C&B Enterprises Diversifies, Expands HQ

C&B Enterprises has repositioned itself over the past five years from a traditional inland marine operator into a vertically integrated maritime logistics and construction company. That shift — driven by expansion across towing, material handling and construction — has doubled the company’s top-line revenue and led to the development of a new corporate headquarters along the Ohio River.

Colson Holland, recently named chief financial officer, said the new office reflects both operational growth and a need to scale internal capabilities. “This was an opportunity to reinvest in our workforce and establish a true corporate headquarters — a place for employees, vendors and customers to come together,” Holland said.

Holland joined C&B just over a year ago as controller after working in utility construction finance in northern Kentucky. At the time, the company was undergoing a leadership transition, with senior executives shifting roles to support expansion. Within a year, Holland moved into the CFO role. “I came in without a marine background,” he said. “But I was able to apply construction finance experience and operational discipline to areas where we were growing quickly.”

Carlisle And Bray Merger

That experience aligned with one of C&B’s fastest-growing segments: marine construction. C&B’s current operating model traces to the 2011 merger of the Carlisle and Bray families, combining marine operations with construction and equipment expertise. That structure now supports a fully integrated service offering across transportation, terminal services and construction. “The Carlisles brought construction and rental experience, along with connections dating back to the 1960s with Greater Cincinnati Marine and Griff Carlisle,” Holland said. “That combination positioned us to grow into a turnkey provider.”

Today, the company operates harbor and line-haul vessels while also managing loading, unloading and construction scopes tied to the same customer workflows. That integration has improved efficiency and expanded margins. “We operate across the full supply chain,” Holland said. “If it’s moving on or off the waterway, we’re involved in it.”

Nucor Partnership

C&B’s revenue growth has come from both traditional marine services and newer business lines. Holland pointed to the company’s work with steel producer Nucor as a representative example. The company initially took over scrap-handling operations at one facility in Gallatin, Ky., then expanded into additional locations in Apple Grove, W.Va., and Brandenburg, Ky. “That relationship has expanded because of performance,” Holland said. “Executing well in one location led directly to additional contracts.”

Bridge Demolition

The company has also taken on larger, more complex project work. C&B supported the demolition of the Fourth Street Bridge between Covington and Newport, handling marine logistics, debris removal and coordination. “There are plenty of towing companies and plenty of crane companies,” Holland said. “Far fewer can integrate those services and execute safely.”

C&B’s previous office in Covington no longer supported its headcount or operational demands. Leadership evaluated expansion within the existing space before selecting a build-to-suit option in Newport. “We needed additional capacity, and this allowed us to design a space around how we operate,” Holland said. The location maintains proximity to the Ohio River and aligns with the company’s regional footprint.

The office layout reflects a deliberate design approach. Leadership eliminated cubicles in favor of individual offices with natural light and customizable workspaces. “Bryan Carlisle was involved in every detail,” Holland said. “The goal was to create a functional environment that supports collaboration and long-term growth.” The new facility also provides a centralized location for customer and vendor engagement, which has become more important as the company’s service offerings expand.

Workforce Development A Priority

Workforce development remains a priority across the inland marine sector. C&B has focused on internal training and advancement to address labor needs. The company’s deckhand-to-pilot pipeline is a core component. “A significant percentage of our captains and pilots started as deckhands,” Holland said. “That internal development has been critical to maintaining operational continuity.”

C&B supplements internal training with industry recruiting and community engagement, but Holland said reputation and word-of-mouth remain key drivers. “When contracts are announced, we see direct interest from operators who want to work here,” he said. “That reflects both culture and consistency in how we operate.” Compensation, safety standards and predictable work environments continue to influence retention, particularly as the company scales into new markets.

C&B is also incorporating new tools to improve efficiency, particularly in finance and contract management. Holland said artificial intelligence has reduced turnaround time for contract review and improved internal planning. “It allows us to process information faster and reduce reliance on external resources, while still maintaining controls,” he said. The company is also evaluating how artificial intelligence can integrate with existing logistics platforms to improve fleet positioning and utilization. “We’re focused on optimizing assets — making sure equipment and crews are where they need to be,” Holland said.

With a new headquarters in place and expansion underway in multiple regions, Holland said the company remains focused on disciplined growth. “We’ve scaled quickly, but the focus remains execution,” he said. “The structure we have in place supports where we’re going next.”

Featured photo caption: C&B handles the first coil grab at Nucor Gallatin’s high wall dock using a Sennebogen material handler equipped for steel handling. (Photos courtesy of C&B Enterprises)