The Pump Tex parts counter in Beaumont, Texas.
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“Up to 2010, our business was basically
service of electronic equipment. If we
needed something done underground,
which was rare, we would sub it out,”
Peavey said. “But in 2010, we had the
opportunity to buy a company in Austin
called Fuel Tex that did underground
underground, but it certainly was not our
“But this opportunity seemed to make
sense, so we bought out that company—
absorbing their employees, assets and
Today, Pump Tex supports “brick-and-
mortar” space in Beaumont ( 10,000
SF), San Antonio ( 1,400 SF) and Austin
( 2,500 SF), with a reach as far south as
Brownsville and Laredo, near the Mexi-
Peavey credits some of Pump Tex’s continued growth and success to his involvement with two professional organizations.
One of those organizations is PEI.
“When I ;rst got involved in PEI, I
was quite active in Young Executives,” he
said. “From that, I learned several good
Today, Peavey is a member of PEI’s
Commonwealth 10-Group. “10-Groups
got me to the next level of peer-to-peer
Another turning point for him
as a manager came when he got
involved with a second group: EO
“10-Groups are an awesome thing,”
Peavey said. “But there is not a whole
lot of difference in the management
styles of our 10-Group members. The
peers I met through EO are radically
different. And that’s really good for me.
Exposure to the different mindsets,
managing styles and experiences of
business owners outside the industry
TODAY AND TOMORROW
Today, Peavey is building a company
that is modeled on the best practices
he has seen inside and outside the
industry. His management style is
inclusive—involving lots of interaction
with and among the employees, as well
as transparency about the company’s
performance. A series of weekly
meetings is designed to involve all 23
members of the staff.
“It boils down to a system of numbers
reporting, accountability, evaluation
and feedback based on job description,”
It also boils down to a system that
can take Pump Tex into a very bright
future—no matter what that future
The home-based business experiment
reached its end in the summer of 1998.
“We didn’t operate from my dining
room for long, because I hired somebody
else to do the books and needed an of;ce
that was more professional than our
dining room table,” Peavey said.
Since those early days, Pump Tex has
“By 2000, we were still very focused
on a couple of customers,” Peavey said.
“They were majors—and we still work
for them today—but at that time, as
much as 60 percent of our business was
due to those two customers. We realized
how vulnerable that made us. If those
companies had been bought out, we
might not exist today.
“So we sat down and asked ourselves
what we should do, and the answer was
As it turned out, the new customers
they began landing were growing, too.
Before long, in fact, Pump Tex found
itself in Austin servicing one of the new
customers’ properties in that city.
“Once we got into Austin, we started
getting more business in that city,”
Peavey said. “That meant we had to hire
even more techs.”
A second wave of growth came in
“In 2009, Dresser Wayne offered to
sell us a branch in San Antonio because
they were getting out of the service
business,” Peavey explained.
Another acquisition came just one