Introduction
Scaling a moving company is never simple. Many owners dream of expanding beyond their first branch but worry about losing control, culture, and profitability. Some turn to franchising, only to find that it brings new challenges, complex agreements, and a loss of direct oversight.
On this episode of the Movified Podcast, host Mark Hirschi, owner of Salmon’s Moving & Storage in Vancouver, sat down with Josh Shipman, owner of Coastal Carriers Moving & Storage in North Carolina. Josh shared his remarkable journey—from working in restaurants and overcoming personal challenges to building a thriving multi-branch moving company.
What makes Josh’s story unique is his approach to growth. Instead of traditional franchising, he embraced an ownership opportunity model, giving trusted employees equity stakes in new branches. This strategy created loyalty, maintained company culture, and allowed Coastal Carriers to scale sustainably.
If you’re a moving company owner, franchisee, or industry professional, this in-depth breakdown will show you how to apply Josh’s strategies to your own business.
Key Takeaways
What You’ll Learn:
- Ownership opportunities beat franchising. Giving employees equity creates loyalty and accountability.
- Promoting from within preserves culture. Training leaders internally builds trust and consistency.
- Hub-and-spoke models simplify scaling. Centralizing support while empowering branches drives efficiency.
- Investing in people pays long-term dividends. Employee development leads to innovation and growth.
Table of Contents
- The Origins of Coastal Carriers
- From Sales Role to Ownership: A Bold Step Forward
- Scaling a Moving Company with the Hub-and-Spoke Model
- Ownership vs. Franchising: Choosing the Right Path
- Using Corporate Branches as Training Grounds
- Key Lessons for Moving Company Owners
- Why Movified is Your Go-To Resource
- Conclusion
1. The Origins of Coastal Carriers
Josh Shipman’s entry into the moving industry was unexpected. Originally focused on culinary school and restaurant management, Josh realized that the lifestyle of long nights and inconsistent schedules wasn’t sustainable.
At the same time, he was in recovery and looking for a fresh start. The director of his recovery community also owned a moving company and encouraged Josh to join. Eventually, he accepted a role in sales at Coastal Carriers Moving & Storage.
At the time, Coastal Carriers operated a single branch in Wilmington, North Carolina, earning about $1.5–2 million per year. Wilmington, a busy beach town, had a high rate of relocations thanks to people buying vacation homes and moving from larger cities in the Triangle area.
Josh brought a new level of integrity to sales, applying lessons from Domino’s and Papa John’s about standardized systems. Within five years, company revenue had doubled to $4 million. That success set the stage for expansion into Myrtle Beach, Raleigh, and eventually Greenville.
2. From Sales Role to Ownership: A Bold Step Forward
As Coastal Carriers grew, leadership challenges emerged. The company cycled through several general managers. When the last GM stopped showing up, Josh stepped up to fill the gap.
He stopped taking sales leads, hired Jason (now his partner) to run the sales department, and took control of operations. When owner Wayne and his wife approached him to discuss compensation, Josh made a bold move. Instead of accepting a raise, he asked for ownership.
“I didn’t ask for more money. I took a pay cut when I left sales, but my end goal was ownership.” – Josh Shipman
That decision changed everything. Wayne agreed, and Josh became a partner. When Wayne later passed away during COVID, his wife Lori and Jason became co-owners alongside Josh. Together, they now run Coastal Carriers as equal partners, guiding the company into its next
3. Scaling a Moving Company with the Hub-and-Spoke Model
One of the greatest challenges in scaling a moving company is balancing efficiency with culture. Too much centralization can stifle local branches, while too much decentralization risks inconsistency.
Coastal Carriers solved this with a hub-and-spoke model.
- The Hub (Wilmington): All customer calls, lead generation, and claims are handled by the central office.
- The Spokes (Myrtle Beach, Raleigh, Greenville): Local branches manage dispatch, storage, and on-the-ground operations.
- Leadership: Weekly Zoom meetings keep everyone aligned, ensuring culture and strategy stay consistent.
This model allows Coastal Carriers to grow while keeping costs low and quality high. It centralizes the most complex aspects of the business while allowing local leaders to focus on customer service and operations.
4. Ownership vs. Franchising: Choosing the Right Path
Many moving companies believe franchising is the only way to expand. But Josh discovered a more effective approach: ownership opportunities for employees.
When his operations manager needed to move to Greenville for personal reasons, instead of losing him, Josh offered him a 25% ownership stake in a new branch. Within two months, the Greenville location had already generated $60,000 in revenue.
This model works because:
- Equity drives accountability. Employees with ownership think long-term.
- Culture stays consistent. Owners trained within the company uphold its values.
- Retention improves. Expansion becomes a way to keep talented employees, not lose them.
“You can’t pay someone to care. But if they own part of the business, they will.” – Josh Shipman
5. Using Corporate Branches as Training Grounds
Not every employee is immediately ready for ownership. That’s why Coastal Carriers treats its corporate branches as training grounds.
Employees learn the company’s culture, systems, and leadership style while working at established branches. Those who demonstrate loyalty and capability may later be offered equity in new locations.
One standout story is a young woman who joined Coastal Carriers with a marketing degree. She quickly took over PPC campaigns, outperforming external agencies and saving the company thousands of dollars. Today, Coastal Carriers is sponsoring her to study web design—an investment in her growth that also strengthens the company.
This approach creates a pipeline of future leaders and ensures every new branch is run by someone who already embodies the company’s culture.
6. Key Lessons for Moving Company Owners
Josh’s journey provides actionable lessons for anyone focused on scaling a moving company:
- Promote from within. Internal leaders already know your culture and values.
- Play the long game. Ownership is earned by proving yourself, not demanding rewards.
- Stay connected to operations. Even owners should answer calls and visit crews.
- Adapt roles to strengths. Salespeople and operations managers need different skills.
- Use ownership as retention. Instead of losing great employees, turn them into partners.
Why Movified Is the Source for Movers
The Movified Podcast, hosted by Mark Hirschi, is the leading resource for moving company owners who want to grow, scale, and thrive. With more than 110 years of moving industry experience behind Salmon’s Moving & Storage, Movified brings practical insights and proven strategies from movers across North America.
Guests like Josh Shipman share real-world lessons on leadership, ownership models, and business culture. Whether you’re running a small operation or managing multiple warehouses, Movified connects you with the strategies you need.
Conclusion
Scaling a moving company doesn’t have to mean selling franchises or losing control. As Josh Shipman’s Coastal Carriers story shows, offering ownership opportunities creates loyalty, drives growth, and builds sustainable leadership.
If you want to grow without sacrificing culture, listen to Part 1 of Josh’s conversation on the Movified Podcast. His journey from restaurants to multi-branch owner proves that investing in people is the ultimate growth strategy.
Meet The Host
Mark Hirschi is the founder and host of Movified. With over a decade in the moving and storage industry, Mark combines real-world leadership experience with a passion for mentorship and elevating industry standards.
