Reaping What’s Been Sown—2010s 249 2014 I n 2014, Susser Holdings acquired forty-seven Sac-N-Pac convenience stores and Warren Fuels, Ltd., in the south-central Texas corridor between San Antonio and Austin. The acquisition also included one stand-alone branded quick-serve restaurant, five raw tracts of land for future store development, and the right to acquire two additional tracts. The purchase price was approximately $88 million plus inventories. Garland Warren opened his first Sac-N-Pac in the mid-1960s. He built the chain to 45 stores, 17 of which were in San Marcos, Texas. In 1998, the chain was sold to Warren’s children, Blair, Blake, and Cheryl. Blake stepped down in 2009 to pursue other avenues. Garland Warren passed away in May 2010 at the age of 74. Sac-N-Pac Stores also owned and operated three Kentucky Fried Chicken and Long John Silver restaurants. Warren Fuel Company was a subsidiary.17 17 “Sac N Pac Founder Garland Warren Dies,” Convenience Store News, May 4, 2010.
250 Susser Holdings Sac-N-Pac operated its proprietary foodservice concept for 23 stores, six of which included a branded foodservice concept. Warren Fuels supplied approximately 65 million gallons of motor fuel annually to the 47 Sac-N-Pack locations and to approximately 20 independent dealer locations. Susser Petroleum Partners would take over the wholesale fuel supply for all these locations, which were branded under Exxon, Shell, and Valero. The Sussers planned to initially operate the stores under the Sac-N-Pac brand but kept open the possibility of converting some of the sites to the Stripes brand later. They were also considering adding the Laredo company’s wholesale dealer network.18 18 “Susser Completes Acquisition of Sac-N-Pac Convenience Stores,” CSP, January 30, 2014.
Reaping What’s Been Sown—2010s 251 of Sunoco which included thousands of miles of pipelines and 500 profitable In 2013, Energy Transfer Partners made a multi-billion-dollar acquisition • service stations and small c-stores in the Northeast. On an investor call, the ETP Chairman, Kelcy Warren, was challenged about buying a retail company with 7,000 employees, and he said he didn’t even know about that part of the business because the pipelines were so valuable. He indicated he would consider selling the assets off. When Sam L. heard that news, he called his former college roommate, John Harkey, who was a long-time director of ETP, and suggested that Susser Holdings buy the Sunoco-branded stores. The negotiations went on for months until ETP flipped the deal and offered to buy Susser for a record-setting price instead. After careful deliberation and consultation with the company’s outside lawyers and investment banks, the Susser Board determined that there was a fiduciary duty to sell the company at that price. The sale occurred at about $82 per share, on August 29, 2014, a tremendous increase from the $16.50 share price when the IPO occurred. The MLP investors had also done very well. The units had increased from $20.50 per share at the IPO to about $60 per unit, and the company, now renamed Sunoco, continues to be publicly traded as of December 2021, now listed under the ticker symbol SUN on the NYSE. Over the years, the Sussers had climbed rung after rung on the ladder of success because they were able to recognize the truly worthwhile opportunities while letting those that were too risky or too ineffectual pass by. They kept their eyes open and watchful. And in 2014, Energy Transfer Partners supplied an opportunity that they recognized was too great to ignore.
252 Susser Holdings We make a living by what we get; we make a life by what we give. WINSTON CHURCHILL
Making a Difference—Charitable Giving 253 Making a Difference— Charitable Giving To give away money is an easy matter in any man’s power. But to decide to whom to give it, and how large and when, and for what purpose and how, is neither in every man’s power nor an easy matter. —Aristotle Be like water against the stone. —Sam L. Susser Honesty is the first chapter in the Book of Wisdom. —Thomas Jefferson Throughout its history, Susser Holdings has been founded upon the ideals that drive the Susser family, such as honesty, integrity, hard work, and the pursuit of excellence. Another of those ideals is the importance of giving back. They believe in the value of supporting causes with long-term returns, creating positive impacts in multiple lives that will last far into the future. They know that, like a ripple effect, an investment in other people is an investment in the generations to come. In particular, the Sussers—and the many generous employees who work for the company—have chosen to pour back time and treasure into the communities where they live and work. As Steve DeSutter has commented, “We only selected charitable causes companywide for which we could direct funds to a national organization where the monies flowed back to the communities where they were raised. For instance, with United Way, we raised about $800,000 a year and prorated the funds to the local areas of our regions.”
254 Susser Holdings Community development is important for so many reasons. It’s worthwhile to look at issues unfolding around the world and intervene in a positive way, but it can be of still greater importance to pay attention to one’s own home, making sure it is a place where everyone has a chance at success… to seek to provide the resources for all people to learn, grow, thrive, and then one day give back, as well. As a prime example, the Susser family and the company have been involved in the community of Corpus Christi for so many years that the city and the family are practically intertwined. The family’s and company’s charitable activities don’t take the form of one big annual event; instead, the family and their company assist others in the community on a variety of fronts that occur all throughout the year. Sam L. calls it “water against the stone”—just Susser Holdings honored for breadth and depth of charitable activities
Making a Difference—Charitable Giving 255 as water and time can make huge changes in a seemingly unalterable landscape, steady, consistent volunteer efforts over time can create vast improvements in communities. The point of their charitable efforts is to demonstrate that the company is interested in building up more than its own business. Rather, the Sussers want to make the communities where the company operates better places to live, Sam L. explained: “We are committed to growing all the time because I believe if we are not growing, we’re dying. This applies to everything. So we try to develop communities, and those are opportunities we have to work on for years. It takes time. And every day, my day is allocated to accessing and developing relationships with stake holders including customers, suppliers, employees, board members, family members, and capital providers—because we want to grow and be in growing communities. That is key for us. We have three goals we are committed to in our company that we keep in mind on a daily basis: 1) we try to delight every customer; 2) we want to make our companies a great place to work; 3) we want to make money for the entire Susser family, not only for the stockholders, but also for employees, suppliers, and for the communities in which we live.” 19 Sam L. and Catherine participate in civic and political issues impacting education and healthcare as well as Driscoll Children’s Hospital, the University 19 Debra Young Hatch, “Stripes and Sam Susser: A Community Commitment,” Driscoll Life, Spring 2007.
