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'They were easy business decisions, tough emotional decisions,' Crowley recalls.īuilding as well as cutting, Crowley started two divisions, one in logistics, one in oil tankers. He said good-bye to 125 colleagues in the Bay Area. The company dispersed its Bay Area vessels to Seattle and Los Angeles, where it has separate and more favorable contracts.Īt about the same time, he sold off the company's historic ferry lines in Los Angeles and San Francisco Bay - which he'd run as a newbie manager at age 23. 'They stiffed us,' complains Crowley about the local's refusal to let him reduce crew sizes by one. In 1995, only one year into running the company, he stared down the tough International Longshore & Warehouse Union in San Francisco, pulling the company's tugboats and ships out of its home port after 100 years. Crowley, according to Executive Vice President William Pennella, is '31 going on 51.' 'Boy, was I wrong,' confesses his now-won-over cousin. It's going to go out the window,'' said Crowley's once-estranged cousin, Thomas Crowley Escher.īut those summers scrubbing toilets and rubbing elbows with deckhands had been good training. 'In the beginning, everyone said, 'He's third generation. (The company was valued at $408 million in a recent study by outside investors.) In 1994, when his father died of prostate cancer, 'Baby Crowley,' as his mom and college friends call him, was 27. Close to 80% of company revenues are generated near the equator, where Crowley's liners deliver automobiles, chemicals, clothing and food from up north. The company operates in Alaska, the contiguous United States and in South America, where it dominates the shipping trades. Under Tom Sr.'s leadership, the Oakland-based shipping company's operations were extended from tugboats to ocean liners, trucks, oil tankers and oil-spill-response vessels.

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