Above: Harry Stower’s, Bud Stower’s and Dick. Wes Stower’s standing with a restored 1929 Catepillar Tractor.
While at the academy Wes met Liz and
together they build a life which included the
addition of daughters, Lisa and Rachel, who
were born while they served overseas with
the United States Air Force. Wes Stowers
returned to East Tennessee in 1988, taking
the lead at Stowers Machinery Corporation
with the welcomed guidance of his father,
Harry Stowers, serving as Chairman until
the patriarchs passing in 2007. “He gave me
the tools, didn’t second guess my decisions
but instead would ask me questions”
Wes reflected, “sometimes it would be to
understand and then sometimes for me
to reach a needed change of thought.”
Harry was a good mentor but also utilized
a former caterpillar executive manager to
guide Wes on being an effective leader.
The combination of teachings would prove
success as the next 20 years Wes Stowers
led Stowers Machinery Corporation to
becoming an industry leader in almost
every market. Believing and practicing daily
the action of being a good steward of his
employees, Wes took care of his people and
built a team for long term. Stowers remarked,
“During the boom time in 2005 - 2007...we
were thinking how smart we are.” Then came
the recession.
The start of 2008 brought the recession,
seen at the beginning as something on
the horizon, not leading to much concern.
“We were expecting a 15% downturn.” Wes
remembered. It was believed the company
was doing well enough to survive the
recession and while the effects were not
immediate, the hit came hard with a 45%
reduction in 2009. “Everything fell out,
rentals, demand for machinery, everything.”
said Wes, “difficult decisions had to be made.”
As an Air Force Fighter Pilot, Wes Stowers
learned the importance of team, that nothing
is a solo event. He had to rely on others to
do his job effectively and respecting their
hard work and time was key to success. This
perspective would serve him and the entire
team of Stowers well in the hard times. They
developed a 12-month plan, a constant
balancing act between wages, debt, profit
and the bank. Constant communication
with his Stowers team was the life bread of
the transition.
The toughest part being the effects on his
team and the uncertainity in the months
ahead without
the ability to
reassure was
overwhelming.
“It hurt like hell.”
Wes remarked.
The pain is still
visible on his face
as he reflected on that time. Wes Stowers
is a unique leader, a fatherly guidance to his
over 300 employees.
The cut of extra spending, elimination of raises
and yes, some unavoidable layoffs had to be
implemented. Wes managed to hold true to
promises made to his team and the constant
communication softened the forced transitions.
The business model proved the foundation to steady
the company, they survived, they didn’t fall.