256 Susser Holdings of Texas at Austin, Texas A&M UniversityCorpus Christi, and the South Texas Academic Rising Scholars Scholarship Fund, among others. They are also active members of Congregation Beth Israel. Through Susser Holdings, the company supports March of Dimes, MD Anderson, the United Way, the Food Bank of Corpus Christi, and other organizations that impact children’s wellbeing, education, economic development, and healthcare. Countless Susser employees follow the family’s lead, volunteering their time, efforts, and resources for worthwhile causes. Craig Scotton, category manager for petroleum services and environmental compliance, served as the company’s charitable donations coordinator. The company doesn’t force its employees to volunteer; instead, it provides incentives to managers for all fundraisers. Scotton explained: “The point is that we live where we work. We can’t support everything that takes place, but we try to get behind what we can to make a difference. We want to give our employees a sense of ownership and empowerment in the communities in which they live.” Each fiscal quarter, Stripes coordinates a storelevel “canister campaign” to benefit one of four organizations: the Children’s Miracle Network, the Muscular Dystrophy Association, the Palmer Drug Abuse Program, and the South Texas Academic Rising Scholars (STARS). Palmer provides free outpatient substance abuse recovery services to
Making a Difference—Charitable Giving 257 teenagers and young adults in South Texas. The STARS scholarship fund was founded in 2002 by Joe LaMantia Jr.’s family, which owns and operates one of the largest Anheuser-Busch distributorships in Texas, L&F Distributors. Customers are asked to donate one dollar, and their names are placed on paper cutouts that are taped to the wall of each store. Canisters are also often placed on the counter and customers are encouraged to donate. Through these programs, SSP will typically raise about $250,000. There have also been special occasions for donations, as when Susser Holdings officials presented a check for $74,596 to the Palmer Drug Abuse Program at the ribbon cutting for the first new Stripes store in December 2006. The year before, Stripes was recognized as “Outstanding Convenience Store in the Country” by Trade Magazine for its community service. Driscoll Children’s Hospital As you grow older, you will discover that you have two hands, one for helping yourself, the other for helping others. —Audrey Hepburn One area of great importance to the Susser family is helping children with medical issues. About 1999, Joe Fulton and Ivan Wilson approached Sam L. about being a trustee on the Robert Driscoll and Julia Driscoll and Robert Driscoll Jr. Foundation Board, which owns and operates the Driscoll Children’s Hospital. He accepted, soon learning how important the hospital really was to the local population: “We are certainly blessed to have an institution that provides care to all of our
258 Susser Holdings children regardless of their family’s ability to pay. Driscoll is an institution that is owned by the community and held in trust for the community. Our community is strengthened in so many ways by this institution.” 20 Stripes and the Susser family support the Driscoll Children’s Hospital with both monetary and volunteer efforts. They annually support Driscoll through the Children’s Miracle Network telethon, increasing the dollars each year. Sam. L.’s position on the Driscoll Foundation board has taken considerable time and energy over the years, but he deems it a worthwhile cause: “It’s a significant commitment because you’re involved in children’s medical care, so you get involved in issues in front of the government. Our employees’ children and my own family use the hospital extensively, and it has a tremendous impact on our community. It changes lives.” In July 2009, Stripes and Susser Holdings announced a minimum $1 million commitment to add more services to the hospital’s Stripes Child Life Program, which works with patients to make them more comfortable during hospital stays. At least $200,000 would be given annually for five years. The pledge funded three more child life specialists, a sibling support group, pre-operation tours, and special events such as movie nights and bingo games. Sam L. has shared: “As our business has grown and demands on my time have increased, I have had to be more focused on things I do. I had to throttle back in many areas, but I elected to prioritize Driscoll because Driscoll is so important to my family and to our employees. With Driscoll, it is a direct, personal relationship. We are so fortunate to have a children’s hospital like Driscoll in Corpus Christi. The doctors, nurses, and staff who work here are wired to meet the needs of children. From something as simple as bandaging a wound, to the trauma of taking blood from a child, to major surgery, the caring that is shown toward each child and his or her family when they’re at Driscoll is a breathtaking experience.” 21 20 Debra Young Hatch, “Stripes and Sam L. Susser: A Community Commitment,” Driscoll Life, Spring 2007. 21 Ibid.
Making a Difference—Charitable Giving 259 Family Outreach It’s not how much we give but how much love we put into giving. —Mother Teresa Another organization that Susser Holdings is proud to support is Family Outreach, which has been offering the Coastal Bend area free parenting classes, drug abuse counseling, and support groups for decades. Trained volunteers contribute thousands of hours annually providing services for hundreds of parents and families. Among other goals, the organization works extremely hard to try to prevent child abuse before it happens. The organization raises funds through its annual Para Los Niños Art Auction, an auction of more than 80 pieces contributed by local artists. The auctions began in 2004 after the state legislature cut funding for 16 of 21 prevention programs, including Family Outreach, which lost $55,000 a year in funding. The auction was dedicated to all children who had died at the hands of their caregivers because of abuse and neglect. Stripes Turf + Surf Golf and Fishing Tournament Each year, Stripes sponsors its Turf + Surf Golf and Fishing Tournament. The event raises money to go to the 30 United Way organizations in Texas, Oklahoma, and New Mexico where Stripes has stores. In 2009, Stripes gave more than $68,000 to United Way of the Coastal Bend. That year, the donation benefited more than 17,000 Coastal Bend children in about 20 nonprofit organizations including the Boys & Girls Club of Corpus Christi, Bethune Day Care Nursery, and the YMCA of the Coastal Bend. Over the years, the event grew substantially and raised millions of dollars that were channeled back to United Way agencies in over 100 communities served by the Susser Family of Companies.
260 Susser Holdings Texas A&M UniversityCorpus Christi The company has also actively donated to the University of Texas-Pan American and the University of Texas-Brownsville. Stripes Business Program I n 2009, the Stripes Business Program, a collaboration of Corpus Christi Independent School District, Stripes, and Del Mar College, was implemented at Moody High School’s Business and Professional Academy. The four-year program was formed to prepare up to 25 students for a career in business management, specifically through on-the-job training at Stripes. Teachers in the program were prepared through their own hands-on learning externship at Stripes stores across town and in classrooms at the Stripes Support Center. Students were given the opportunity to train with members of the Stripes leadership team through internships, on-site experiences, and hands-on training. Participants interned their junior and senior years at local Stripes stores. By the end of the program, the students had also been afforded the opportunity to earn more than 20 hours of college credit toward an associate degree in marketing from Del Mar College. Junior Achievement Sam L. and Catherine Susser and Stripes were Silver Sponsors of the Junior Achievement of South Texas’s Corpus Christi Business Hall of Fame, which honors the most esteemed leaders of business and free enterprise in the Coastal
Making a Difference—Charitable Giving 261 Bend area. Thousands of students in South Texas are prepared for the real world through Junior Achievement’s hands-on programs that teach students about work readiness, entrepreneurship, and financial literacy. Bayfest One part of giving back to one’s community is to do what’s possible to build a sense of community among the people who live in an area. Each year, Stripes employees are encouraged to participate in organizing Bayfest, a highly popular event that is part live concert series and part county fair. The three-day event attracts more than 100,000 people who come to enjoy rides, play carnival games, and watch the fireworks. Local charities set up rows and rows of booths, selling merchandise, offering food items, and distributing information about their programs. Yvette Lara, SSP advertising coordinator, said, “Bayfest is the perfect place for employees to make a difference. It’s a huge community event and a great way for local charities to make money.” Conquer the Coast Each year, Susser Holdings employees participate in a 65-mile bicycle ride that is held around Corpus Christi Bay. More than 700 riders have been known to take part in this event. Money raised from the event goes to the Corpus Christi Chamber of Commerce Scholarship Fund and the Texas A&M Corpus Christi Tarpon Foundation, a scholarship fund for student athletes. The event was conceived by the Sussers and Stripes leaders and was modeled after the highly successful “Hotter’N Hell” 100-mile ride in Wichita Falls, Texas, another Stripes market. The Sussers financially backstopped the initial race, but it is now self-supporting, attracting thousands of riders every year to Stripes stores— which are the official rest stops when the cyclists need to hydrate!
