Under Oscar Horton’s leadership, Sun State International Trucks grew from a floundering dealership into a powerhouse. Today, the company’s revenue is on track to reach $250 million. It has six locations and 250-plus employees.
Horton also has a large, giving heart and a strong relationship with the University of South Florida, where he supports student athletes and other initiatives.
In November, The Horton Family Foundation, led by Horton and his wife Miriam, president of the foundation, pledged $1 million to support USF’s on-campus stadium.
Bridgette Bello, chief executive officer and publisher of Tampa Bay Business and Wealth Magazine, interviewed Horton in front of a live audience, at the University of South Florida.
This transcript has been edited for length and brevity.
Mr. Horton, would you like to come on stage?
I’d like to thank you all for coming out. I wasn’t sure about doing this, but my “personal board of directors” convinced me. They said someone might glean something from my story. My story is unique to me—I came up in a different time and place—but I hope it resonates with you.
I’m focused these days on ensuring Sun State becomes a multi-generational African American business. That’s my North Star. Many businesses I know are over a century old, yet the leaders running them today weren’t around at the start. I’m grooming my daughters to continue this legacy. My oldest is in sales and marketing, and my youngest graduated from the University of South Florida with a background in finance and accounting.
You were reluctant to be on our cover, yet here you are. What has it been like being “Mr. December” for Tampa Bay Business & Wealth?
It’s been incredible. The response has exceeded my expectations. People I haven’t seen in decades have reached out. For example, International Harvester, my former employer, picked up the story online and shared it with retirees. I’ve heard from old mentors who saw potential in me, before I even saw it in myself.
On the flip side, I’ve had people reach out who think this attention will make me rich. They don’t even know what I do, but they’re offering ideas for “making money.” It’s been overwhelming but in the best way.
What’s one piece of advice that helped you achieve your success?
During my 20 years at International Harvester, I held about 12 different jobs. Each one rounded me out. But one stands out—when I became chief labor negotiator. The president of the company told me, “Our fully loaded labor cost is $55 an hour. Competitors are at $27. If we don’t fix this, bankruptcy is likely within 18 to 24 months.”
I asked, “It took 100 years to get here, and you think I can fix it in two years?” He replied, “Oscar, that’s why we chose you. You grasp complex things, quickly.”
That role taught me the importance of communication. When I first started, I assumed presenting data would convince people. But I quickly realized the workers didn’t understand how wages were calculated. They didn’t care about pensions, benefits or taxes—only their take-home pay. That’s when I began focusing on financial literacy. Later, as vice president and general manager, I introduced financial literacy training companywide. Employees learned to read income statements, balance sheets and cash flow projections. This knowledge became the lifeblood of our organization.
You’ve grown Sun State tenfold, in 20 years. How?
I didn’t just show up hoping for the best. Before leaving International Harvester, I developed a five-year plan. When they agreed to finance my purchase of the dealership, I told them, “This won’t be fixed by next Thursday. If you’re signing up, you’re in for the long haul.”
Sun State had $30 million in revenue and was losing up to $1 million annually when I took over. But we had a strategy: consolidate dealerships, acquire new franchises and diversify. For example, we added Hyundai trailers, the world’s largest trailer manufacturer, and expanded into school buses. Today, we supply all 67 Florida counties and have grown from selling 100 buses annually to nearly 500, capturing 50% of the market. We didn’t grow by accident—it was a mix of capital, smart planning and great people.
Let’s talk about culture. It’s clearly important to you. How do you maintain it?
Culture is everything. I learned this at International Harvester, especially during my time managing union relations. If your employees don’t believe in you or trust you, nothing works.
At Sun State, we emphasize values like respect, trust and ethics. Every employee receives a coin engraved with these principles. On the front, it says, “Doing the right things. Win with integrity.” On the back, it lists our core values. Violating these values is a fireable offense—no exceptions. When we fired a senior employee for violating them, it sent a strong message. Culture isn’t just a buzzword for us; it’s the foundation of our success.
You’ve faced your share of adversity. Can you share a pivotal moment?
My first job, out of college, was selling farm equipment in the South during the 1970s. As an African American, it was tough. My boss even told me, “We’ve had a 100% turnover rate with ‘colored’* employees.” Despite this, I took the job and excelled. My boss, Bob Roma, became my biggest mentor, putting me through extensive training and encouraging me to take on challenging roles. That experience taught me resilience and the importance of mentorship.
Speaking of mentors, you often talk about your “solids.” What are those?
My “solids” are my personal board of directors—people who guide, support and challenge me. Some gave me advice they didn’t necessarily learn by themselves, but their lessons were invaluable. In Tampa, I’ve been fortunate to find a core group of solids who have my back. Their support has been instrumental in my journey.
Before we wrap up, can you share something surprising about yourself?
Most people don’t realize I’m funny—in a quiet way. But what really brings me joy is giving back, especially through organizations like Academy Prep. We take in fifth graders, many reading at a third-grade level, and help them excel. By the time they finish eighth grade, they can hold conversations with anyone in this room. Some have gone on to become doctors, lawyers and scientists. That’s what fuels me these days. ♦
*This term was commonly, but offensively, used during the time of Horton’s story. It is left in print to maintain the reality of what Horton experienced, but typically not a term anyone at TBBW condones using in any circumstance.
