Balancing the demands of public service with the responsibilities of running a small business can appear daunting. Many professionals juggle full-time or volunteer emergency roles with privately owned enterprises.
One example is Sean Reffner, a seasoned emergency responder with more than a decade on the front lines, who also owns a tree care company. “People think public service and business are separate worlds,” he notes, “but the commitment to community and the drive to build something sustainable are actually complementary.”
His experience illustrates the shared values of leadership, resilience, and time management that underpin both pursuits and provides a case study for entrepreneurs considering public service work.
Demand for Public Service
There is a significant reliance on volunteers in the U.S. fire and emergency services. According to the National Volunteer Fire Council’s fact sheet, volunteers make up 65% of the nation’s more than 1 million firefighters; roughly 676,900 of the 1,041,200 firefighters across the country serve without pay. Most departments are not career staffed: of 29,452 fire departments, 18,873 are completely volunteer, while another 5,335 are mostly volunteer.
These volunteers respond to fires, medical incidents, vehicle accidents, and natural disasters, providing communities with critical services. Without them, the NVFC estimates localities would have to spend $46.9 billion more each year on staffing.
The workload has intensified even as volunteer numbers decline. NFPA data highlighted by the NVFC shows that call volumes have more than tripled over the past 35 years, largely due to rising emergency medical requests.
At the same time, the number of volunteer firefighters hit a low in 2020. More rigorous training requirements, longer commutes, and the prevalence of two-income households limit people’s ability to volunteer.
The U.S. Bureau of Labor Statistics (BLS) notes that paid firefighters, who numbered about 344,900 in 2024, often work 24-hour shifts followed by 48 or 72 hours off. These extended shifts and unpredictable call schedules underscore the level of commitment required for emergency response.
Running a Tree Care Business
The arboriculture sector is part of the broader groundsmaintenance industry, which includes tree trimmers and pruners, landscapers, and pesticide applicators.
The BLS reports that grounds maintenance workers held about 1.3 million jobs in 2024, with 60,100 positions specifically for tree trimmers and pruners. Their median hourly wage was $18.50 in May 2024, and employment in this field is projected to grow 4% from 2024 to 2034, generating roughly 171,600 openings each year.
Tree care professionals use chainsaws, chippers, and aerial lifts to remove dead wood, clear utility lines, and maintain safety around homes, businesses, and public spaces.
Sean Reffner’s company operates within this environment. Like many small businesses, it must navigate unpredictable weather, seasonal swings in demand, and regulatory requirements. “We’re climbing trees one day and answering emergency calls the next,” he explains.
The business requires specialized equipment, insurance coverage, and trained staff who can work safely at heights. Because many clients are homeowners or municipalities, reputation and safety certifications are essential. Investment in training, both for tree work and for emergency response, pays off by reducing accidents and increasing trust.
Leadership, Resilience, and Time Management
Strong leadership skills help bridge the gap between public service and entrepreneurship. Emergency responders make quick decisions under pressure, coordinate teams, and communicate with clarity. Those same skills apply when managing crews and clients. New business owners who volunteer to lean on their public service training when facing business challenges.
Time Management
Effective time management is critical. Volunteer firefighters must attend training sessions, maintain physical fitness, and be ready for unpredictable calls. Paid firefighters often work extended shifts, which can disrupt family life.
Similarly, tree care companies juggle scheduled appointments with weather-dependent work; storms or high winds can create sudden demand for emergency tree removal. Tree care companies thus schedule their crews around forecasted weather and use downtime to complete administrative tasks. Volunteers with businesses should communicate their availability to both their departments and their clients to avoid conflicts.
Resilience and Mental Health
Both firefighting and entrepreneurship demand resilience. Firefighters face high rates of injuries and illnesses and must cope with traumatic incidents. Business owners confront financial uncertainty, client issues, and regulatory hurdles. Many volunteer departments now provide counseling resources, and small business networks offer mentorship and peer support.
Balancing Professional Duty and Personal Enterprise
Achieving equilibrium requires strategic planning and support. On the public service side, departments increasingly accommodate volunteers’ work schedules because they recognize the value volunteers bring. Some firehouses allow volunteers to commit to specific days or shifts; others offer flexible response expectations for members who own businesses. Employers may also benefit from having employees who are trained in emergency response, as they can respond to workplace incidents.
Small businesses benefit from the discipline and team cohesion learned in emergency services. According to the BLS, small firms account for 99% of the 5.6 million employer firms covered by Unemployment Insurance and employ about 46% of the workforce. Between 2013 and 2023, they generated 55% of net job creation.
After the pandemic, entrepreneurship surged; the U.S. averaged 430,000 new business applications per month in 2024, up 50 % from 2019, and applications from firms likely to hire employees reached 140,000 per month. These figures illustrate the economic importance of small enterprises and the opportunities for community-minded entrepreneurs to grow their ventures.
Business owners who serve their communities often structure operations to accommodate public service commitments. Many train employees to manage projects independently and empower foremen or supervisors to make on-site decisions. Clear policies outline how the company responds when the owner is unavailable, while scheduling software and shared calendars keep teams informed.
Final Thoughts
Balancing public service with a small business is challenging but rewarding. The need for volunteer firefighters and emergency responders remains acute, as most U.S. fire departments rely on volunteers and call volumes continue to rise. Simultaneously, small businesses drive job creation and economic growth, providing a platform for community investment and innovation.
The two paths can reinforce one another. Skills learned on the fireground, such as leadership, resilience, and time management, translate directly to entrepreneurship. With clear communication, delegation, and community support, individuals can honor their duty to serve while nurturing a thriving enterprise. The result is a stronger, safer, and more resilient community.