262 Susser Holdings Athletics—Little League and the Islanders The highest use of capital is not to make more money but to make money do more for the betterment of life. —Henry Ford The company also donates money each year sponsoring Little League teams in various communities. It purchases uniforms and other equipment for the players to use as they compete against other baseball teams in the area. As well, the Sussers have supported the Islanders, the intercollegiate athletics teams at Texas A&M-Corpus Christi, and have supported the University through their ownership of the Corpus Christi Athletic Club. “Our family began its relationship with the Islanders Athletics Department before the university hired its first athletic director,” commented Sam L. “We believe the growth and success of the athletic program is a tremendous asset that we should all be proud of. The Corpus Christi Athletic Club is committed to being the premier athletic club in South Texas, just like the Islanders are committed to being the premier university in our region.” Operation Paintbrush Operation Paintbrush is a campaign that helps disabled people by performing needed maintenance on their homes. Stripes provides monetary assistance, but employees also volunteer in teams to help with these DIY projects.
Making a Difference—Charitable Giving 263 Sam L.—Setting the Standard for Community Service • If you are really thankful, what do you do? You share. —W. Clement Stone Without a doubt, the individuals who are part of the Susser Holdings family that participate in charitable endeavors are too numerous to mention. It is truly a team effort to support these many worthwhile causes. At the same time, a company rises and falls on its leadership, and the Susser family sets the course with its example. Sam L. has served as a model for others to follow in his determination to give back to the community: • Advisory council for the College of Business at Texas A&M University-Corpus Christi • Advisory Board of the McCombs School of Business at the University of Texas • Advisory Board of the Schusterman Center for Judaism Studies at the University of Texas • Advisory Board of the University of Texas Marine Science Institute at Port Aransas • University of Texas Committee on Business Productivity • Development Board for UT Austin where Sam L. has served as Chairman • 2015—Governor’s University Research Initiative Advisory Board where Sam L. serves as Chairman • Co-Chair of the Kay Bailey Hutchison Center for the Study of Energy, Law, and Business • Trustee and past Chair of Driscoll Foundation and The Driscoll Health System • Director of The Texas State Aquarium • Director of the Texas Hospital Political Action Committee • Advisory Director to CapStreet, L.P. • Director and President of the USS Lexington Museum
264 Susser Holdings • Director and Vice Chair of The Corpus Christi Regional Economic Development Corporation • Member of the MD Anderson Board of Visitors where Sam L. serves on the Executive Committee • Chair of the Strategic Projects Committee • Director and Secretary of Texas 2036 • Director of the Dallas Holocaust and Human Rights Museum . Awards and Accolades • 1998: Top 40 Under 40—Greater Corpus Christi Business Alliance • 1998: Ernst & Young South Texas Entrepreneur of the Year finalist • 2002: Corpus Christi Regional Economic Development Corporation Compass Award • 2008: Boy Scouts of America Corpus Christi Distinguished Citizen of the Year Award • 2008: Corpus Christi Chamber of Commerce Business Person of the Year • 2009: G. Russell Kirkland Distinguished Visitor’s Chair in Business Administration, Texas A&M University-Corpus Christi • 2009: Texas Business Hall of Fame • 2009: Community Builder Award, Corpus Christi Lodge No. 189, A.F. & A.M. • Texas A&M University-Corpus Christi Platinum Inner Circle of Excellence • 2013: Border Texan of the Year • October 2014: CSP 2014 Retail Leader of the Year
Making a Difference—Charitable Giving 265 You have not lived today until you have done something for someone who can never repay you. JOHN BUNYAN
266 Susser Holdings Don’t just dream of success; create a plan and act upon it. Your momentum creates the door upon which opportunity knocks. STEVE MARABOLI
ETP and the Deal of a Lifetime 267 ETP and the Deal of a Lifetime If opportunity doesn’t come knocking at your door, build a brand. —Bernard Kelvin Clive Many will start fast, few will finish strong. —Gary R. Blair When Sam L. Susser was recognized as the 2014 Retail Leader of the Year by CSP, he gave this analysis of the company’s success in his speech at the awards ceremony: “We save time. That’s what we do for folks. We have the best real estate… and even Amazon is not going to figure out how to deliver hot, delicious food using tricks with drones in a manner that’s economical.” Looking back on the many steps that were necessary to reach this point, Sam L. identified four things he felt contributed to the company’s success: 1) use of technology, specifically scan data, to keep the chain “transparent”; 2) respected brands—with this quality allowing the company access to capital and the ability to more than “double overnight four times”; 3) Sam J. and Pat, and Jerry and Elizabeth—for being “perfectionists” and prioritizing the people who worked for the company; and 4) top executives who had a passion to do the right things the right way even when no one was watching. This company that had distinguished itself from the pack, rising above the herd again and again, would soon reach the end of an era. It would be acquired by another company through a long series of starts and stops. As it unfolded, Sam L. and Susser Holdings had little choice… it was just too good of a deal for non-family shareholders, and the Board had a fiduciary duty to look out for the interest of the non-family shareholders that owned 85% of the company. But what a wild ride it was during the period from March 2013 to the inevitable conclusion on August 29, 2014.
