In the trucking industry, where scale and efficiency can dominate the conversation, S&H Express tells a different story, one grounded in family values, shared ownership, and a deeply personal approach to business. Since its founding 34 years ago, S&H Express has cultivated a workplace culture shaped by founder Steve Shellenberger’s emphasis on respect, hard work, and treating people like individuals rather than numbers. That culture has not only endured over decades of growth but has evolved in meaningful ways, culminating in a pivotal moment on July 1, 2025, when the company officially became an Employee Stock Ownership Plan (ESOP). Announced at a company breakfast, the transition was met with overwhelming enthusiasm by employees, underscoring just how invested the workforce already felt in the company’s success. “This milestone marks a new and important chapter in our company’s history,” said S&H President Jordan Kolb. For employees, the change is more than symbolic. Ownership means direct participation in the company’s performance and growth. Financially, it offers a pathway for employees to build retirement wealth, while also increasing engagement and job satisfaction. Hollie Walkley of marketing at S&H sees the transition as a natural extension of the company’s identity. “The ESOP didn’t create our culture,” she said. “It strengthened what was already here. People at S&H have always felt a sense of pride and belonging.” S&H Express has expanded its footprint over time through acquisitions that were gradually integrated into the business. These moves were often driven by relationships with other trucking companies and a desire to better serve customers, rather than purely strategic growth targets. Importantly, those acquisitions brought people—many from other family-owned businesses—into the S&H fold. Rather than imposing a rigid structure, S&H’s approach has been to incorporate these teams into its broader culture. “As we’ve grown, we’ve been very intentional about