Each year, PCT (Pest Control Technology) Magazine's Top 100 list stands as one of the pest control industry's most respected benchmarks, a ranking that reflects not just size, but sustained, disciplined growth. Earning a spot means standing out in an industry where thin margins, seasonal fluctuations and operational complexity make consistent growth anything but guaranteed.
In 2026, South Carolina-based Best Home & Property Services, a family-owned company with more than 60 years in business, claimed the No. 100 spot on that list. This milestone is the result of deliberate strategy, a disciplined culture and the right technology backbone to support it all. It's the story of a business that built irresistible customer offers, expanded into new service lines and modernized its operations, with PestPac as the operational engine supporting that growth along the way.
In just a few years, Best grew from a single office with around 22 employees to four offices and roughly 50 team members.
According to company President Dewey Brunson, "Reaching this milestone means that having a goal, creating a plan and working every day to reach it pays off."
The Business Behind the Milestone
Company Details
- Founded: 1962 (family-owned, 60+ years in business)
- Revenue: As reported by PCT: $9.25 million a year
- Customer base: 80% Residential | 20% Commercial
- ~50 employees with 4 offices
- 13 Years Using PestPac
Best was no stranger to growth before its breakout year. The company consistently grew around 20% year over year as a standard pest and termite control provider that also offers additional services like crawlspace encapsulation.
Brunson says the real transformation began in 2023, when Best opened a new turf management division. At first, the company ran it the way most of the industry does, charging customers per application on a standard schedule. In 2024, Brunson decided to do things differently, delivering far more value and a service frequency unlike anyone else in the market. It turned out to be exactly what customers were looking for.
That decision set the stage for what Brunson calls "the big boom" of 2025.
"The growth leading up to 2025 can be simplified down to one word: compounding," Brunson said. "We had a long-term vision and asked ourselves, can we afford to sacrifice something now in order to have a large return later? The answer was yes. I was all in."
Building Irresistible Offers: The Bundle Plan Strategy
At the core of Brunson's growth philosophy is a simple idea: create offers customers can't refuse.
"Creating irresistible offers with high value and low risk to the customer is the key," Brunson said. "The question is, how much risk are you willing to take?"
For Best Home & Property Services, that meant rethinking how services were packaged and sold, shifting away from one-off transactions toward bundle plans that gave both the team and their customers a better experience while building a more predictable revenue engine.
That shift had a real operational impact. By converting what had traditionally been quarterly services into monthly recurring revenue, Best created a more stable, predictable business that could weather the slower winter months without the feast-or-famine swings many pest control operators know all too well. Beyond stabilizing revenue, the bundles gave customers peace of mind knowing their homes were covered year-round under one simple plan, while giving Best a more loyal customer base and the confidence of predictable income month after month.
That strategy extended into how Best approached its service lines. Alongside its pest and termite divisions, the company expanded into free baiting systems, turf management and, in 2025, rodent exclusion and attic insulation. While those newest services don't generate recurring revenue on their own, they became highly profitable additions that broadened what Best could offer any given customer and deepened the value of each relationship.
Turf management stands out as a particular differentiator. While most competitors rely on a standard eight-application model, Best moved to monthly applications. This delivered more consistent value to customers and supported premium pricing in a category where differentiation can be hard to come by.
"Month after month, year after year, creating irresistible offers at low risk to customers generated a recurring revenue stream that continues to compound," Brunson said.
Brunson is candid that this kind of transformation isn't easy. "Adding services or changing company service plans comes with a lot of work," he said. "It can be frustrating, rewarding, heartbreaking and profound all at the same time. I would never recommend growing as fast as we did in one year, if only for health reasons. It was the best and worst time of my life, but I wouldn't change it for anything."
Modernizing Operations with PestPac
Strategy and culture set the direction, but technology worked hand in hand with Best to scale it.
Sales Center
According to Brunson, one of the most significant operational shifts came through PestPac's Sales Center, which eliminated the paper-based contracting headaches that had previously slowed the sales process down. Technicians no longer needed to return to a home just to collect a signature; Sales Center enabled continuous estimate sending and backend processing, keeping deals moving without the extra trip.
Additionally, office staff frequently rely on PestPac's property details features for quick lookups, a capability that has proven valuable in connecting the office to the field and keeping everyone working from the same information.
Reporting & Forecasting
PestPac's reporting suite has played a central role in supporting Best's forecasting and decision-making. But Brunson was clear about an important caveat: reporting is only as reliable as the training behind it. As a business's tech stack and operational sophistication evolve, it's critical that PCOs invest in continuing to train and develop their talent to understand not just how the tools work, but why the data matters and how to act on it.
Scheduling & Route Optimization
Digital scheduling and mapping tools allowed Best to move away from arbitrary service areas and instead optimize technician routes with precision, maximizing each technician's daily workload and making the most of the time already on the schedule.
The Human Side: Culture, Training and Adoption
For all the attention on bundles and new service lines, Brunson sees them as only part of the picture.
"The bundling, the additional services and the change of focus that everyone sees is truly the second story of the house," he said. "What most people don't consider as much is the foundation. That foundation is culture, employee compensation, benefits, bonuses, company functions, attitude, heart, training and communication."
At Best Home & Property Services, that foundation has been every bit as intentional as the growth strategy itself. Putting significant emphasis on hiring and developing talent was a crucial element in the company's path to the Top 100.
"Your retention revolves around your culture," Brunson said. "How many people in your company drink the Kool-Aid you provide is a big deal. And is your Kool-Aid even good? We spend over half our lives at work, building ourselves and building the company we've decided to be a part of. It has to be fun, enjoyable and rewarding, and it has to teach us life lessons."
Best operates on a commission-based payment structure, where staff are motivated by money, results and customer service. That foundation is reinforced through a set of clear, consistent practices: a strict no-drama policy, morning meetings that combine music with relationship-building, and financial transparency, including sharing performance numbers publicly with staff.
Performance incentives play a role too. Team members can earn rewards like $100 cash or gift cards for hitting metrics tied to review generation and call handling, small, tangible reinforcements of the behaviors that keep the business moving forward.
For Brunson, it all comes back to genuine care. "If you don't truly care about the people working with you every day, there's no way you truly care about the customer," he said. "And if you don't care about your staff, why should they care about the company? You have to show that you care in whatever way that looks like for you. What makes you happy isn't what makes everyone else happy, so you have to be diverse in how you do it. Your staff should walk in the door every day happy to be there and happy to work with the people they do. Attitude reflects leadership, and leadership controls the culture."
The Road Ahead: Innovation Never Stops
Reaching the Top 100 is a milestone, not a finish line. It's a philosophy Brunson lives by, and it shows in how Best Home & Property Services operates day to day. This is a company that has been in business since 1962, yet it hasn't leaned on that history as a reason to stand still. If anything, the opposite is true: the same drive that pushed Best to rethink its offers, expand into new service lines and modernize its operations is the drive that will keep pushing it forward.
That's the real lesson behind the ranking. The Top 100 list rewards operators who build for the long term, who treat every gain as a foundation for the next one rather than a reason to coast. For Best, and for PestPac, the work of innovating never really stops.
