional market, the company says, Flatline Soft Bait offers an ideal solution to help pest management professionals (PMPs) solve their toughest pest challenges.
Flatline is a multiple-feed anticoagulant solution labeled for several rodent species, including house mice, Norway rats and roof rats. It is a good choice for everyday use to help stop damage caused by rodents, and it can be used during light to heavy rodent activity.
Like all soft baits manufactured by “The Soft Bait Innovators,” Liphatech, Flatline maintains its integrity in hot environments and offers a palatable formulation and bait matrix that rodents will eat.
PMPs can purchase the 28-gram pouches of Flatline in 4-pound bags, cases of eight 4-pound bags and 16-pound pails.
In addition to the effective control provided by Flatline and Liphatech’s full portfolio of intelligent pest management solutions, customers can also take advantage of its team of industry professionals. With more than 150 years of combined experience, all members of the Liphatech team work together to ensure PMPs are equipped with the products, strategies and recommendations they need to combat infestations and work toward achieving control.
About Liphatech
Known for its rodent control solutions, the Milwaukee, Wis.-based Liphatech is considered to be the developer of three of the industry’s active ingredients: chlorophacinone, bromadiolone and difethialone. The company was founded in France in 1946 io develop anticoagulants for the treatment of heart patients. It developed chlorophacinone in the 1960s and branded it as Rozol, a family of products that includes grain and pelleted products for field and structural use, and a tracking powder for use in and around structures. In the 1970s, Liphatech developed bromadiolone, its original second-generation rodenticide active ingredient.
The innovations continued with the opening of its U.S. facility in 1987. Research there and in Europe resulted in the discovery of difethialone during the late 1980s, with U.S. Environmental Protection Agency registration as an active ingredient in 1995.
Lee Thompson has joined Smarter Launch, a Mesa, Ariz.-based provider of proposal software for pest control companies. As an account executive, Thompson will work directly with pest control owners and operators to show how Smarter Launch can strengthen their sales process and increase the long-term value of their businesses.
Thompson brings more than 20 years of executive leadership across Fortune 50 companies and private equity. He entered the pest control industry with Terminix, where a move closer to family turned into a long-term career. He went on to co-found and grow his own pest control company, then joined Certus as director of sales before being named VP of mergers and acquisitions (M&A). In 2025, Thompson founded Trivie Business Brokers, where he works with home services owners on valuation, growth and exit strategies. Outside of work, Thompson lives in Auburn, Ala., with his wife, Jasmin, and their two children, Evie and Tripp.
Across hundreds of M&A deals and evaluations, Thompson says he has seen two issues repeatedly erode business value: weak accounting and poor sales tracking. Buyers want to see clear revenue and a documented sales process, and owners who can’t produce either face a harder, longer road when it matters most.
“I met the founders of Smarter Launch because I was frustrated the product didn’t exist yet,” he said in the news release. “When I met Darren (Hunsaker, company founder), the team was building it, and I saw the vision immediately. I’ve been on the Smarter Launch train from the beginning. I meet with owners and operators constantly, and 97 percent of them aren’t looking to sell. They’re looking to improve their business and grow sales. This is a tool every company needs in their arsenal.”
In his first year, Thompson will focus on helping owners recognize how much value sits in a process most companies overlook.
“I don’t think people value the proposal process enough,” he said in the news release. “It’s an essential tool to help owners take their business, and their sales, to the next level.”
About Smarter Launch
Smarter Launch is a proposal software platform built specifically for the pest control industry. Designed by industry professionals, the platform helps companies create clear, professional service proposals that homeowners can easily understand. With features like visual diagrams, customizable branding, automated follow-ups and interactive proposal tools, Smarter Launch focuses on helping pest control businesses communicate value, close more sales and streamline their sales process.
The theme for this year’s New York Pest Expo, taking place from 8 a.m. to 6 p.m. Eastern on Nov. 12 at the George Washington Bridge Doubletree Hotel in Fort Lee, N.J. is “The Art of Pest Management.”
At its finest, pest management is a craft blending technology, science and innovation. Never stop growing. Never stop improving. Aim to be a master. Come sharpen your cognitive skills with key insights from some of the industry’s most outstanding talents. Harness the power of the New York Pest Expo – a great pest management event.
The 2026 Edition promises to be bigger and better than ever with more exhibitors and attendees than in years past. Stay tech-savvy and sharp as you visit with dozens of manufacturers and business support providers. Take advantage of great promotions and blowout pricing on supplies and equipment. Come refine your skills and don’t miss out.
Total New York State Department of Environmental Conservation Credits for the event are as follows: 7A: 6.00, 7F: 4.00, 8: 5.00
Every pest control visit is a chance to grow your business. With Private Label by Catchmaster, your logo goes on professional-grade glue traps and monitoring stations, so every product you place becomes a marketing touchpoint that keeps working long after the job is done. Every Catchmaster Private Label partner is paired with a dedicated Catchmaster Pro sales representative who guides you from design through production.
If you’re attending PestWorld 2026, stop by Booth No. 231 to try Catchmaster’s new interactive private-label tool. Drop in your logo and company name right on the spot and watch your own branded products come to life on screen. It’s the fastest way to picture what’s possible, and it’s just the start. Every private label partner gets a dedicated Catchmaster representative to guide design and production from concept to shelf.
Don’t miss what’s new from AP&G’s Catchmaster Pro at PestWorld 2026.
About Catchmaster Pro
Catchmaster Pro is the professional brand of AP&G Co., a leading manufacturer of pest management solutions. Using a science-based approach, the company creates high-quality products for rodent, insect and mosquito management. Founded in 1952 in Brooklyn, N.Y., by Moses Frisch, an immigrant chemist from Hungary, AP&G Co. started with the production of specialty adhesives. Now based in Bayonne, N.J., with third-generation Frisch family members at the helm, AP&G has helped to support PMPs in their control, monitoring and prevention work of pests worldwide.
