In 1950, a bold idea was born in the back of a delivery truck. University of Tennessee student Till Keller, who had started by selling groceries to fraternities, envisioned something more enduring. What began as a side hustle blossomed into a decades-spanning family legacy: Kelsan, one of the Southeast’s most respected janitorial and facility supply companies.

Now celebrating 75 years in business, Kelsan has not only survived economic downturns and evolving industry pressures—it has thrived. In a recent conversation, Monty Kilburn, Kelsan’s CEO, and Ken Bodie, president of parent company Keller Group, shared how strong values, strategy, and people-first leadership transformed a modest Knoxville startup into a regional powerhouse.

A humble beginning with bold ambition

Kelsan’s origin story starts in 1946, when Tillman J. Keller Sr. and his brothers founded Institutional Jobbers (IJ), a food distribution business based in Knoxville, Tennessee. By 1950, Keller saw another unmet need.

“Till told me this story personally,” said Bodie. “He called his brothers into his office and said, ‘Food service is working out pretty good. I think we should start distributing janitorial supplies.’ His brothers thought he was crazy. But Till said, ‘When I come back from the restroom, if you’re in, you’re in. If not, I’m doing it anyway.’ And that was it. Kelsan was born.”

Originally named Keller Sanitary Supply, the company was quickly rebranded by customer shorthand into “Kelsan,” a name that stuck. From the beginning, Keller’s mission was clear: Get essential supplies into customers’ hands quickly and reliably.

A culture of trust and accountability

Fast forward to today, and that same spirit of initiative remains deeply ingrained in the company’s culture. Although no longer family-operated on a day-to-day basis, the Keller family remains actively involved. Kilburn and Bodie, both non-family executives, were entrusted to lead because of their shared commitment to the company’s values.

“One thing the Kellers do well is find people that add value and give them space to do what they do best,” Kilburn explained. “That’s something we try to extend throughout the organization—ownership and accountability at every level.”

That philosophy goes beyond theory. Kelsan employees participate in regular feedback surveys, including a 13-question employee experience survey that is mailed to their homes. Each comment is read and responded to.

“We want families to know their loved one is working for a company that cares,” Kilburn said.

Core values: The foundation for resilience

One of the most defining decisions in Kelsan’s history came under Bodie’s leadership: A deliberate effort to build a formal company culture rooted in clear core values.

“When Monty joined the company, we had just gone through a process to define who we were,” Bodie said. “We brought in an outside facilitator and asked employees—not leadership—to define our core values. Those became the foundation of everything.”

The result wasn’t just good public relations (PR). It became the framework for hiring, evaluating performance, and managing through crisis. “It’s the foundation of the pyramid,” Bodie added. “You either live the core values, or you don’t work here.”

For Kilburn, those values proved invaluable during the pandemic and other economic challenges. “Having that cultural clarity let us lean on something solid,” he said.

Evolving beyond ‘moving boxes’

At the heart of Kelsan’s long-term success is a commitment to what Kilburn calls “value beyond distribution.”

“Anybody can move a box,” he said. “But our value is in how we help customers apply products to get the best results—whether it’s creating labor efficiencies, reducing operating costs, or ensuring a cleaner, safer facility.”

Bodie echoed the sentiment: “We make you look good—that’s our tagline. That means helping our customers’ facilities look good and making our customers look good to their bosses.”

This approach extends to everything from product training and equipment service to sustainability audits and stock-keeping unit (SKU) rationalization.

Surviving challenges, staying adaptable

In more than four decades with the company, Bodie has seen his share of disruption—from the 2008 financial crisis to COVID-19.

“In 2008, others were down double digits, but we were only down single digits,” Bodie recalled. “Our industry doesn’t ride the highs, but we also don’t suffer the worst of the lows. Still, it was a big win to weather that.”

During the COVID-19 pandemic, the company’s strong supplier relationships proved pivotal. “We have a sister company that manufactures chemicals, so we had access to hand soaps and disinfectants when others didn’t,” Bodie said. “We really showed up for our customers, and they’ve remembered that.”

