Topsham’s Crooker Construction becomes employee-owned to preserve local control

Crooker Construction, a general contractor founded in 1935 and based in Topsham, moved to employee ownership on Jan. 13, 2026, shifting its capital to an employee stock ownership plan. The company employs about 175 people and has been a visible presence across Sagadahoc County and neighboring Brunswick, with recent work on Morse High School in Bath, Brunswick’s Maine Street streetscape and projects at Brunswick Landing.

Leadership said the ESOP was chosen to preserve the firm’s local presence and reward long-serving staff rather than sell to an outside buyer. Thomas Sturgeon will remain chief executive officer, and Ian Messier, formerly the company’s chief engineer, takes the role of president. Day-to-day operations and the management chain will remain largely the same, with hopes that employee-owners will "think like an owner" and help guide the company’s future.

For local governments, developers and residents, the switch reduces the risk that a long-standing regional contractor will be acquired by an out-of-area firm whose priorities may diverge from local needs. A county that relies on experienced contractors for school construction, downtown streetscape improvements and redevelopment at mill sites can expect continuity in institutional knowledge and subcontractor relationships if Crooker maintains its current footprint. For employees, an ESOP typically means equity as part of retirement compensation and a clearer succession plan that can support retention of skilled tradespeople and project managers.

The broader economic implications are practical: keeping ownership local helps retain payroll and purchasing power within the community, supports continuity on multi-year capital projects, and may stabilize bids on municipal work by reducing turnover at the leadership level. Crooker’s roster of 175 employees makes it one of the larger construction employers tied directly to Sagadahoc County projects; preserving that base matters for local tax receipts and for the county’s construction labor market.

There are trade-offs to monitor. ESOP conversions require ongoing governance structures and financial discipline to manage share plans and debt if used to finance the transaction. Local officials and contractors will watch whether the new ownership model leads to sustained investment in equipment, training and capacity for public works and private development in Bath, Topsham and Brunswick.

Our two cents? This move bets on local stewardship; residents and municipal leaders can support that by keeping contracts and partnerships local when it makes sense, and employees should get clear briefings on what ownership means for retirement and workplace decision-making.