Hoffman’s Exterminating Co. built its stellar reputation on its commitment to quality service, highly trained employees, and community involvement. Its beloved mascot, BugsBee, aids brand recognition.
In March, it joined the Arrow Exterminators family of companies. The Mantua, N.J.-based pest control company, which employs more than 100 team members and serves customers in Delaware, Maryland, New Jersey and Pennsylvania, continues to operate under the Hoffman’s Exterminating Co. brand.
Bill Hoffman, CEO at the time of the acquisition, founded the family-owned company in 1990. He did not reach the decision to sell his company lightly. Going from zero to more than $16 million in revenue took hard work, dedication and a team of skilled employees, and he did not intend to partner with a company that was a bad fit.
“This was never about simply selling a business,” says Hoffman, 64, who now serves as VP of food safety and commercial development. “It was about bringing together two great family businesses that shared similar values.”
The acquisition allowed the Atlanta, Ga.-based pest control powerhouse to expand to the northeastern portion of the country. Arrow Exterminators already serves customers in Alabama, Arizona, Delaware, Florida, Georgia, Kentucky, Louisiana, Maryland, Mississippi, New Jersey, North Carolina, Pennsylvania, South Carolina, Tennessee, Texas and Virginia.
Photo: HOFFMAN’S EXTERMINATING CO.
Considering all options
About four years ago, Hoffman and his partner began discussing their succession plan. They explored options that included offering an employee stock ownership plan (ESOP), bringing in another partner, transitioning ownership to their children, and transferring ownership to a key employee.
“Ultimately, several factors — primarily the cost and risk involved — made those options less viable,” he says.
However, partnering with Arrow Exterminators made sense. Hoffman had been working with the company on projects for years, providing joint services to national and regional companies and serving on boards. He even attended a Christmas party at the home of Chairman Joe Thomas, who is a Pest Management Professional Hall of Famer (Class of 2009). These experiences not only helped build trust; they also helped confirm their company cultures, missions and beliefs were aligned.
“Selling a business is emotional, but you should never make an emotional decision,” Hoffman explains. “For many owners, the company represents a lifetime of hard work. It also may be the single greatest opportunity to provide financial security and retirement for your family, while creating more opportunities for your employees.”
Acquisition process
Hoffman says there was no single factor that compelled him to sell. “Rather, several key factors aligned at the same time and indicated we were ready for the next chapter,” he explains.
At first, his conversations with Arrow Exterminators focused on vision, growth and future opportunities. Hoffman says he had serious discussions about four years ago, but the timing was not quite right. That changed in 2025.
“I reached out again, and many of the obstacles we had faced previously had been resolved,” Hoffman recalls. “Chief Development Officer Kevin Burns and I sat down, created a list of pros and cons, agreed on terms, and started the process. We intentionally kept things simple and limited the number of people involved.”
When it came time to consider an acquisition partner, Hoffman says he had four primary priorities:
Protect the company culture.
Protect the company’s reputation and customer relationships.
Take care of employees the same way they always had.
Ensure that they continued to support and serve the community.
No stranger to the acquisition process — Hoffman acquired 15 companies over the years — he understood what to expect. Still, he relied on a team of trusted professionals that included a financial advisor, an attorney and an accountant.
“This is the time to look under the hood and honestly evaluate your business,” he says. “It takes discipline to slow down and assess both what you do well and where you can improve. Whether a transaction happens soon, later or not at all, improving your company benefits everyone.”
Resist the temptation to make major changes for the sole purpose of making your numbers look better, Hoffman adds. Selling off assets or undertaking significant operational changes could raise questions during the due diligence process. “Stay true to who you are and focus on doing it better,” he says.
Sharing the news
Once the details of the acquisition had been worked out and the deal had been finalized, the time came to share the news with employees.
Hoffman’s Exterminating Co. waited for the right time. First to get the news was the leadership team, which found out the night before. The next day, the announcement was made to all employees as part of a joint meeting with Arrow Exterminators’ leadership team.
“As expected, the news was difficult for some employees. Reactions ranged from excitement and optimism to fear and uncertainty,” Hoffman says. “I believe there is no ‘perfect’ way to deliver this kind of news. In my situation, the most important factor was remaining calm, positive and committed to our people.”
Hoffman and his team also personally contacted the company’s top customers and communicated with many others via email. Every email included his direct email address and cell phone number.
“Our message was simple: Hoffman’s is here to stay. Our people remain in place, our brand remains strong, and our commitment to serving customers remains unchanged,” he says. “Overall, customers responded very positively.”
Communication was instrumental in reassuring employees and customers, as a joint email blast from Hoffman and Arrow Exterminators CEO Emily Thomas Kendrick reinforced the two companies’ commitment to quality, community and their people.
“I do think that ‘walking the walk,’ as I remained actively engaged by meeting with customers, working alongside our team and consistently reinforcing the reasons behind the decision, kept people engaged and less stressed,” Hoffman says. “Our goal was to create more opportunities for employees and customers alike, opportunities that would extend well beyond my years with the company. By staying visible, accessible and committed, we were able to build confidence throughout the transition.”
While keeping the lines of communication open helped customers and employees feel better about the deal, there were some unknowns.
“The most difficult part of the transition was understanding exactly what would happen during the first 90 to 120 days,” he says. “That includes changes in staffing, leadership, corporate processes and any new policies or practices introduced by the acquiring company.”
Hoffman reiterates that partnering with Arrow Exterminators was the right move: “Change is difficult for everyone, but standing still can be even more challenging in the long run.”