Kelsan has also grown through strategic acquisitions. “Integrating new teams can be a challenge,” Kilburn noted, “but we’ve been lucky that the businesses we’ve brought in have been great cultural fits.”

Growing with a personal touch

Though competing with large national distributors and sleek e-commerce platforms, Kelsan has maintained a boutique, high-touch approach to customer service.

“We’re either a big, small company or a little big company,” Kilburn said. “We don’t have all the bells and whistles of multinationals, but we tailor solutions to the customer. Whether that’s product, training, or tech—it’s about what works best for them.”

One standout example? Every customer invoice includes a one-question satisfaction survey. And every single response is read—and answered—by Kilburn or Bodie.

“Friday night, I got an email from a smaller customer who had something missing in their order,” Kilburn recalled. “I personally replied, copied a few teammates, and made sure it was addressed. We’re people. Mistakes happen. But how we respond matters.”

Kelsan’s latest customer satisfaction score was a remarkable 4.85 out of 5.

Diversifying to serve diverse markets

Kelsan services a wide range of industries—from healthcare and education to industrial facilities—and it has diversified its offerings accordingly.

“We’ve grown into pressure washers, floor care, even packaging equipment,” Kilburn said. “But we’re intentional about what we expand into. If we can’t meet the customer’s expectations, it doesn’t matter how wide our offering is.”

That mindset also applies to sustainability. Years ago, Kelsan adopted the motto “Think Green” and hired a sustainability specialist to offer free training on environmentally responsible products. Today, they continue to offer facility reviews to help customers reduce waste and streamline supply use.

“When we walk through a building, we often see five different paper towel dispensers,” Bodie said. “We help standardize that. Fewer SKUs, fewer boxes, lower carbon footprint—it’s good for everyone.”

Betting big on people, not commissions

In 2006, Bodie made what many would call a radical move in the sales world: He eliminated commissions.

“Commissions can create transactional relationships,” he said. “Our customers aren’t transactions. And commissions often made salespeople feel like the customers were theirs—not the company’s. Therefore, we transitioned to a salary plus performance-based evaluation system. It was one of the best decisions we made.”

The result? A more collaborative, customer-focused sales team—and a culture that rewards long-term value over short-term gain.

Planning for the next generation

Kelsan utilizes the Entrepreneurial Operating System® (EOS®) for strategic planning, incorporating quarterly and annual meetings, as well as weekly Level 10 Meetings^TM for leadership. The system has helped align goals and guide the company’s latest growth push—especially in equipment sales, which is driving much of their current expansion.

“I’m only the seventh president in the company’s history,” Kilburn said. “But we’re already building the foundation for whoever comes next. There’s a fifth-generation Keller out there somewhere.”

As Bodie put it: “Always be looking for the silver bullet. Once you’re finished changing, you’re finished.”

A partnership with purpose

Both Kilburn and Bodie credit much of their development and success to ISSA, the worldwide cleaning industry association. For Bodie, ISSA became a cornerstone early in his career.

“I started in the Young Executive Society,” he said. “The networking, the mentorship—it was invaluable. I’ve served on the board three times and was president during COVID-19. If you’re not involved with ISSA, you need to join tomorrow.”

Kilburn agreed, noting how ISSA has helped him connect with others, stay informed, and better serve customers. “It’s a powerful voice for the industry,” he said. “And during COVID-19, they helped unify our response. It gave us direction when we needed it most.”

Additionally, as of 2021, Kelsan has had GBAC® STAR Facility Accreditation. GBAC STAR is the gold standard of cleaning and maintenance for facilities. Because of this, Kelsan is equipped to uphold the highest standards in cleaning, ready to adapt quickly, and withstand challenges that may come.

The legacy continues

Looking back, Bodie reflected on the legacy he helped build—and the leadership he’s confident in passing on. “The best advice I ever gave Monty,” Bodie said, “was to hire people who are smarter than you. That’s how you build a great company.”

Kelsan’s story isn’t just about distribution—it’s about transformation, purpose, and people. As the company looks toward its next 75 years, it’s clear that its success has never been about boxes. It’s been about values.

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BONUS VIDEO CONTENT: issa.com/kelsan