Orkin

Orkin

File:Orkin logo.svg
Company type	Division
Industry	Pest control
Founded	1901 (1901)
Founder	Otto Orkin
Headquarters	Atlanta, Georgia , United States
Area served	United States (and global presence after acquisition)
Key people	Gary Rollins (president of Orkin and Rollins, Inc.)
Parent	Rollins Inc.

Orkin is a United States-based pest control firm established in 1901 by Otto Orkin. Since 1964, it has operated as a division of Rollins Inc.. Beginning in 1990, Orkin has partnered with academic institutions and organizations such as the Centers for Disease Control and Prevention (CDC) to conduct research on pest biology and related diseases.

Otto the Rat Man

The company originated in Walnutport, Pennsylvania, founded by Otto Orkin, who started distributing rat poison door-to-door at age 14. Coming from a Latvian immigrant household, Otto was tasked early on with safeguarding family food supplies from rodents. Through experimentation with poisons containing arsenic and phosphorus, he developed his distinctive pest control products, initially providing them free of charge to establish credibility.

Orkin expanded his business beyond Walnutport by utilizing the nearby Lehigh Railway, focusing on areas lacking professional pest control services. In 1909, he entered the Richmond, Virginia market, offering both poison sales and extermination services. He pioneered a service model emphasizing routine maintenance treatments instead of occasional eradication efforts, framing pest control as a vital component of public hygiene.

Initially operating out of a post office box in Easton, Pennsylvania, Orkin established a formal office in downtown Richmond in 1912. His first contract with the government was secured in 1925 through the United States Army Corps of Engineers to manage rat problems at Wilson Dam in Alabama. Passing through Atlanta, Georgia—a city without pest control services at that time—Orkin chose to relocate his headquarters there, creating a strategic hub for future expansion.

Orkin Exterminating Company

When the company moved its headquarters to Atlanta, Georgia in January 1926, "Orkin The Rat Man" transitioned into the Orkin Exterminating Company name, although the original branding remained in use in Virginia until 1956. Otto Orkin assumed the role of president while his nephew Theodore Oser became vice president of sales. By April 1926, Orkin had secured contracts with over two dozen prominent Atlanta clients, which were featured in The City Builder. The iconic red and white diamond-shaped Orkin logo was introduced in August 1926, replacing the earlier "Rat Man" emblem.

In 1929, operations relocated to larger premises at 82 Courtland Street. By 1930, Orkin had established 13 branches across eight southern states, mostly managed by family members from the original offices. Otto invested $5,000 into new branch launches, covering expenses such as salaries, facilities, equipment, and marketing. Although branches were expected to become financially independent, some temporarily issued IOUs to Otto until they reached profitability.

During the 1930s, Orkin broadened its offerings to include fumigation and termite control services. In 1937, Otto consolidated operations to unify branding and centralize national billing through Atlanta. This move resolved customer confusion regarding branch independence and facilitated growth beyond the southern region. By 1940, Orkin operated 50 branches across 14 states with annual gross revenue approximating $1.5 million.

World War II and postwar growth

The United States’ involvement in World War II beginning in 1941 presented Orkin with significant challenges, including shortages of staff, chemicals, and essential materials. To combat the lack of personnel, Ted Oser partnered with Bill Buettner, founder of the National Pest Control Association, to obtain "essential service" designation for pest control. This status provided exemptions from the draft and prioritized access to limited resources such as gasoline and tires. Pest control was one of only two service sectors deemed indispensable during the war—the other being mortuary services. During this period, Orkin expanded its military contracts, servicing more than 150 military locations with routine fumigation and pest management services, including continuous support for railroads. Though constrained by less effective chemicals and a reduced workforce, Orkin streamlined operations by merging branches and optimizing service routes to fulfill demand. By 1945, the company had reached a record $2.098 million in gross sales and operated 82 branches across 14 states.