268 Susser Holdings Retailer of the Year
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270 Susser Holdings
ETP and the Deal of a Lifetime 271
272 Susser Holdings Selling to ETP • Now known as Energy Transfer LP, Energy Transfer Partners (ETP) started out as a Texas-based company, in 1996, with twenty employees and about two hundred miles of natural gas pipelines in East Texas. Today, Energy Transfer is one of the largest and most diversified midstream energy companies in the country with more than 86,000 miles of pipelines traversing 38 states transporting the oil and gas products that make our lives possible. Nearly a third of the nation’s natural gas and crude oil moves through its pipelines each year, and its core operations include transportation, storage, and terminals for natural gas, crude oil, refined products, and liquid natural gas. In 2012, ETP entered the crude oil and refined products business when it acquired Sunoco. Sunoco had a much longer history than the company acquiring it, as Sunoco got its start back in 1890 as The Peoples Natural Gas Company in Pittsburgh, Pennsylvania. A few years later, as business expanded, it became the Sun Oil Company of Ohio, which produced, stored, and transported oil while also refining, shipping, and marketing petroleum. By 1916, the company added shipbuilding, and in the 1920s, Sun opened its first service station. In 1998, the company was renamed Sunoco, a wholesale distributor of motor fuels with five thousand convenience stores and an iconic American brand. ETP seemed to have no strategic interest in retail, but Sunoco also had pipelines, terminals, a refinery, and partial interest in two other refiners. It essentially had two businesses, retail and logistics, and ETP was most interested in the logistics offerings. Of Sunoco’s five thousand branded convenience stores, six hundred were company owned and operated, and 4,400 were operated by franchisees or dealers. To complete the acquisition, ETP had to purchase the entire thing. On a follow-up analyst call, ETP’s CEO, Kelcy Warren, was asked about the Sunoco retail stores, and his response indicated that retail was not his primary focus with this strategic move. Rocky Dewbre recalls the steps leading up to Susser Holdings’ involvement: “In May 2013 we were continuing our aggressive approach to adding more retail
ETP and the Deal of a Lifetime 273 stores through acquisition. We started hunting c-store operators on the East Coast and found an operator with two hundred stores. ETP came in behind us and acquired them. We thought they didn’t want to be in the retail business, so we were confused.” When ETP acquired Sunoco, it caught the attention of Susser Holdings. Sam L. had a college friend who was on the board at ETP, and Sam L. reached out to the board about buying the Sunoco convenience stores from ETP. “ETP, being an MLP, could not use retail revenue as qualifying revenue, and it made sense for them to off-load it,” Rocky pointed out. “We came up with an evaluation and held discussions with ETP. They didn’t lead anywhere. But sixty days later, they were ready to reopen discussions with a very different angle— now they wanted to purchase Stripes from us! The tables had suddenly turned. All of us were shocked, practically in disbelief.” ETP made two offers to acquire Stripes, and both of these were rejected. But then they dropped the bombshell: for their third offer, they were putting on the table the chance for Susser Holdings to sell at a 40 percent stock premium and at a multiple of EBITDA; that was the highest that had ever been paid for a c-store deal up to that point. “ETP made a huge offer,” Bruce Krysiak remembers. “They were willing to pay a major premium. But Sam L. was conflicted. The situation put a lot of stress on him.” Sam L. resisted the acquisition; he was not ready to sell the company that he had poured so many years and so much effort into. This was his baby. In the end, Sam L. and Sam J. had a very tough discussion about it, and the senior Susser held firm to his convictions about the right thing to do in this situation. “It was a hard conversation for them to have,” Rocky Dewbre says. “Sam J. told his son, ‘I have supported you in everything you have done. This deal is something you must do.’ Sam J. knew that as a public company Stripes had a fiduciary responsibility to accept such a high premium over the stock price.” Ultimately, Sam L. realized that his father was right. Still, at the board meeting, he was visibly shaking. They all discussed the circumstances and options, and it became clear that the correct final decision was practically a foregone conclusion. As Rocky has observed, “If the board did not accept such
274 Susser Holdings a high price per share and word had leaked out, shareholders would be up in arms, and it would be very difficult for the senior management going forward. The analysts and potentially plaintiffs’ lawyers would have buried Stripes.” In April 2014, Susser Holdings Corporation was sold to Energy Transfer Partners LP for $2.4 billion (including the $600 million of debt owed by the Company), becoming part of Sunoco LP. The deal also included Susser Petroleum Partners. ETP owned 35,000 miles of natural gas pipelines, but its footprint was primarily in the MidAtlantic states, and this deal extended its reach into Texas and the Southeastern petroleum market. The merger agreement entitled ETP to own general partner interest and incentive distribution rights in Susser as well as its current retail operations. Sam L. said of the deal: “We believe the strategy will represent a much larger, stronger, and even faster-growing enterprise in the coming years. This represents a superb outcome for Susser shareholders.” Under the terms of the agreement, Susser’s shareholders had the option of either receiving $80.25 in cash or 1.45 Energy Transfer common units, or a combination of both, for each share they held. The deal closed in the third quarter of 2014. Opportunities are like sunrises; if you wait too long, you miss them. —William Arthur Ward
ETP and the Deal of a Lifetime 275 When the business was sold, Sam L. initially had a place on the Sunoco • Board as Chairman. However, this position was not long-lived; he conflicted too strongly with the company and board’s intentions for the Sunoco convenience stores’ strategy. David Engel says, “Whereas Stripes was a tightly run organization, Sunoco stores were not, and Sam L. would voice his opinion in no uncertain terms. He knew what was the right thing to do, and Sunoco was not managing the business in a shareholder-driven manner that met Sam L.’s expectations.” Sam L.’s vocal opposition to many of the operational tactics and strategy continued, and Sam L. resigned after one year of overseeing the transition. Sam L.’s time on the board came to an end, and with that, this chapter of the Susser family enterprise came to a close. But his story, and that of the Susser family operations, does not end here.
276 Susser Holdings All life is an experiment. The more experiments you make the better. RALPH WALDO EMERSON
Looking Forward: The Next Chapter 277 Looking Forward: The Next Chapter The finish line is just the beginning of a whole new race. —Unknown If you don’t go through life with an open mind, you will find a lot of closed doors. —Mark W. Perrett A door had closed on Susser Holdings Corporation, but another door was sure to open soon—and in 2017, it did, when the Susser family got into the banking business. Ever the entrepreneur, Sam L. saw an opening to begin acquiring bank entities. He believed that many Texas banks in the near future would be looking to be acquired. Based on that strategy, his first acquisition of a financial institution was Affiliated Bank and its parent company, BancAffiliated, Inc. After a successful career in one industry, it was time to try our hands at another. What’s life without new opportunities? —Jerry L. Susser Affiliated was founded in 1959 as a credit union—the Affiliated Federal Credit Union—with headquarters in Arlington, Texas. It had full-service branches in Bedford, Garland, and Round Rock, and seven mortgage locations in Arlington, Brownwood, Dallas, Fort Worth, Frisco, Round Rock, and Waco. There was also one dedicated Small Business Administration (SBA) office in Plano. The bank offered a variety of SBA, mortgage, business, and consumer loans as well as business treasury management services and personal banking services. In June 1998, Affiliated Federal Credit Union became BancAffiliated, Inc.
