MSCO started as a small, focused team solving one problem: convenience stores and their manufacturer partners needed someone in the middle who actually showed up. Nearly two decades later, that’s still the job — just at a much bigger scale.
MSCO was founded in 2008 to close a gap that suppliers and convenience store retailers both felt but rarely talked about: merchandising programs that were supposed to be neutral often weren’t, and execution quality depended on whoever happened to show up that week.
The company started small — a team covering roughly 300 convenience stores across the Southeast — built around a simple model: plan the program properly, execute it consistently, and make sure someone is accountable for the result.
That model scaled. Today MSCO operates across 49 states, supporting more than 9,500 stores and over 50 retail chains, without changing the basic approach that got the company here.
A few of the milestones that shaped the company along the way.
Two statements, one standard: how we plan, execute, and prove it.
We aim to create real, measurable value for the suppliers and retailers we work with — through programs that are planned carefully and executed well, not just handed off to whoever’s available.
That’s not a one-time standard. Every program is a chance to raise the bar again, and “good enough” isn’t a phrase you’ll hear from our team — the goal on every visit is best-in-class merchandising, full stop.
We’re working to become the merchandising partner other companies in this industry get measured against — the one known for how well we plan and how reliably we execute, not just how many stores we cover.
Getting there isn’t about volume alone. It’s earned one program at a time, through planning that’s genuinely innovative rather than copy-paste, and execution our clients can stop double-checking.
Our senior leadership team brings over nine decades of combined leadership experience in retail and merchandising, much of it here at MSCO. That combination of outside perspective and long tenure is why a plan gets pressure-tested before a single crew is ever scheduled.
Leads MSCO’s overall direction and ownership of the business, with a focus on keeping execution quality consistent as the company’s footprint has grown.
The directors driving day-to-day field execution across every region.
Supports operational planning and execution across MSCO’s Texas, Gulf Coast, Love’s and Franchise Business Units, keeping projects aligned with client expectations.
The layer between senior operations and the Business Unit Managers running programs day to day.
Supports MSCO’s people operations, helping keep the field team staffed, onboarded, and supported.
Supports MSCO’s accounts receivable and HR functions, keeping billing and people operations running smoothly.
Supports MSCO’s human resources and operations functions, helping keep the team staffed and running smoothly.
The Business Unit Managers running execution in the field, market by market.
Manages field execution across the Great Lakes region, keeping resets and store programs running on schedule and to plan.
Leads field execution across the Southeast region, keeping programs on track store by store.
Leads field execution across the Midwest region, keeping programs on track store by store.
Leads field execution across the Frontier region, keeping programs on track store by store.
Leads field execution across the Texas region, keeping programs on track store by store.
Leads field execution across the Great Lakes region, keeping programs on track store by store.
Leads field execution across the South Atlantic region, keeping programs on track store by store.
Leads field execution across the Florida region, keeping programs on track store by store.
Leads field execution across the Northern Tier region, keeping programs on track store by store.
Leads field execution across the Coastal Carolina region, keeping programs on track store by store.
Most merchandising companies lean on third-party labor that rotates constantly. MSCO built its model the other way: every rep in the field is a trained MSCO employee, hired to grow with the company and the clients they support.
Employees are brought on to stay, not to fill a single reset — which is a big part of why execution doesn't slip from visit to visit.
Teams are encouraged to take ownership of their work rather than treat it as a checklist to get through.
As MSCO has expanded, that growth has been paired with added staff, training, and leadership — not just more volume on the same team.
Tell us about your category, store count, and timeline. We’ll come back with a scoped proposal — usually within 5-7 business days.
