house that fell through. T e whole family (Rick, Valerie, Skip, then age 13, and Jessica, then age 10) had to actually live in the shop for three months. Skip remembers the experience as ‘awesome’ while Jessica recalls quite a diff erent perspective of the experience, noting simply that it was ‘horrible!’ Today, Charleston’s Rigging and Carolina’s Rigging employs nearly 50 people. T e company, which also has offi ces in Columbia, SC and Augusta, GA, off ers a range of services. With annual sales of more than $10 million, the company is a supplier for maritime and commercial construction, maritime shipping, stevedores, port-related activity, and both light and heavy industry primarily throughout the Carolinas and Georgia. Charleston’s Rigging and Carolina’s Rigging also supplies local steel mills, power generating stations and manufacturers. Additionally, the fi rm specializes in stock and custom fabrication of material-handling slings and devices for overhead lifting and has a fi eld service division that provides repair, inspection and installation of overhead material handling products.
Skip ran a millwork and cabinet company while Jessica worked as a biotech researcher. When Jessica came onboard fi rst, she was at a point in her career where certain goals had been met and growth was needed. One conversation with Valerie led to others, and soon enough, she joined the company in her current capacity as CFO. Jessica recalls those fi rst days on the job, noting, “there was no grooming for positions, and the best experience was being able to grow up in the business.” She also remembers, “when I was old enough to count, I did my fi rst inventory.” Similarly, Skip was looking to expand and grow, and his company was at its height. What began as a conversation with family over T anksgiving dinner led to the epiphany that “if there is ever any chance that we are going to do something together, this was it.” Consequently, just twelve months, Skip joined in charge of operations. At this time, both Rick and Valerie were President and Vice president. When the ownership transition plan began to hatch, there were many concerns and questions. Initially, both Jessica and
“We all agreed in the beginning we were going to do this the right way. After all, you don’t want to lose your mom and dad in the process of taking
over a family business.” ~ Jessica Sage
Transition from one Generation to the Next When asked about the transition plan, everyone admitted that nobody had one. Rick and Valerie had a plan to get to a certain point, but visions of legacies and transitions just weren’t in the mix when things were getting started, and idle time to consider it was a luxury that few have when running a business. It turns out that the visionaries to take the next steps were busy with other jobs initially.
Skip talked with other employees about the transition, as well as their long-standing customers, many who had known both since they were kids. What resulted was a clearly communicated plan that helped instill confi dence both inside the company and out. Perhaps it was natural for these conversations to happen fi rst. Because as Skip notes, “without our employees, our people, we’re just a big old warehouse with a bunch of stuff .”
Harold Wigfall and Robbie Litaker adjusting the brake and replacing the wire rope on a hoist.
Wire Rope Fabrication Shop at the Charleston Location.
20 JANUARY-FEBRUARY 2012 WIRE ROPE EXCHANGE
Photos courtesy of Skip Sawin
Photos courtesy of Skip Sawin
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