Following the war, growth accelerated due to the introduction of more effective pest control chemicals. Orkin recruited specialists in public health, entomology, chemistry, and sanitation to foster innovation and enhance safety standards. Herman Fellton, formerly with the U.S. Public Health Service, was appointed technical director to standardize chemical application and oversee training programs. The executive offices were moved to 591 Peachtree Street, separating them from the service divisions located at 590 Courtland Street. In 1947, Orkin launched uniforms featuring the red diamond logo for its technicians, strengthening the company’s professional image.

As termite and fumigation services expanded, Orkin placed a strong emphasis on chemical safety and industry standards under Ted Oser’s leadership during his tenure as NPCA president in 1944. Oser also worked to transform public opinion by framing pest control as an essential health service rather than a source of social stigma.

By 1950, Orkin had grown to operate 141 branches across 20 states with a workforce exceeding 1,000 employees and annual sales reaching $6 million. The company’s rapid expansion throughout the 1950s was fueled by profit-sharing plans and employee incentive programs that generated substantial wealth among managers and staff alike. Gross revenues more than doubled to $15.6 million by 1956. During this decade, Orkin capitalized on television advertising through the "Otto the Orkin Man" mascot and catchy jingle, significantly boosting brand recognition nationwide. This marketing success influenced branding elements on uniforms and vehicles and coincided with relocating headquarters to modern facilities at 713 West Peachtree Street in 1951. The move was publicly celebrated with an open house event showcasing the company’s growth and community involvement.

Company shakeups

Throughout the 1950s, Otto Orkin’s sons Sanford and William, along with sons-in-law Petty Bregman and Perry Kaye, advanced within the company’s ranks, leading to significant shifts in management. Numerous longtime executives—including Bregman—were either dismissed or resigned as William insisted on retaining executive roles exclusively within the family. By the mid-1950s, Otto had become largely a figurehead while his sons and Kaye consolidated their control.

In the late 1950s, speculation arose regarding Otto’s mental capacity; rumors suggested that Kaye and the sons exaggerated his condition to expedite their takeover. On May 16, 1960, Otto was institutionalized and legally declared incompetent shortly after transferring his controlling interest to his sons and eldest daughter. However, with assistance from his younger daughter Gloria, her husband Bregman, and Ted Oser, Otto regained competency status. By year-end 1960, Otto and Gloria sold their remaining shares for $5.35 million and $750,000 respectively.

Between 1958 and 1961, Orkin encountered operational difficulties such as pesticide resistance and heightened industry regulations that led to its first revenue decline in 1960. In August 1961, Sanford, William, and Bernice divested approximately 360,000 shares (about 15% of the company) to public investors at $24 per share to diversify their personal portfolios. Despite recording record profits and announcing plans for a new headquarters on Piedmont Road, rumors circulated about a potential sale of Orkin even as revenues continued growing through 1963.

In April 1964, Rollins Inc. acquired Orkin for $62.4 million—a defining moment that transformed the company’s corporate structure and expanded its global presence.

Rollins era

The acquisition of Orkin by Wayne Rollins represented the first leveraged buyout in the United States, sparking extensive organizational transformation. During his tenure, Orkin created the Orkin Acceptance Corporation to facilitate customer financing, introduced computerized systems for payroll and billing, and pursued vertical integration by purchasing Dettelbach Pesticide Corporation, which became the company’s main pesticide manufacturer and distributor. In 1965, Rollins further expanded into commercial pest control by acquiring Arwell, Inc. for $3.14 million, subsequently rebranding it as Orkin's Midwest Region.

In 1978, Gary Rollins, Wayne’s son, was named president of Orkin—the first leadership change since the 1964 acquisition—marking a significant executive reorganization at Rollins, Inc. Between 1979 and 1984, a “development” division experimented with new approaches that nearly doubled operational productivity. Gary advanced to president and COO of Rollins, Inc. in 1984, while Ed Elkins took over as Orkin president until his retirement in 1987.

Following Elkins’ departure, Bob Mercer became Orkin’s first president hired externally, emphasizing enhanced employee training to lower customer cancellations and staff turnover. He also restructured district management to grant greater autonomy at the local level. After three years in this role, Mercer resigned, with Gary Rollins returning to lead Orkin alongside his executive responsibilities at Rollins.

