Just when David Miller figured he’d ease up on his career gas pedal and coast into retirement, he finds himself more invigorated than ever about his business, Miller’s Septic Service in Mauston, Wis.

The reason? Jason Graves, the boyfriend of his 22-year-old daughter, Kristin, is joining the company — and perhaps eventually will take over. While there’s no guarantee the latter will happen, Miller nonetheless is happy about the unexpected chance to pass on the lessons he’s learned after 25 years in the business and, at the same time, view the industry through the prism of Graves’ more progressive ideas.

“It’s an exciting time,” Miller says. “You get into the rut of doing things the same way for 25 years. I’m winding down, but if Jason takes over the business, he’s got to look down the road 25 years for himself (in terms of new technology).

“I’m fine with it,” he says of Graves’ ideas about how to modernize the business. “It’s a little bit scary, but I’m doing more reading up on new technology. And I head to the Pumper show (Pumper & Cleaner Environmental Expo International) with a whole new outlook. It’s like I’m starting a new business all over again.”

Graves’ presence also will allow Miller to spend more time with his wife, Peggy, and two other daughters, Courtney, 13, and Kailey, 11. That’s more important than ever to Miller after 25 years of long hours and weekend service calls. Fiercely independent, he’s been dead-set against hiring an employee, even though there’s been enough work for two people for many years.

“I’m pretty stubborn,” Miller admits. “But there comes a time when you’ve got to stop and smell the roses, too.”

With an employee now on board, Miller Septic purchased a second truck: a low-mileage, 2001 International 4900 with a 2,500-gallon steel tank, built by Wee Engineer Inc. in Dayton, Ind. Miller already owns a 2010 Kenworth T370 with a 3,000-gallon aluminum tank, built by Advance Pump & Equipment Inc. in Peosta, Iowa.

At the same time, Graves is gently prodding Miller to consider ways to modernize the company. “He looks at my stuff and says, ‘I know you’ve done things this way for a long time, but have you ever thought of this or that?”

Graves is considering several different technologies, including a truck-mounted waterjetter to open up additional revenue streams; a GPS to plan out the most efficient and economical route for service calls, saving time and reducing mileage wear-and-tear on the trucks, and a computerized customer database and accounting system.

A HUMBLE START

Computers and GPS systems were the last things on Miller’s mind in 1985, when he started pumping septic tanks after holding several other jobs. Upon graduating from high school in 1978, Miller — the third of nine children — spent several years doing everything from erecting pole buildings to road construction work to a factory job.

“I hated working in a factory,” he recalls. “I didn’t like being stuck in a building all day. Plus I would finish my work by 11 a.m., then be told to stay standing and act busy. It wasn’t for me. I’ve got a strong work ethic.”

So he quit the factory job and started looking for a business to buy while working part time at a lumberyard. He found his calling in the want ads, where a local pumper was selling a used truck. Miller was flat broke, so his father co-signed a loan for $5,400.

The truck was nothing special, a 1978 Chevrolet one-ton with a homemade, 750-gallon tank; a pipe-and-tennis-ball contraption that served as a shutoff valve; and no vacuum pump. “You generated vacuum off the intake manifold on the engine,” he says. “It gave me maybe 13 or 14 inches of vacuum.”

For added financial security, Miller kept his part-time job as he slowly established his new business. During those early years, he also drove a school bus and cleaned a local retail store parking lot with a sweeping machine. At one point, a typical day meant getting up at 3:30 a.m. to sweep the parking lot, driving school bus from 6 to 8 a.m.; make service calls; then driving bus again at 3 p.m.

“It was a pretty hectic schedule for a few years,” he says. “But my dad was the best role model I could ever have. He worked his tail off, running a general store for 30 years and raising nine kids. I remember watching Mom cry a few times, wondering if they were going to make it. But today, Miller’s General Store is the oldest family-owned general store located in the same building in the entire state of Wisconsin (it’s now run by one of Miller’s brothers, Mark).”

BUSINESS KEPT GROWING

Miller employed a no-frills marketing campaign to slowly grow his business. He printed business cards, then solicited customers by going door-to-door on weekends or whenever he had free time. Having grown up in the area, he already knew a lot of people, which made it somewhat easier.

The young entrepreneur also posted signs promoting his business on bulletin boards at local campgrounds, lumberyards, grocery stores and the like. “I basically hung them wherever someone would let me put one,” he says. “At first, it was slow going. I did my first three jobs for free for family members.

“But after that, I got two jobs a week,” he continues. “Then three or four jobs a week. At that time, it just provided extra cash. The $45 I got for pumping a tank was more than I made in a day at the lumberyard.”

After four or five years, the business became a full-time endeavor. Miller says the key to growth was providing top-notch service — and never saying no when the phone rang.

“All these years, I never told people no,” he says. “If I answer the phone, I’ll be there. Word-of-mouth referrals also helped the business take off.”

Miller also benefitted from a sudden growth explosion in homes around nearby Castle Rock Lake. “Builders knew who I was and referred me. Plus, there were three homeowner associations around the lake with about 50 to 100 homes each.”

STAYS OUT OF DEBT

Another key to Miller’s success was a conservative financial philosophy, ingrained by his parents.

“My motto is this: If I can’t pay for it, I don’t need it,” he explains. “I hate being in debt. Then I’m working for the bank, not myself.”

After owning a couple used trucks, Miller bought a new one shortly after he went into pumping full time: a 1988 Ford with a 2,500-gallon tank. The much-bigger capacity put him “into the big world,” as he puts it. It was also his first truck with a vacuum pump.

Miller’s strategy with vehicles is to employ careful maintenance and sell them after five or six years. That way they retain solid resale value, plus it reduces the odds of unexpected and profit-robbing downtime caused by breakdowns. He says he’s never had a problem selling his trucks. “Most times they’re sold before the new one even comes in,” he says.

The company’s cash-flow situation has been enhanced over the years by a lucky break: His brother Carl is a farmer who lets Miller land-apply septage on his land. Considering that the nearest treatment facility is 20 miles away and charges around $35 per 1,000 gallons, plus a $10 fee to pass through the gate, land application has been a financial boon, Miller notes.

“All my competitors land-apply, too, so I couldn’t be competitive if I had to go to the treatment plant,” he says. “It’s $115 for a truckload, plus the travel time and the fact that the facility isn’t open on nights and weekends.”

But increasingly tighter land-application regulations make Miller uncertain about its long-term viability. “I could get a letter tomorrow telling me I can’t do it anymore,” he says. Moreover, crops grow on much of the land during summer, making it unavailable during the peak business season.

ANOTHER NEW START

Disposal concerns aside, Miller finds himself with a newfound spring in his step with Graves on board.

“Jason always says he’s pumped, which gets me excited, too,” Miller says. “It gives you a blast of energy again when someone’s interested in what you’re doing. Right now, my goal is to take some time off, yet still be involved in the business.

“As for down the road, who knows?” he adds. “I don’t want to put any pressure on him. Ideally, he’ll take over the business. He really wants to run his own business. This business has provided a wonderful living for my family, and it just might do the same for him, too.”

With a can-do work ethic like Miller’s, anything is possible.