278 Susser Holdings Then in 2018, the newly formed Susser Bank Holdings LLC, a new bank holding company, agreed to acquire and control up to 75 percent of the outstanding voting shares of BancAffiliated, Inc. This gave Susser Bank Holdings control of its subsidiary, Affiliated Bank, which had total assets of $633 million when the Letter of Intent with the Susser Family was signed on May 5, 2017. Over a short time period, the bank doubled its assets, and plans to expand its presence to other markets, namely Austin, Dallas, Houston, and San Antonio. Sam L. became the newly appointed chairman of the board of Affiliated. He was back in the saddle, again. Susser Bank The bank is now based in Dallas, Texas, and offers a full suite of personal and commercial banking solutions. For over 60 years, it has provided flexible financial solutions with a single-minded focus on creating outstanding results that benefit its clients, team members and communities. The goal of the bank is to help Texas communities grow stronger. Susser Bank is driven by relationships, not transactions. This shows in its people—banking teams composed of responsive problem-solvers who combine a natural passion for customer service with banking IQs and technology-driven solutions that are second to none. The bank’s management believes their clients deserve more than a transactional bank—they deserve a long-term, collaborative partner who has their best interest at heart. Today, Susser Bank is well diversified, with robust capital, liquidity, stateof-the-art technology and an exceptional banking team dedicated to creating outstanding outcomes for their clients. It is the goal of the Susser Family to build and nurture this company across multiple generations.
Looking Forward: The Next Chapter 279 Sam L. Susser takes on Chairman and CEO Role of his Namesake Bank Sam L. Susser has taken over as Chairman and CEO of his eponymous bank as the company prioritizes organic top-line growth, actively hires across the state and diversifies its loan portfolio. Though Susser didn’t have experience in community bank leadership prior to Susser Bank Holdings LLC acquiring a majority stake in BancAffiliated Inc. in 2018, the new helm of the company said he has a strong team and clear strategy. Susser said the bank is on track for “steady” growth over the next several years. Since the acquisition, Susser Bank has more than doubled in assets to $1.4 billion, with a loan portfolio of about $800 million, he said. The bank has also ramped up its internal and client-facing technology, hired dozens of new employees this year and increased liquidity for loans. “I think there’s going to continue to be significant opportunities because of the caliber of the people that have decided to reach out to us and join us in building a company that’s going to be around for generations,” Susser said. Dallas Business Journal, September 2021 Corporate Office Existing Locations (10) Susser Bank Support Center Planned Locations Susser Bank Locations
280 Susser Holdings Corpus Christi Athletic Club The Corpus Christi Athletic Club (CCAC) opened its doors in 1985 as the largest fitness facility in South Texas. Its 110,000 square foot facility on almost 10 acres of land includes an aquatics area with two pools, sauna, steam room, hot tub and cold dip, multiple exercise rooms, a large gymnastics room, several kids’ activity rooms, racquetball courts, indoor and outdoor tennis courts, an indoor walking and jogging track and more. Over 150 classes are taught weekly in addition to offering private training sessions and services such as massage and special events. CCAC was originally owned by Morris L. Lichtenstein, and was transferred to the Lichtenstein Foundation after his death. The Susser Family Limited Partnership acquired CCAC on April 30, 2017. As of December 2019 (prior to the COVID-19 pandemic), CCAC had 5,507 memberships and over 14,000 total members, with annual revenues in excess of $7 million and $1.6 million in EBITDA.
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282 Susser Holdings hold for the Susser family and for the many amazing I’m eager to see what the next years • stakeholders who give their best every day. With their passion and commitment, I believe this team could enter just about any industry and be successful. The impact of excellence and integrity is not bound to any one field of business… and the future is bright. —Sam J. Susser So what’s next for the Sussers, their company, and all the people who make it possible? Only time will tell. Whatever the future holds, it will include their firm adherence to the priorities and principles that have served the Sussers well for so long. The bar will remain high, which means anything is possible. Not to change is to become stagnant. Not to move is to become stuck. We will adapt, and plan, and thrive… for that’s the name of the game, and the joy in the journey. Seize each opportunity, and then— when the time is right— move on to the next. —Sam L. Susser
Looking Forward: The Next Chapter 283
284 Susser Holdings Appendix
A Firm Foundation—The Forebears 285 A Firm Foundation— The Forebears Every generation inherits a world it never made; and, as it does so, it automatically becomes the trustee of that world for those who come after. —Robert Kennedy Not to know what has been transacted in former times is to be always a child. If no use is made of the labors of past ages, the world must remain always in infancy of knowledge. Cicero (106 B.C.-43 B.C.) Roman author, orator, and politician Today’s world seems to always be in a constant state of change; something new and different seems to always be around every corner. But the world of our Susser and Schwarz ancestors—the people who made us who we are and what we are—also was constantly changing. New political, social, and economic events constantly impacted their lives and shaped their futures. From the genealogical search compiled for this book, this important narrative of the Susser and Schwarz ancestors and the world in which they lived has been written.
286 Susser Holdings Our Schwarz Forebears The surname Schwarz is derived from the German schwarz, meaning the color black. Thuringia, located between Hessen and Lower Saxony in the west and Saxony in the east, is the first place the name was found. This family name became a prominent contributor to the development of the area beginning in ancient times. Baruch Benjamin Schwarz (1798-1848) Baruch Benjamin Schwarz was born December 20, 1798 in Widawa, a village in Lask County, Lodz Voivodeship, in central Russian-Poland. In all, some 43 Jewish families lived in Widawa in 1764. A large weekly market was held there, along with twelve yearly fairs, famous for their horse trade. Most earned their livelihood from trade, one from leasing the inn and 15 from business. There were said to be seven tailors, two furriers, a goldsmith, a barber, four butchers, two musicians, and two beadles, minor church officials. Baruch married Helene around the time that the Napoleonic War was ending. The 1815 Congress of Vienna restored their little town of Kempen back to Prussia after it had been part of the Napoleonic Duchy of Warsaw from 1807 to 1815. Kempen would be administered within the Grand Duchy of Posen until 1848 and the Province of Posen. In the first half of the 19th century, the town was a shtetl, a small town with a large Jewish population, and was part of the larger Pale. These shtetl declined starting in the 1840s as a result of poverty, repeated fires that destroyed the wooden homes, and overpopulation. Baruch became a prominent rabbi, which did not earn him a very prosperous living. Baruch and Helene’s son, Heinrich Chayim, was born September 15, 1824 in Kempen, Prussia. He would become the first ordained rabbi in Texas. Gabriel Schwarz was born December 23, 1829 and a third child, Helene, was born about 1837 in Germany. Their son, Samuel, was born August 11, 1840. Jeannette, the youngest, was born in December 1847 in Germany.
