John Mejia is the chief executive officer of his family-owned business, Mega Service Solutions, in Tampa, which was founded by his father, Eddie Mejia. Since taking the helm, he has pulled the company back from organizational instability and is now on track to hit $11 million in revenue by the end of 2024, with the potential to double that by the close of 2025.
Jo-Lynn Brown, managing editor of Tampa Bay Business and Wealth, interviewed Mejia at the Spiral Staircase, in Tampa.
See photos of Mejia’s CEO Connect here.
What has it been like being on the cover of TBBW this past month?
Well, I really love Photoshop—I look great in those pictures. [Laughter] I had to say that. But it’s really about brand awareness. People now have a better understanding of where I come from, where our company comes from and how Mega Service Solutions was established.
Some of our clients, and partners, on the West Coast didn’t know the full scope of our operations. Once the cover came out, they started realizing how far our reach goes. It gave them a final touchpoint to really understand who Mega is and what we represent.
When we interviewed you, none of us knew what was coming—back-to-back catastrophic hurricanes. Afterward, you mentioned that your team did some community work to help with rebuilding efforts. Can you talk about that?
What people often overlook is the importance of partnering with others. When you do, you grow, you improve and you create better solutions, together. I always say, “There’s enough food on the plate for everyone to eat,” because collaboration is the right way to do things.
For example, one of my best friends, Justin, runs the second-best cleaning company in the [United States], after Mega Service Solutions. We also partner with restoration companies. After the hurricanes, there was so much devastation that these companies needed extra equipment and personnel. We were able to step in and help push the recovery process forward.
What people don’t always understand is that for many, this wasn’t a second beach home; it was their primary residence. Many didn’t have flood insurance, which is a huge issue. So, we found ways to assist them without breaking their budgets or compromising their ability to rebuild and move forward.
One of the things we talked about before this chat was how your business is family-owned and operated. Your wife works with you. How’s that dynamic? How are the conversations at the dinner table?
My wife is great. The hardest part for us was getting our MBAs. We decided to skip the big wedding and use that money on ourselves, to further our education. We’d take turns writing essays while holding our newborn. It was a lot.
Now, during the day it’s all business, but when we get home we turn it off. Once we cross the threshold into our house, there’s no more business talk. That separation is key.
I think it’s important to talk about your experience as a veteran reentering civilian life—not just as a person, but as a professional. Traditionally, there have been challenges with hiring veterans, finding where their skill sets apply and training them to fully utilize their strengths. You have a room full of community leaders, business owners and decision-makers. What advice would you give them on how to better support veterans in these situations?
I’d say it starts with understanding them. A lot of veterans coming out of the military only know military jargon. They might use terminology, or communication styles, that seem odd or overly direct. Some employers might think, “What’s wrong with this person?” But it’s not about being difficult—it’s about their approach, which comes from their training and mindset.
Employers need emotional intelligence to bridge that gap. Veterans aren’t trying to be hardheaded; they’re trying to improve the organization. As an employer, it’s our job to understand where they’re coming from and help channel their drive.
For veterans, it’s equally important to recognize that they’re no longer in uniform. They need to adapt and focus on being the best employees they can be, while also remembering that everyone around them is part of the same team.
Great advice. Staying on that topic, you mentioned some key lessons you learned in the military—lessons that apply not just to being a good human but also to being a good leader and a good boss. Can you share the two greatest lessons you took away from your time in service?
One lesson came from a colonel who gave advice to a group of fresh lieutenants, me included, before we were about to speak with a general. He said, “Don’t forget that when you wake up in the morning, everyone puts their clothes on the same way.” That reminder helped me see higher-ranking officers as approachable, knowledgeable individuals—not untouchable figures.
The second lesson was about decision-making. As a leader, you’re constantly making decisions, and it’s crucial to be thoughtful. If someone asks you a question, don’t feel pressured to answer immediately. Tell them you’ll get back to them. A hasty answer could have negative consequences. Taking the time to reflect ensures better outcomes.
When I first met you, and Samantha, it was at a tailgate for the ReliaQuest Bowl. First of all, you two throw a fantastic tailgate. You were both so jovial and full of energy. Then, during our interview, I saw a more emotional side of you. I think that’s great. You’ve got a big heart, and we wanted to make sure that came across in your story.
You’re trying to make me cry—that’s what you’re doing!
It’s what we do! Can you talk about how you balance having such a big heart with being a strong, decisive leader? It can be a challenge to lead with confidence, and conviction, while remaining approachable, and endearing, to employees. How do you manage that balance?
I’ll admit, one of my downfalls is that I’m very compassionate. If I see a C-player on my team and believe they can become a B-player, I’ll go above and beyond to help them get there.
As I’ve grown as a leader, I’ve learned the importance of relying on teams. As your organization grows, you need larger teams and managing those teams requires care, love and commitment. That said, there are times when you have to let people go. They say, “Hire slow, fire fast,” but I always ask myself, “Did I do everything possible to help this person succeed?” Balancing compassion with tough decisions is key.
I want to bring it back to Mega Service Solutions. You’ve experienced steady growth over the years, which I know is a testament to your leadership and the team you’ve built. Can you share some of the strategies that have contributed to this consistent growth?
The number one factor is relationships. Networking and building genuine connections have been instrumental for us. It starts with a simple “Hi, how are you?” and evolves into deeper conversations, like “What are you doing next weekend?” or “I miss you, let’s catch up over coffee.”
One of the best networking opportunities is walking into a room where no one knows you. That’s where you’ll find the most valuable connections. I’ve encouraged my leadership team to attend events and get involved in the community, including programs like Leadership Tampa Bay. Those relationships have helped Mega Service Solutions expand.
In our team meetings, I’ll sometimes throw out a wild idea and everyone looks at me like I’m crazy. I tell them, “Don’t answer now. Let’s discuss it in the next meeting.” It gets their minds working. This approach has helped us grow from cleaning standard office spaces to handling 20-story facilities under construction. Networking and fostering creativity within the team have been game-changers for us.
Let’s wrap up by talking about the MeGala. It was originally scheduled for November but was postponed to January 30, due to the hurricanes. Sponsorships are sold out, but you’re still looking to fill the room, right?
Absolutely. For the past three years, we’ve hosted the MEGA Golf Classic. This year, we wanted to try something different, so we’re hosting a gala inspired by the Met Gala—hence the name “MeGala,” after Mega Service Solutions.
The event will take place at the Cuban Club, in Ybor City. Proceeds will benefit Action Zone, an organization that supports veterans and their spouses transitioning into entrepreneurship. They provide veterans with strategies for long-term business success and I fully support their mission.
If you’re not able to attend, you can still donate. The proceeds will help veterans grow their businesses and make a lasting impact in our community. I hope to see all of you there!
For information about the MeGala, visit megalaevent.org. ♦