Insights on the world of work | Insights on the world of work

In the continually evolving and competitive world of staffing, founders often reach a crossroads: do you build a company to sell for a massive payday, or do you build it to last? For Gene Holtzman, who launched Mitchell Martin in 1984, and his son Josh, now President and Chief Strategy Officer, the answer was clear. When a lucrative opportunity to sell their $230 million firm arose a few years ago, they turned it down.

Instead, they chose a radically different path. They sold 40% of the company to the very people who helped build it—their employees.

Gene HoltzmanFounder & President
Mitchell Martin Inc.

This decision wasn't a sudden whim; it was the culmination of a deeply ingrained, people-first philosophy. "We've had employees that have been with us 15, 20, 25, 30 years," Gene explains. "We wanted to remain independent. We just didn't think selling to a strategic partner or private equity was right for us."

That commitment led them to establish an Employee Stock Ownership Plan (ESOP), a move that transformed every team member into a stakeholder. "Now everyone at the company is an owner," says Josh. "We're trying to build this ownership culture mindset for everybody. …even some of the consultants will start to vest shares.”

The Power of a Shared Mission

Joah Holtzman President & CSO
Mitchell Martin Inc.

The ESOP is more than just a financial benefit; it’s a powerful cultural catalyst. In an industry often defined by high turnover and transactional relationships, Mitchell Martin is making a long-term bet on its people. The goal, as Gene puts it, is to treat staffing as an "honorable career," not just a job. The ownership model reinforces this by directly aligning the success of the company with the financial well-being of its employees.

"We want to create wealth for our employees," Gene states. "And if we do this ESOP right, it's going to take 10 or 15 years, but it will create wealth for our employees. It's been done."

This long-term vision is a stark contrast to the short-term, profit-driven mindset often imposed by outside investors. For Mitchell Martin, the only partners they need to answer to are their own team members. "What better partners to have than our team members?" Josh asks. This structure allows them to make decisions—like investing in new technology or acquiring smaller, entrepreneurial firms—with a patient, strategic outlook focused on sustainable growth rather than a quick flip.

A Counter-Narrative in the Age of Automation

At a time when the industry is grappling with AI and margin pressure, Mitchell Martin’s model offers a compelling counter-narrative. This people-first approach provides their answer to the industry's biggest disruption. While many firms chase a purely "tech-first" solution, the Holtzmans are doubling down on the human element.

They are actively piloting AI tools, but with a philosophy rooted in their culture. "You have to find that right balance between tech and touch," Josh says. The ESOP ensures that the "touch"—the expertise, dedication, and entrepreneurial spirit of their people—remains the company's core competitive advantage. As technology automates tasks, the ownership culture incentivizes employees to focus on the high-value, consultative work that builds lasting client relationships.

The results are evident not just in their growth, but in their ability to attract acquisition targets. In a competitive market, smaller firm owners have chosen to sell to Mitchell Martin, even when they weren't the highest bidder, because they "trusted us with their company that they really care about and their legacy."

In the end, Mitchell Martin’s story is less about sentiment and more about a strategic blueprint. It underscores a timeless truth: a company's most valuable asset is its people. And when people have a genuine stake in the outcome, they invest more deeply – in their work, in each other, and in the company’s future. As the industry charts its next chapter, Mitchell Martin stands as a reminder that true sustainability is built not on transactions, but on trust, shared purpose, and ownership.

Want to know more about Gene & Josh Holtzman?

Watch their recent podcast Building a Legacy
Hear them speak at Techserve Alliance Execute Summit 2025
Follow Joshua Holtzman and Gene Holtzman on LinkedIN