A Firm Foundation—The Forebears 287 Baruch Benjamin Schwarz died December 3, 1848 in Posen, Saale-Kreis, Thuringen, Germany. Sam was eight years old and his mother was now a penniless widow with six children. Samuel Schwarz (1840-1918) Sam’s father left his mother almost penniless, so Sam, even though the youngest, tried to help as much as possible. He obtained a position at the village school, earning about $6 a year as well as a place to stay. By the age of 12, he was teaching three languages—German, Polish, and Hebrew. He continued his studies as much as possible, desiring to prepare himself for the ministry. He went to be examined at the theological seminary in Breslau, Germany, and attended the Jewish Theological Seminary there until his money ran out. Then he was forced to abandon his studies and take a three years’ apprenticeship in a small mercantile house. When one of his older long-lost brothers, Gabriel, was discovered to be in South Carolina, the family reconnected, and this brother, who had immigrated in 1848, assisted Sam in coming to America. The steerage voyage in 1858 would take seven weeks, but the ship finally docked in Charleston, and Sam was now in the United States. One of Sam’s first jobs in his new country was hauling pine logs and doing other miscellaneous jobs, earning from 50 to 75 cents per day. When the secession movement started in South Carolina in the fall of 1860, Sam enlisted in Company E, First South Carolina Infantry volunteers (Maxcy Gregg’s Brigade of the Army of Northern Virginia). His unit fired upon Fort Sumter after negotiations with President Abraham Lincoln failed to find a peaceful resolution. This is the event that started the Civil War. Schwarz fought in many major battles, including: • Manassas (Bull Run), Virginia (July 21, 1861)—first major battle, Confederate victory. • Secessionville, South Carolina (June 15, 1862)—Confederate forces defeated Union’s attempt to capture Charleston. • Gaines’ Mill, Virginia (June 27, 1862)—third of Seven Days Battles which saved
288 Susser Holdings Richmond for the Confederacy. • 2nd Manassas (Bull Run), Virginia (August 29, 1862)—resulted in another Confederate victory. • Chantilly, Virginia (Sept. 1, 1862)—Union attack halted Stonewall Jackson’s advance. • South Mountain, Virginia (Sept. 14, 1862)—Confederates prevented Union from coming through pass. • Sharpsburg (Antietam), Maryland (Sept. 17, 1862)—this bloodiest day in U.S. history halted Lee’s invasion into Maryland. President Lincoln announced his Emancipation Proclamation afterwards. • Fredericksburg, Virginia (Dec. 11-15, 1862)—Confederates were able to stop Union from invading Virginia. • Chancellorsville, Virginia (Apr. 30-May 6, 1863)—Confederates won but Stonewall Jackson was wounded by friendly fire and died of pneumonia eight days later. Schwarz was wounded along the Rappahannock River but refused to leave his unit. • Gettysburg, Pennsylvania (July 1-3, 1863)—turning point, largest number of casualties in entire war. Lee led his army in torturous retreat back to Virginia. • Wauhatchie, Tennessee (Oct. 28-29, 1863)—night battle in which Confederates were defeated trying to dislodge Union force that had seized Brown’s Ferry. • Knoxville Siege, Georgia (Nov.-Dec. 1963)—Confederates failed to end Union siege of Knoxville. • Battle of Olustee, Jacksonville, Florida (Feb. 20, 1864)—Sam suffered another injury at Jacksonville, Florida, and was taken prisoner. This battle was depicted in the movie Glory, but not fought in dunes as seen in the movie. There were two POW camps in New York, one at David’s Island, an island rented by the U.S. government in April 1862 that was used as a hospital, and the other at Elmira, New York. Wooden structures had been erected to house the thousands of wounded prisoners from the battlefields. A ferry was established from Neptune Island, under the control of Simeon Leland, to transport prisoners to the island. Sam was sent to David’s Island where he remained for the duration
A Firm Foundation—The Forebears 289 of the war. He was released on April 9, 1865 after the Confederates surrendered. After the war, Sam remained there for a short while until he moved south. Sam married Minna Hirsch, daughter of Judah and Henrietta (Hannah) Harris Hirsch, on September 5, 1865 in New York. Minna was born in May 1847 in Germany. Their first child, Florence, was born July 8, 1866 in New York, NY. Sometime after her birth, the couple moved to Charleston, then contemplated moving west because each of them had a brother in Texas. Gabriel, the brother who initially brought Sam to America, had eluded military service during the Civil War, and he had his family had journeyed to Hempstead, Texas, by Conestoga wagon. Minna’s older brother, Adolph Harris, a dry-goods merchant who immigrated to Texas in 1859, was also in Houston, operating a store there. With encouragement, Sam and Minna saved for their trip and headed to Hempstead. Established in 1857, Hempstead was a railhead town, a day’s travel by stagecoach from Houston. Farmers who wanted to ship cotton and watermelons came to the town. Although a little lawless when the Schwarz family arrived, there were three hotels, a bookstore, an iron foundry, cotton gins, and shops making soaps, brooms, plows, and furniture. The white clay in the topsoil produced quality crockery that held a glaze. The berries grew wild as did the cattle. When Sam and Minna arrived, Major General George Custer was still stationed there with his Union troops at Liendo Plantation, five miles from town. This same plantation had hosted General Sam Houston’s army of the Republic of Texas. Sam opened a dry-goods store, joined veterans groups, and was tapped for membership into the local fraternal order of the Chosen Friend Lodge Knights. More children were born to Sam and Minna Schwarz after they arrived in Hempstead. Fannie was born along the way in 1867, while Louis was born in Hempstead in July 1868. Ida was born about 1871. Gussie was born February 17, 1874 in Hempstead. Anna was born about 1874 and Julius was born August 29, 1879. Stella rounded out the family when she was born in August 1880.22 22 “Mr. and Mrs. Sam Schwarz of Hempstead,” The Houston Post, August 29, 1915; www.Findagrave.com
