Chapter 23 - THE COMPANY AFTER ME
At forty-five, I sold part of my Minton Survey & Civil Works stake into an employee ownership plan.
Not all.
Enough that no future Minton could automatically control the company.
Why?
Because family ownership had once allowed Georgia to blur:
mother;
trustee;
shareholder;
caretaker;
boss.
Power accumulated because roles overlapped.
We separated them.
Independent chair.
Employee directors.
External audit committee.
Family trust representatives limited.
I remained CEO for another decade.
Then stepped down.
May you like
The company survived me.
Best proof governance worked.
