Trusted by leading retailers such as Dollar General, Walmart, Target, and H-E-B, Pan-Oston of Bowling Green, Kentucky sets the standard for innovation in retail fixture design and manufacturing.
That same spirit of innovation is deeply rooted in the company’s culture—and ownership structure.
As a 100 percent employee-owned company, Pan-Oston fosters a culture of ownership, accountability, and shared success. This employee stock ownership model not only drives growth but fuels a commitment to delivering exceptional value—for customers and the ESOP.
While Pan-Oston is widely recognized for its checkout lanes, its expertise extends far beyond. The company offers concept design and prototyping, security fixture systems, custom counters, self-checkout technologies, logistics, and installation services—all designed to support the evolving needs of modern retail. Guided by its ownership mindset, Pan-Oston is constantly exploring new ways to stay relevant, competitive, and valuable in the marketplace.
But profit is not the company’s only driver; its team of employee-owners strives to serve its customer base and beyond, and is committed to doing good within its local communities.
Set for growth
After more than half a century in the industry, Pan-Oston is also proud of the momentum it has gained from multimillion-dollar investments in machinery, equipment, and talent development. This momentum is possible because, while many American companies struggle with recruitment difficulties and labor shortages, Pan-Oston has a unique draw all its own. As part of Houchens Industries—the country’s second largest entirely employee-owned enterprise—its team directly enjoys the immediate results of ongoing investments and expansion.
Vice President Chad Eilers confirms this commitment. “We’ve made significant investments throughout our facility over the past three to four years,” he points out.
A significant portion of these investments have been in new machinery, including high precision press brakes, powder-coating pre-treatment system, automated panel bending, and a fully automated fiber laser with sortation robotics that enable metal fabrication to continue even while the human element of the workforce is off duty.
Company President Kendra Sewell is proud of these improvements. “Our innovation and investment in the people and equipment at the core of this growth have allowed us to meet the evolving needs of our customers,” she says. For Sewell, maintaining growth means maintaining innovation, continuous improvement, and investment in the people who make its mission viable.
Eilers supports this vision as well. “For Pan-Oston to remain a leader in the industry, we must continue investing in our facility, our employees, their families, as well as the communities we live in,” he says.
A five-year plan
In support of this mission, Pan-Oston has established a rolling five-year capital expenditure plan dedicated to continuously strengthening both its operational capabilities and leadership development. These ongoing investments go beyond equipment upgrades and end-user outcomes—they reflect the company’s commitment to its people.
As an employee-owned business, Pan-Oston fosters engagement through open communication and collaborative idea-sharing, including dedicated employee committees that help shape the company’s direction. As stakeholders, staff members are expected and motivated to constantly improve efficiency through their direct involvement. “We believe that our employees offer great, valuable input in determining what our plant looks like day-to-day,” says Lindsay Bisel, Marketing & Workplace Culture Manager.
Bisel also notes that Pan-Oston employees consistently work to create a collaborative and positive workplace culture—one that balances productivity with meaningful social interaction. As part of this commitment, the company actively supports both personal and professional development by offering recreational and educational opportunities designed to help employees build skills, connect with one another, and have fun.
True to its mission of positively impacting its employee-owners, community, and the customers it serves, Pan-Oston also remains mindful of its influence both inside and outside the company.
This commitment is reflected in its generous support of charitable organizations, including the American Cancer Society, CASA of Southern Kentucky, Room in the Inn, and the Center for Courageous Kids—a nonprofit camp for children with disabilities, made possible through volunteers and donations.
As a tight-knit team, Pan-Oston takes pride in having built an internal culture that is both professional and relationship-driven. “It’s not just business—it’s very personal for us,” Bisel says. “We’re proud of what we’ve got—an innovative, agile team that collaborates to make the best product for our customers and to drive the best results for all of us as employee-owners.”
Employee-owners—20,000 and rising
As a subsidiary of Houchens Industries, Pan-Oston has been one of 14 companies collectively run by over 19,000 employee-owners since its purchase in 2002.
Bisel points out the tremendous benefit of the system. “Since the inception of the Houchens ESOP program in 1988, Houchens has paid out over $2 billion in employer contributions. Being in an ESOP company, the success of your ESOP account is, to a degree, up to you and your daily performance.”
As a result, with additional stock allocated to each employee’s retirement fund every year, it is in the best interest of every team member to actively contribute to the company’s success.
As Houchens continues to grow its portfolio, its companies now span a diverse range of industries, from construction and manufacturing to supermarkets and convenience stores. This diversification strengthens the ESOP, safeguarding it against economic fluctuations and providing employee-owners with enhanced long-term financial security.
Pan-Oston’s president is confident that the company’s growth strategy is grounded in both consistency and forward momentum. By focusing on market trends two to three years ahead, Pan-Oston stays ahead of industry developments while maintaining a strong focus on achieving outcomes in the most efficient and innovative ways.
“Our internal focus remains on innovation and investment, and leadership training and development programs to make sure that we can support our clients’ evolving needs,” Sewell says of this team’s commitment to always do better—and to share in that success together.
