How HTP Termite & Pest Control came back — and turned a flat year into 30%+ growth.
Intro
HTP Termite & Pest Control has been a family-owned Tennessee operator since 1955. Todd Simpson bought the business in 2006; today HTP runs four locations across Tennessee and seventeen service vehicles. The company has grown enough that one recent February's gross revenue equaled HTP's full annual revenue from the year Todd took ownership.
That kind of growth doesn't happen by accident. It also doesn't happen in a straight line. In early 2025, HTP made a difficult decision: they left Coalmarch to try another agency. A year later, they came back. This is what happened — and what's happened since.
The results the first two months back have been so impressive that I don't worry about marketing like I did. I look forward to the monthly meetings now to find out what we can do to even get better.
The Challenge:
By the start of 2025, the rhythm of the partnership had drifted. Response times had stretched. Updates were taking longer than they used to. As General Manager Clint Collins put it: "We felt like a number more than a client."
So HTP made the call to move on. The first month with their new partner was exceptional, and for a moment it looked like the right decision. But the months that followed told a different story — performance slowed, Clint's own SEO deep-dives started turning up gaps that hadn't been flagged, and the account began running on a seasonality that didn't match Tennessee's. By the end of 2025, owner Todd Simpson summed it up bluntly: "It went from 100 to 0 in what seemed like overnight."
The year closed at roughly 9–10% growth against a 25% target — flat, by HTP's standards. Todd put Clint in charge of finding the next path forward, and after interviewing three other agencies, Clint made the call that surprised even him: he wanted to come back to Coalmarch.
The Coalmarch Approach:
What HTP didn't know at the time they left was that Coalmarch was about to go through a transition of its own. In April 2025, just months after HTP moved on, Coalmarch returned to independent, private ownership — a shift that gave the agency back its autonomy: smaller chain of command, faster decisions, freedom to invest in the tools and team that matter most to pest and lawn operators.
So when Clint reconnected with the Coalmarch team later that year at an industry conference, he wasn't catching up with the same agency he'd left. He was meeting a leaner, sharper version of it — one that had rebuilt its tools, reporting system, and operating model in the interim. The partnership he remembered was still there. The rest had been re-sharpened around it.
By mid-February 2026, HTP had signed a new contract, with a planned end-of-March re-launch.
Then, on March 9, the previous agency unexpectedly took HTP's website down without notice. By March 11 — two days later — Coalmarch had the new site live. Mid-season, with paid traffic running and leads on the line, work that should have taken weeks compressed into 48 hours.
From there, the team went to work across all three fronts — paid, organic, and web — with one principle running through every decision: every campaign, every page, every search query had to be doing a specific job for one of HTP's four Tennessee markets. Generic didn't apply. Out-of-region thinking didn't apply. Anything that wasn't earning its place was rebuilt; anything that was, was amplified.
Just as importantly, none of this disappeared into a black box. Monthly strategic reviews kept Clint and Todd inside the strategy as it evolved — not handed a report after the fact. For a client who reads industry updates, asks sharp questions, and was burned by feeling shut out at his previous agency, that visibility wasn't a nice-to-have. It was the foundation of the partnership.
The Results:
A few months in, the early data is decisive.
Beyond the numbers, the qualitative shift matters just as much. HTP has set sales records — or come close to it — in each of the past two months. Hiring is up: HTP has added two new technicians and a CSR year-to-date. Local pack rankings have stabilized at #1 across primary and secondary services in the HQ market, and top-three across most other markets. AI Overviews — a growing factor in how searchers find pest control help — are surfacing the site for high-intent, locally-relevant queries.
Recurring Revenue in 1st Year
Conversion Rate
Cost Per Lead
What’s Next
HTP isn't slowing down. The stretch goal: $6M in revenue within two years. To get there, the company is rolling out a bundling program designed to lift recurring revenue alongside new sales, expanding the team to absorb growth without compromising service quality, and rebuilding a five-year forecast Todd had scrapped after the slow stretch of 2025.
For a 70-year-old, family-run Tennessee pest control company that values doing things the right way, that's the bar. Coalmarch's job is to keep clearing it.
It feels like the original Coalmarch, and the results are definitely the original Coalmarch.