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Pest Control Technology magazine just put Proforce on its 2026 Top 100 list at #56, and the cover story is worth a read if you have five minutes. Writer James Bigley II spent time with our team and laid out, in pretty plain terms, what the last three years have actually looked like from the inside.
A few things stood out:
We’ve grown 558% over three years and crossed $23 million in revenue. Thirteen locations now, across Virginia, North Carolina, South Carolina, Georgia, and Florida. That level of growth doesn’t happen by accident, and the PCT piece does a good job of tracing it back to where it started: a finance guy who looked at the pest control industry and saw something most people missed. That finance guy is our CEO.
Proforce CEO Mark Shorr came up through investment management, earned his MBA at Wharton, built a consumer products company, sold it, then ran a consulting and advisory firm before landing in home services around 2020. He’s not the typical pest control founder, and that shows up in how the company runs.
The “three-legged stool”
If you ask Shorr what makes the company work, you’ll hear about the three-legged stool. Sales. Operations. Customer success. Each leg holds the same weight. If one wobbles, the whole thing tips.
It sounds simple. It is simple. But it’s also the kind of thing most growing companies forget the moment they start chasing a revenue target. The PCT article mentions how Mark likens our approach to “a science project guided by metrics and KPIs,” and that’s accurate, but the science only works because the people doing the work actually care about the customer experience on the other end.
What that looks like for a customer
Here’s the principle Mark hands every branch: if something is easy to fix, just fix it. Don’t escalate it. Don’t make the customer call back. Don’t add it to a queue. Just handle it.
In practice, that means the technicians showing up at your home are empowered to solve the small stuff on the spot. The office staff aren’t reading from a script. The service plans are designed so that, ideally, you stop thinking about pests altogether. That’s the goal.
Successful pest control is invisible pest control.
Growth without the squeeze
One detail in the PCT piece that doesn’t always get talked about: our funding structure. Mr. Shorr secured backing from long-horizon investors after helping divest eight Southeast branches from Hawx Pest Control in 2024. The piece notes this lets Proforce prioritize long-term growth over the short-term margin squeeze that comes with most private equity ownership.
Translation: we’re not trying to cut corners to hit a quarterly number. We’re trying to build something that’s still standing in twenty years.
Three pathways, one plan
Growth at Proforce runs along three tracks…
- Expanding inside markets we’re already in.
- Opening brand-new branches from scratch.
- And selective acquisitions when the fit is right.
The PCT article frames this as a hybrid model: startup speed with a mature-company structure, and that captures it about as well as anything.
Atlanta and Fort Myers just came online, bringing us to 13 branches total. More route density across the Southeast, and more communities getting a service that, frankly, hasn’t had a lot of choice in the past.
Advice from the top
PCT closed the article asking Mark Shorr, Proforce CEO, what he’d tell other pest management entrepreneurs. He gave three things:
Know your numbers. Deliver exceptional customer service. And lastly, build a culture on purpose, not by accident.
That’s the playbook. Not flashy. Not new. But the companies that actually run on it are rare, and we’re trying to be one of them.
You can read the full PCT cover story here: How Mark Shorr Runs Proforce Differently
If you’re in one of our service areas and want to see what the Proforce approach feels like, get in touch. We’d rather show you than tell you.