290 Susser Holdings Many of the Jews from Kempen that began migrating to Hempstead after the Civil War were relatives of Sam and Gabriel Schwarz. By 1873, they persuaded their brother, Rabbi Heinrich (Chayim) Schwarz, then 49, to come to Hempstead. Rabbi Schwarz and his wife, Julia (Gittel) Nathan, immigrated with their youngest sons and daughters, arriving in Texas in the spring of 1873 in time for Shavuot. By 1888, they had constructed a backyard chapel of white clapboard. Here, Rabbi Schwarz would lead a congregation of 30-50 Jews, mainly relatives and others who had come from the Kempen area. They named their synagogue Cheychal Chayim, and Schwarz became the first ordained rabbi in Texas. He presided over the synagogue until his death in 1900. Sam became involved with the Tom Green Camp #21 of Confederate Veterans in Texas and attended the April 8, 1892 Confederate Reunion in New Orleans, Louisiana. He was also involved with the Knights of Honor around the turn of the century, serving as a Grand Trustee. He helped design and build the white clapboard synagogue in Hempstead in 1880 with his nephew Benno, his brother’s eldest son. His brother was the rabbi at the synagogue. Sam and Minna celebrated their 50th wedding anniversary in 1915. Minna Hirsch Schwarz died August 15, 1916 at the age of 69 in Hempstead, Waller County, Texas. Samuel Schwarz died October 8, 1918 at the age of 75 in Hempstead, Waller County, Texas. Both were buried in the Hempstead Hebrew Cemetery, Hempstead, Waller County, Texas. Julius Schwarz (1879-1933) Julius Schwarz married Esther Hirsch. They must have been parted by death or another separation because later Julius married Hattie Weil, daughter of Charles Bernard Weil (1847-1918) and Saera Hymans Weil (1855-1924), on May 23, 1916 in Corpus Christi, Texas. The Weil family originated in Surbourg, Alsace, France but Charles immigrated to the United States in 1867. Three years later, he made his way to Corpus Christi and soon after that established the Frank-Weil General Store with his brother-in-law, Emmanuel Frank. They sold goods primarily to northern Mexican ranchers.
A Firm Foundation—The Forebears 291 Charles and Saera married in Corpus Christi on January 1, 1874 and Hattie was born April 21, 1886. By 1875, there were 45 Jews from 11 families living in Corpus Christi. The Hebrew Benevolent Association as well as the Hebrew Rest Cemetery was established that year, but there would be no formal organization or regular religious services for years. Charles and Frank moved into ranching in 1899 when Charles bought 40,000 acres of land. Hattie’s brother, Jonas, would grow to manage the ranch, becoming deeply involved in it. By 1913, it was said that Corpus Christi was now home to 100 Jews from 20 families. Julius and Hattie had a daughter, Minna Schwarz, who was born October 3, 1917 in Corpus Christi. A Jewish congregation would finally be organized when she was ten years old. By this time, there were 200 Jews living in Corpus Christi. The Temple Beth El was purchased for $875 at the corner of 11th and Craig Streets. In the spring of 1930, a one-room building was constructed, and in 1932 Beth El was officially organized, adopting a constitution formally declaring that the congregation would be Reform. The first full-time rabbi was Sidney Wolf. By the end of 1933, membership at Beth El totaled 60 families. Hattie Weil Schwarz died April 22, 1930 at the age of 44 in Corpus Christi, Nueces County, Texas. Julius Schwarz died April 5, 1933 at the age of 53 in Corpus Christi, Nueces County, Texas. They were buried in Hebrew Rest Cemetery, Corpus Christi, Nueces County, Texas.
292 Susser Holdings Our Susser Forebears The Susser Surname The name Susser is of German origin. Suss means “sweet.” The first person recorded with Susser name was in southern Austria about 400. Spelling variations include Suess, Suss, Sues, and Soeth (in northern Germany). Like that of the Schwarz family, the history of the Susser family is one of courage and hard work—a tale of commitment and perseverance leading to success. The story of the Sussers of Corpus Christi begins here, with Louis Susser, his son Sam, and the businesses they started. Louis (Chaim Leib) Susser (1886-1954) Louis (Chaim Leib) Susser was born January 15, 1886 in Lepel, Russia (now Belarus) to Philip (Feibush/Feivel) and Marsha (Masha) Susser, both of whom were also born in Lepel, Russia. He had an older brother, Max (Mendel), born on August 15, 1877 or 1878 and two younger brothers, Sam (Solomon), born between March 15 and April 14, 1890, and Jack A., born October 15, 1882. All immigrated to the United States at some point. Solomon and Max stayed in the northern states, but Jack ended up in Butte, Montana, operating a barber/beauty salon. Jack died in 1952, preceding his older brothers in death. Lepel, also spelled Lepiel, is located in an area that is now in Belarus, along a highway connecting Minsk and Vitebsk. In the 15th century, the town belonged to the Grand Lithuanian Dukes, but in 1439, they gave it to the Vitebsk Roman Catholic Church, and it was subsequently put under the control of the Vitebsk Cathedral. In 1563, Vitebsk could no longer protect the land, and it was donated to King Sigismund II Augustus, who gave it to Yury Daragastaisky. Eventually it fell into the hands of Stefan Batoy, who returned it to the Vitebsk government. The Vitebsk government still could not protect the town and eventually sold it to Lew Sapieha, a leading politician. In 1609, Sapieha donated it to Bernardine nuns
A Firm Foundation—The Forebears 293 in Vinius. After the annexation of Belarus to Russia in 1772, Lepel remained in Lithuania, but in 1793, it joined Russia, and in 1802, the town became the center of the region. The town suffered greatly when passing French troops destroyed many buildings during Napoleon’s attempt to invade Russia in 1812. By 1880, the town had become predominantly Jewish. By 1913, on the eve of World War I, it had lost its position as a major trade center, becoming a quiet little town. This is what it was like by the time Louis was a grown man. Louis Susser married Sarah (Chana) Ploxin on February 27, 1912 in Odessa, Russia. She had been born to Abraham and Rose Gossen Ploxin in 1891 in either Driben or Ladi, Russia (now Belarus). Louis and Sarah’s first child, a daughter named Mary Ann (Marion), was born in 1913 in Russia. According to family legend, Louis’s cousin, Nathan Gossen, worked for California Fruit Company at the time and was living in Galveston, Texas. As the story goes, he wrote a letter from the United States back to the family, which Louis read: “Life is good in Texas. Come with your family and we will have a good life.” However, this legend may be inaccurate, as immigration records show that Nathan and Louis immigrated together, on the same ship, on December 14, 1913. They immigrated aboard the Chemnitz, which was a class of steamer that had ample space for steerage passengers and for large quantities of grain and cotton. The ship docked in Galveston. Conflicting reports exist as to whether Louis’s wife and daughter accompanied him on the same voyage, or joined him at a later date after he had saved funds for their passage, but records list Sarah’s immigration date as 1913, the same year as her husband. In Texas, Louis worked with his cousin, Nathan, delivering fruit and vegetables to neighbors in the area. Over time, Louis realized he did not like the produce business and preferred the retail side. At the time, there was an oil boom in Slaton, Texas, south of Lubbock, and there he opened up a dry goods store. Louis and Sarah eventually made their way to Bishop, Texas, where they operated the Susser Dry Goods Store for a number of years. Their son, Sam Susser, was born July 4, 1915 in San Antonio. Two more daughters—Lucille, born on May 9, 1917, and Ruth Rachel, born October 25,