Throughout the 1990s, Orkin introduced innovative pest control technologies that improved treatment effectiveness while minimizing chemical usage. The company also initiated environmental outreach efforts by partnering with organizations such as the National Museum of Natural History to support exhibits like the O. Orkin Insect Zoo. From 1997 to 2001, Orkin undertook rapid initiatives to increase sales, improve customer retention, and enhance employee training; notable developments included launching the Rollins Learning Center in Atlanta and strengthening quality assurance and service guarantees. In 1997, Rollins sold Orkin Lawncare to TruGreen.

Treatments and services

Orkin utilizes the "A.I.M." approach—assess, implement, monitor—in its pest management process. This methodology emphasizes diagnosing pest issues accurately, applying targeted treatment methods, and continuously monitoring outcomes to ensure maximum effectiveness.

Research and education

Since 1990, Orkin has collaborated with academic institutions including Auburn University, University of California Riverside, University of Florida, University of Georgia, University of Kentucky, Purdue University, University of Tennessee, and Texas A&M University to advance research on pest behavior. These partnerships aid in developing cutting-edge prevention and treatment strategies.

Additionally, Orkin supports educational initiatives designed for K-6 students that focus on pest identification and entomology. The company sponsors a permanent exhibit at the Smithsonian Institution aimed at increasing public awareness about insects and arthropods.

O. Orkin Insect Zoo

Established in 1993 at the Smithsonian’s National Museum of Natural History in Washington, D.C., the O. Orkin Insect Zoo is an interactive exhibit sponsored by Orkin Pest Control. It was the Smithsonian’s first permanent exhibition backed by corporate funding and draws over one million visitors annually.

The zoo features more than 300 live insect and arthropod species displayed within carefully recreated natural environments such as mangrove swamps, bee trees, deserts, and tropical rainforests. Developed with input from entomologists, it educates visitors about insects’ interactions with plants, animals, and humans.

Interactive components like the "Our House, Their House" exhibit illustrate common household insect habitats to engage visitors and raise awareness. This attraction exemplifies Orkin’s dedication to education as a core element of its overall business strategy.

Junior Pest Investigators

Orkin’s Junior Pest Investigators initiative offers complimentary science curriculum materials tailored for K-6 educators, emphasizing pest recognition and eco-conscious management techniques. These educational resources correspond with the National Science Education Standards and incorporate evaluation components such as grading criteria and quizzes, supporting Orkin’s commitment to community-based educational outreach.

Orkin Man School Presentations

Since the 1950s, the Orkin Man School Presentation program has provided a platform for company representatives to inform students about the ecological significance of insects. This effort not only strengthens Orkin’s brand visibility but also underscores its dedication to advancing public knowledge in pest control.

Training Program

Rollins University administers a comprehensive training curriculum designed to deepen employees’ proficiency in pest control. New hires participate in an eight-week hybrid program combining practical fieldwork with virtual instruction. Frequently honored on Training Magazine’s Top 125 list since 2002, this initiative demonstrates Orkin’s commitment to workforce excellence and sustaining competitive service quality.

Training center

Located in Atlanta, Orkin’s 28,000-square-foot training center replicates real-world customer settings including a residential home, grocery store, commercial kitchen, hospital room, hotel room, and warehouse. This environment facilitates thorough employee preparation that aligns with the company’s service protocols.

The Orkin Man

Debuting in the 1950s as “Otto the Orkin Man,” the Orkin Man emblem has transformed into a symbol of pest control expertise through campaigns highlighting advanced technology and scientific approaches. Consistent branding efforts reinforce Orkin’s position as an industry leader in pest management.

The distinctive uniform features a white collared shirt branded with the Orkin logo and red shoulder epaulets, paired with neatly pressed khaki or gray trousers. Uniform adaptations exist to suit different roles; for example, commercial technicians wear versions equipped with extra pockets for handheld devices, enhancing operational efficiency.

