Focus on Leadership: Patrick Keese has his sights set on building a great team at Milliken – October 2024
Interview by Kemp Harr
Patrick Keese was named president of Milliken’s flooring division in July 2023. He came to the job and the industry from Altium Packaging, where he had served more than six years as senior vice president and general manager. Prior to that, he spent 16 years at Sonoco, ascending to vice president, global corporate customers sector. He currently serves on the board of the Creo Group, parent company of Nursery Supplies Inc. and Summit Plastic Company, makers of sustainable horticulture packaging solutions.
Keese has an 18-year-old daughter and a 13-year-old son, both of whom are talented athletes. His daughter is one of the top junior hunter riders in the country, and his son is excelling in basketball. He and his wife, Michell, have been married for 21 years.
Q: You studied industrial management at Clemson. Why did you choose that field of study?
A: My father was in manufacturing and operations for decades, and it made a real impression on me. He spent a couple decades at Michelin. This inspiration led me to Clemson, where I learned operational leadership skills. I get great satisfaction from making products, solving problems and building teams to drive growth and improvement. To this day, I still get excited in a manufacturing facility, and I attribute my focus on building great teams and inspiring people to do great work in part to my father’s example and my time at Clemson.
Q: You have a lot of experience in the packaging business. What drove you to join Milliken’s leadership team?
A: The packaging industry is broad and complex, covering everything from simple boxes to intricate high-performance barrier containers (like medical), using a variety of materials and technologies. While my experience extends across a wide range of businesses, and channels, at the heart of it all is materials science, manufacturing, marketing and an adaptable business framework. Having the opportunity to lead at a company like Milliken with such an incredible legacy of innovative leadership in multiple industries is an extraordinary honor and privilege.
Q: You were raised in upstate South Carolina. How might that have influenced you to pursue this role?
A: Everyone who grows up in the upstate of South Carolina knows about the Milliken legacy. I was keenly aware of the company’s culture and standard of excellence, and Milliken Performance Solutions (MPS) were deployed by many top organizations in the region. I even took a few textile classes at Clemson-there were Milliken fingerprints all over those programs! It has been amazing to see the company evolve over the years as a stronger, more agile company with a broader portfolio of businesses. I am proud to do my part to uphold and build upon this remarkable legacy, driving innovation and excellence in every facet of Milliken’s flooring business.
Q: What part of your past best prepared you for your role as the leader of Milliken’s flooring business?
A: I have been fortunate to work with great teams that care about people and culture for incredible brands throughout my career. These experiences have prepared me to lead the flooring business at Milliken with a deep appreciation for its storied history and a clear vision for its future. I am leveraging the collective expertise of our team, fostering innovation and nurturing a collaborative environment to ensure that we continue to set industry standards, delight our customers and achieve sustainable growth.
Q: Milliken has a long heritage of nurturing, training and developing its employees. Is that still a priority for Milliken today?
A: Absolutely-and Milliken continues to invest in programs and initiatives, like green/black belt training and MPS, that focus on continuous learning, career development and wellbeing to ensure that our associates are equipped with the skills and knowledge needed to succeed and innovate in a rapidly changing world.
We are innovators who learn by listening, so customer insights are a crucial component of our strategy. We actively listen to our customers and end consumers to ensure our product innovations not only meet evolving building standards and sustainability commitments but also drive the industry forward.
Q: Leading with style and design is a key part of landing the spec in the commercial carpet business. What are you doing to build your edge in that area?
A: With Milliken, if you can dream it, we can create it with our carpet. Our expertise and innovation in design allows us to deliver flooring products that offer architects and designers infinite possibilities in creating phenomenal experiences for consumers. Our commitment to quality, sustainability and cutting-edge design ensures that projects not only meet but exceed expectations. This is our edge.
Q: Here in the U.S., Milliken has a strong core in the commercial carpet business but has also played a differentiating role in the residential and hospitality sectors. Where do those businesses stand today?
A: We’ve been pleased with the significant strides made in the residential and hospitality sectors, and find that leveraging our expertise in design, performance, and sustainability to differentiate offerings has been key to our success. We often find that our products are well-suited for any market due to their exceptional performance and quality, so we’ve been more focused on our team’s collective ability to demonstrate value across various sectors.
Q: What did your mentors teach you?
A: I have been fortunate to have mentors throughout my career who have profoundly shaped my approach to building teams and inspiring people. They instilled in me the importance of maintaining high standards while continuously pushing the boundaries of what’s possible. Through their guidance, I have learned the value of encouraging collaboration and the importance of setting clear expectations, which are essential to driving high-performing teams. These lessons have been instrumental in my growth and success as a leader.
Besides my father, another of my mentors was Charles Sullivan, who was executive vice president at Sonoco. Sullivan liked to say, “My obligation to you is to give you an opportunity.” He believed that good leaders identify talent and allow those they identify to take risks. There are no free passes.
Sullivan had worked at Cargill for many years. Harris DeLoach, CEO of Sonoco, was Sullivan’s childhood friend and hired him. Sullivan spent the last ten years of his career back on the family farm in Hartsville, South Carolina, where he renovated a home, working for Sonoco. He was a transformational leader at Sonoco. He started looking at different technologies, different innovations and other businesses. He let me build a mergers and acquisitions pipeline of businesses we looked at. What an education every day! He told me, even as you are challenging and building your team, you always maintain your core values. That has stuck with me now for 25 years now. I surround myself with talented people. I listen and take their input.
Q: What are your thoughts on work-life integration?
A: Being present and listening intently in the moment is important. Some days I strive to be the best leader at work, and some days I focus on being the the best father in the world, but each day I am doing the best I can in every facet of my life.
Q: What do you do to keep sharp and clear your head when you aren’t focused on work?
A: I am a lifelong learner, so I find that engaging with others and reading keeps me sharp. These activities not only rejuvenate me but also provide fresh insights and inspiration that I can bring back to my work. I most recently read The Leadership Secrets of Nick Saban by John Talty, and one of my favorite books is The Power of Moments by Chip and Dan Heath.
I am also an avid sports fan, and the teamwork, strategy and perseverance I observe in sports often inspires my approach to professional challenges by reminding me of the value of dedication and collaboration.
Q: One of your hobbies is muscle cars. What do you enjoy about them?
A: It’s less of a hobby and more of an appreciation. It’s exciting to see the cars of the past restored and improved upon with modern technology and capability. I think it’s fascinating to appreciate the tradition and legacy that makes something great while also embracing a willingness to innovate and improve upon the past to transform it into something even better.
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