294 Susser Holdings 1918—later joined the family. Both were born in San Antonio, Bexar County, Texas. Although not a U.S. citizen, Louis Susser registered for the draft in World War I. The Louis Susser family moved to Bishop, Texas in 1927, close to the King Ranch, and opened up another dry goods store at 1920 East Main Street. It was operated out of a two-story building, with porches on each floor, and the family lived above the establishment. Each child had chores to help in the family business and around their small abode. Bishop was a planned town along the railroad that was laid out in south Texas in 1910 by F.Z. Bishop, an insurance agent turned promoter, and agriculture was the main economic activity in the area. In November 1939, the family moved to 1726 Santa Fe Street in Corpus Christi. Sarah became active in B’nai Israel Auxiliary, Eastern Star, and the Pioneer Woman’s Association. The couple lived at 433 Southern in their later years. Corpus Christi was founded as a trading post in 1839 by Col. Henry L. Kinney and was named in 1846 after the bay. It was the scene of Mexican War operations and American Civil War blockade skirmishes. The arrival of the railroads in 1881-1909 stimulated a land boom, but the exploitation of gas beginning in 1923 and the development of a deep-water port in 1926 would lay the foundation for its development as a modern city. The port, on the Gulf Intracoastal Waterway, handles bulk cargoes, including grain, cotton, ores, petroleum, and raw materials. The discovery of the Saxet (Texas spelled backwards) oil field in 1939 would bring even further prosperity and development to the region. When World War II started, a huge Naval Air Station was built there as well as an army depot. The predecessor to Texas A&M, Corpus Christi State University, built a campus there in 1947 that was affiliated with the Baptist General Convention of Texas. After several weeks of illness and hospitalization, Sarah Ploxin Susser died August 16, 1950 at the age of 59 in Corpus Christi, Texas. Louis suffered a heart attack in early December 1950 and spent over a week in Spohn Hospital in Corpus Christi. Louis (Chaim Leib) Susser died February 21, 1954 at the age of 65 in Corpus Christi, Texas. Both were buried in the B’Nai Israel section of Seaside Cemetery, 255 Robert Street, Corpus Christi, Nueces County, Texas.
A Firm Foundation—The Forebears 295 As a boy, their only son—Sam Susser—received early exposure to the ins and outs of running a family business. His chores were sweeping the floors and organizing items in the store. Sam would later establish the Susser family as a prominent part of Corpus Christi’s citizenry and community through his entrepreneurial efforts.
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Corpus Christi—A Brief History 297 Corpus Christi— A Brief History Early History Corpus Christi, which translates “Body of Christ,” was given its name after the bay which was named by the Spaniard Alonso Álvarez de Pineda when he discovered the lush semi-tropical bay in 1519. He was there on the Roman Catholic Feast Day of Corpus Christi and, thus, named the bay in honor of that feast. It is the county seat of Nueces County in the South Texas region of Texas but also extends into Aransas, Kleberg and San Patricio counties. Piracy and Buc Days Pierre and Jean Lafitte immigrated from France to the island of Hispaniola with their family but had moved on to New Orleans by 1804 where they were engaged in smuggling and trade. After the U.S. bought Louisiana in 1803, however, Congress passed the Embargo Act of 1807, which barred American ships from docking in any foreign port. New Orleans merchants were not happy because they relied heavily on trade in the Caribbean. The Lafitte brothers began to look for another port from which they could smuggle goods to local merchants. They soon established themselves on the small, sparsely populated island of Barataria in Barataria Bay, located between the barrier islands of Grand Terre and Grande Isle. Far away from government eyes, goods could easily be smuggled, reloaded onto barges and transported through the bayous to New Orleans. During the War of 1812, the Lafittes aided General Andrew Jackson’s troops in the defense of New Orleans. Later they received pardons for their piracy from President James Madison because they aided Jackson in battle. After Jean was run out of New Orleans, the Lafittes would establish control of Galveston by September 1817 and make it a center for smuggling and privateering. Corpus Christi legend says that Jean Lafitte also established a base by Corpus
298 Susser Holdings Christi Bay (or on Padre Island) and near Port Isabel. It was said he liked the area because his shallow draft boats could escape into the shallow Laguna Madre and Baffin Bay where larger boats could not follow. Stories abound of his pirate loot being buried around the Islands. The storytellers at Buc Days say that he even made Corpus Christi his home after 1821. The first annual Buccaneer Days celebration was held in 1938 and was originally called “Splash Days,” a three-day event formed to signify the beginning of summertime in Corpus Christi. Buc Days continues to be an annual event in early May for Corpus Christi. The ten-day festival is held downtown and includes a Stripes Carnival. Kinney’s Trading Post Col. Henry Lawrence Kinney founded Kinney’s Trading Post in 1839, three years after Texas declared its independence from Mexico. It was established to sell supplies to the Mexican revolutionary army camped about 25 miles west. Corpus Christi was where General Zachary Taylor set up camp in preparation for the war with Mexico. While there, the soldiers dug an artesian sulfur well where Artesian Park is today. Taylor’s army remained there until March 1846 when they marched south to the Rio Grande to enforce the southern border of the United States. The growing city incorporated on September 9, 1852. Benjamin F. Neal became the first mayor, serving from 1852 to 1855. Corpus Christi During Civil War During the American Civil War, Texas seceded from the Union along with other Confederate states although there were many Union sympathizers in Corpus Christi. The Britton Evens Centennial House, built in 1851 and Corpus Christi’s oldest surviving residence, served as a Confederate hospital. In August 1862, five Union warships sailed into Corpus Christi Bay and bombarded the city, doing considerable damage to the stores and houses below the bluff. Union forces defeated Confederate Navy ships operating in the area but were