The Orkin Truck

Orkin’s vehicle fleet mainly comprises white Ford Ranger and Chevrolet Colorado trucks adorned with the signature red diamond logo. Each truck is outfitted with Geotab GPS tracking technology to streamline routing and improve field technician productivity by minimizing travel time.

After Ford ceased Ranger production in 2011, Orkin secured the final model for continued use within its fleet. In 2012, Rollins announced plans to transition the fleet to leased Toyota Tacoma trucks, targeting full replacement by 2015 to modernize assets and uphold operational effectiveness.

Franchises

Orkin manages more than 400 company-owned branches alongside 58 franchised locations throughout the United States. Its international presence extends via franchises and subsidiaries across Canada, Europe, Central America, the Caribbean, the Middle East, Asia, the Mediterranean region, Africa, and Mexico. In 2019, Orkin entered the Australian market by acquiring Murray Pest Control, AllPest, Statewide Pest Control, and Scientific Pest and Vegetation Management.

Employees

Orkin’s team has consistently received accolades for outstanding service within the industry. Among those recognized by Pest Control Technology magazine as leading technicians in their fields were Rick Gaudreault (2012), Jim Bailey (2011), and Randy Miller (2010).

The Orkin Pro

In April 2022, Orkin transitioned its branding strategy from the traditional "Orkin Man" to the more inclusive "Orkin Pro." This shift was accompanied by a campaign featuring well-known figures from sports, television, and social media, aligning the brand with contemporary values.

Nothing But Nets

Since 2008, Orkin’s “Fight The Bite” initiative has contributed to the Nothing But Nets campaign by providing mosquito nets aimed at reducing malaria in Africa, where children account for 90% of malaria fatalities. Between 2008 and 2011, for every mosquito treatment sold, Orkin donated a net through the United Nations Foundation’s program. This effort generated over $820,000 within four years, underscoring Orkin’s dedication to corporate social responsibility and global health collaborations.

Centers for Disease Control and Prevention (CDC)

Orkin has collaborated with the Centers for Disease Control and Prevention (CDC) since 2004 on educational programs addressing pest-related health concerns. The CDC offers scientific guidance during bi-annual training sessions for Orkin staff. In 2010, seminars led by CDC experts covered topics such as triatomine bugs, known vectors of Chagas disease, and pesticide resistance issues.

An April 2011 session featured Dr. Emily Zielinski-Gutierrez, a CDC behavioral specialist, who presented on emerging mosquito-borne and tick-borne diseases in the United States, providing prevention advice for technicians to share with clients. Another seminar in October 2011 addressed rabies transmission and prevention methods.

These training sessions are transmitted via satellite to Orkin’s network of 400 branches nationwide, allowing field personnel to participate live or access recordings on demand, ensuring uniform knowledge distribution throughout the company’s operations.

National Pest Management Association

Orkin serves as the presenting sponsor for the National Pest Management Association’s Women of Excellence Award, which annually recognizes a woman demonstrating leadership and making significant contributions to advancing the pest management sector. This sponsorship highlights Orkin’s commitment to fostering industry leadership and promoting diversity within its corporate strategy.

Houston Zoo

As a corporate partner of the Houston Zoo, Orkin supports various annual initiatives and community engagement programs. The company has sponsored events including the Houston Zoo’s Earth Day festivities in 2012, the DINOSAURS! exhibition, and “Pollinator Palooza,” all aimed at enhancing environmental awareness.

Controversies

Orkin has been subject to numerous lawsuits across the country alleging inadequate service and unethical practices. In 2004, investigations into racketeering related to termite contracts took place in Florida, amid reports of more than 15,000 consumer complaints over a four-year span. Comparable allegations concerning fraud and poor performance have emerged in multiple states.

In 2001, New York Attorney General Eliot Spitzer enacted reforms focused on Orkin’s advertising methods and arbitration procedures for termite services. These legal issues have affected the company’s reputation despite its extensive market reach.

External links

• Corporate Website