After 27 years of service to Georgetown County, Finance Director Karis Langston will retire Oct. 3, closing out a career that began with an entry-level role in Accounts Payable and culminated with a seat at the directors’ table.  

Interestingly, the job she first applied for with the county wasn’t even in finance.  

Her journey with the County began in 1998, when, as a single mother seeking stability and strong benefits, she applied for an administrative assistant position in Public Works. She didn’t get that job, but Public Services Director Ray Funnye (who also retired this summer) recommended her for an opening in Finance. Sabrena Posey was the department’s director at the time and hired Langston as an accounts payable clerk—a decision that set Langston on a new career path. 

“Looking back, I can see how God was directing my steps even then, opening one door after another and placing the right people in my path,” Langston reflected. 

Over nearly three decades, Langston rose through the ranks: Accounts payable supervisor, budget analyst, budget/financial analyst, and finally, finance director in 2021. She credits her colleagues, mentors and faith for guiding her through challenges and milestones alike. 

“What’s kept me here all these years is without a doubt the people,” she said. “I’ve been fortunate to work alongside individuals who care deeply about what they do and who support one another through challenges and victories. That sense of community has made Georgetown County feel like home.” 

Her commitment to integrity and consistency shaped her leadership philosophy. She often recalled Posey’s example of balancing kindness and strength, and she cites colleagues including another former Finance director Scott Proctor, former internal auditor Carol Mabe, and current Administration Services Director Walt Ackerman as invaluable mentors in both technical knowledge and management. 

Facing Challenges with Faith and Resilience

During Langston’s tenure, the County weathered both financial and operational storms. Langston remembers the 2008–2009 recession as one of the hardest periods. 

“We eliminated about 27 positions, reassigning some employees to other roles, and implemented a 3% pay cut for all employees except elected officials,” she said. “As the budget/financial analyst, I feared becoming ‘public enemy number one,’ but County Administrator Sel Hemingway and Finance Director Scott Proctor shielded me from the tough conversations and took on the employee and public scrutiny themselves. It was a hard but necessary process that taught me valuable lessons about resilience, leadership and the importance of making decisions for the greater good. These lessons continue to guide my work and perspective today.” 

Later came natural disasters—ice storms, floods and three hurricanes in a five-year span—and a ransomware attack in 2021 that forced the organization to rebuild critical systems overnight. It was “a completely new kind of crisis.”  

“Refusing to give in to the demands, we shut down our operating systems immediately… we put workarounds in place that allowed the county to continue operating and serving residents with minimal disruption.” 

When the ransomware attack occurred, “everything seemed to grind to a halt,” Langston recalled. “Systems we relied on every day suddenly weren’t there, and the work still had to get done. We quickly found workarounds—loaner laptops were issued to key employees so the most critical tasks could continue. Where technology wasn’t an option, we went back to basics, issuing paper receipts until our operating systems were restored. To keep communication flowing with outside agencies, we set up temporary Gmail accounts, ensuring business didn’t stop just because our systems were down. What felt like a crisis in the moment ended up being a turning point. Out of necessity, we rebuilt stronger. The County’s technology infrastructure grew threefold, security measures were tightened, and many of our systems now operate in the Cloud, safeguarded with dual-authenticator access. Looking back, what started as a disruption ultimately propelled us forward, leaving us more resilient, more secure and better prepared for the future.” 

Through each challenge, she said she relied on determination, teamwork and prayer.  

“Integrity has always been important to me, and I’ve tried to let that guide my work. If people can look back and say I was someone they could count on to be honest, prayerful and committed to doing what’s right, then I’ll feel I’ve left the right legacy.” 

Investments That Shaped the County’s Future

During Langston’s first budget cycle with the county, the annual budget consisted of 14 budgeted funds totaling $32 million. Today, the county has 29 budgeted funds and a total annual budget of $121 million. 

Among her proudest professional achievements is her role in the long-range Capital Improvement Plan, known as Visions. The ambitious plan—formulated with extensive public input—funded regional parks and recreational facilities, new libraries, a judicial center, road projects, technology upgrades and more. 

“This was more than just a list of projects; it was a shared vision for how our county could grow, improve and better serve the community for decades to come,” Langston said. “What made this plan especially meaningful was that the projects weren’t decided in a vacuum; they were formulated by a group of county residents. Their input ensured that the priorities reflected what mattered most to the people who live and work here. That collaborative start gave the plan a strong foundation of public support and made it feel like a true community investment.” 

After years of planning and input, the ambitious endeavor began being funded in 2008, aiming for completion in 2021.  

“While a few projects extended beyond that timeline, every one of them delivered long-term value. Funding came from a combination of impact fee revenues and bond issuances, allowing us to invest heavily without placing the full burden on taxpayers,” she said. 

“These improvements are tangible proof that when we make smart, forward-thinking financial decisions, grounded in community input, we’re not just managing budgets—we’re building a stronger future,” Langston said.  

She also played a key role in developing the Capital Equipment Replacement Plan, which transformed the way the county manages and replaces its fleet. By allocating funds annually for fleet purchases and utilizing lease financing for larger units, the county was able to strategically schedule replacements, ensure equipment reliability and achieve significant savings for taxpayers. Even after several refinements, the plan continues to be one of the county’s most effective tools for maintaining a strong and dependable fleet. 

Looking Ahead

As retirement nears, Langston is excited about simple joys: sleeping through the night without spreadsheets on her mind, fishing and hunting, enjoying nature, traveling and spending time at home, which she calls her sanctuary. 

Asked about the future she gestures to the winding, unexpected path she has already traveled. 

“When I started with Georgetown County 27 years ago, I never imagined myself sitting in the Director’s chair. It wasn’t part of my plan, but looking back, I can clearly see God’s hand guiding my career here… Georgetown County will always be my home, and even though I won’t be working for the County anymore, I plan to stay involved wherever God leads.”