Explore every episode of the podcast The Ultimate Landscape CEO - Jeffrey Scott

Jason Lee runs Skyfrog Landscape, a $3M full-service design/build/maintenance company out of Gainesville, Florida, and sits down with host Jeffrey Scott to unpack a wild few years in business — including overcoming a building fire, being a FNGLA state chapter head, alligator hunting as a side hobby, and rebuilding his leadership team from the ground up. The conversation moves fast between hard-won lessons on insurance gaps, partnership fallout, and operational fixes, all delivered with the kind of dry, no-excuses attitude that makes the episode feel more like a beer-in-hand debrief than a polished interview.

Takeaways:

Skyfrog origin — named after founder Joe Vasquez’s Marine recon callsign; Skyfrog Landscape and Skyfrog Tree Service are separate companies that cross-refer business.

Office fire (2021) — an employee committed arson to hide check fraud; Jason discovered he had no contents or extra-expense insurance.

Insurance lesson — always carry contents and extra-expense coverage before you need it.

Partnership fallout — a handshake equity deal with an employee who never built his side of the business led to a costly buyout; get an attorney, always.

Property co-ownership — four owners on the fire-damaged building meant a 3-1 outvote on rebuild decisions; clear operating agreements matter.

Maintenance division fix — went from $26/hour throughput and 41% inefficiency to ~14% after joining a peer group and re-tracking labor hours.

Team rebuild — added business development, a new designer, and split sales/operations into separate roles.

Greenside Up Podcast — 2 years running, led directly to a marketing partnership (Intrigue Media) driving recent lead growth.

FNGLA leadership — active in the Front Runners chapter, set to become incoming president.

Alligator hunting — 20+ year hobby now doubling as informal client/relationship building.

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As your landscape company grows, your people challenges evolve. In this episode, Mitch Katz sits down with Katie Magoon, owner of People Solutions Center, to discuss how HR can become a strategic advantage instead of just a compliance function. Katie and Mitch discuss the key HR milestones growing landscape companies face, how hiring and leadership needs change at different revenue levels, and why culture should be built intentionally—not left to chance. They also dive into the true cost of a bad hire, how to define roles before you recruit, and practical strategies for attracting, selecting, and developing the right people. Whether you’re hiring your first office manager or building a leadership team to scale your business, this episode is packed with actionable insights to help you build a stronger company through better people.

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Scott Hollister, Editor-in-Chief of Landscape Management Magazine (published by North Coast Media, headquartered in Cleveland, Ohio), joins Jeffrey Scott to break down the 2026 LM150 — the industry’s ranking of the 150 largest landscaping companies. This year’s list hit nearly $22 billion in combined revenue, up 18% year over year, but the real story is private equity: who’s consolidating the industry, why some top-10 giants are actually shrinking, and how a 2009-vs-2026 comparison reveals just how much the business has changed. They name names, debate organic growth vs. acquisition-fueled growth, and preview upcoming changes to the LM150 rankings.

It’s not too late to join us — but tickets are moving fast. Save your spot today: Summer Growth Summit in Detroit, MI. August 18–20, 2026 – https://jeffreyscott.biz/summer-growth-summit-26/

Key Takeaways

LM150 hits nearly $22 billion in combined revenue, up 18%

33 companies post 20%+ growth; 4 companies grow 100%+ via PE-backed acquisitions

Some top-10 giants flat or shrinking despite $500M+ revenue

Why private equity needs organic growth, not just acquisitions

Revenue floor to make the list climbs from $6M (2009) to $20–23M (2026)

Top 20 companies growing faster (4.4x) than the list cutoff (3.1x) since 2009

LM considering a PE-backed vs. organic-only segment

Possible new “Top 25 Private Companies” and lawn-care vs. residential splits

Case studies: Shield Landscape Collective and Bland Landscaping

Rising Stars and Forty Under Forty: LM’s newer recognition programs

The post LM150 Exposed: Why the Biggest Landscaping Companies Are Growing Fastest (And Some Are Shrinking) with Scott Hollister appeared first on Jeffrey Scott.

Jeff Korhan, founder of Treemendous Landscape Company® (suburban Chicago) and now marketing strategist at TrueNature.com, brings over 20 years of hard-won experience running a residential design-build landscape company — and another decade helping green industry companies sharpen their brand, win better clients, and grow with intention. Jeff went from corporate America (chemistry and oil) to building an award-winning landscape firm, then transitioned into consulting, speaking, and authorship. In this episode, he gets into the strategies that actually moved the needle for his business and how landscape company owners can apply those same principles today — including how AI is completely flipping the SEO playbook and what you need to do about it right now.

Key Takeaways:

Brand your process, not just your company — Jeff named his design-build method the “Intelligent Landscape System,” which opened doors, justified design fees, and attracted top talent who wanted a system to follow

Use awards strategically — Winning industry awards (including a NALP Grand Award) forced his team to raise their standards and gave them real proof points to back up premium pricing

Turn educated clients into your sales force — Teaching clients the why behind your methods (proper pruning, engineered hardscapes, etc.) made them vocal advocates who referred the right kind of customers

Communication is a competitive weapon — Consistent follow-up, newsletters, and multi-channel outreach built relationships that competitors couldn’t touch, especially when most didn’t even call back

Stop obsessing over the competition — Jeff’s biggest mindset shift was focusing on what made him unique rather than reacting to what competitors were doing or charging

The AI SEO shift is real and it’s now — Forget keyword stuffing; Jeff explains why landscape companies need an “AI summary page” on their website written in plain conversational language so ChatGPT, Gemini, and other LLMs can accurately recommend and describe your business

Meaningful work drives longevity — When Jeff chased commercial contracts against his company’s residential identity, he lost good people; going back to their core niche turned everything around

Strategy vs. a plan — Most companies have a to-do list, not a real strategy; Jeff breaks down what it actually means to build conditions for success and align your team around a shared vision

The post Stop Chasing Competitors and Start Building a Category of One — Jeff Korhan’s Blueprint for Landscape Companies appeared first on Jeffrey Scott.

If your estimators are buried in takeoffs, passing on bids because there just isn’t enough time, or manually counting plants for hours on end — this episode is going to hit close to home. Jeffrey Scott sits down with Michael Ding, founder of Bobyard, a San Francisco-based AI-powered takeoff and estimating platform purpose-built for the construction and landscape industry. Michael breaks down how Bobyard uses computer vision models (not your typical ChatGPT-style AI) to read complex construction drawings and automate the most time-consuming parts of the estimating process — cutting takeoff time by 50% to 70%, and in some cases 80%. They dig into how the technology actually works, why landscaping was the most difficult construction niche to crack, the real ROI for companies of all sizes, and what it means to increase the “leverage” of every estimator on your team. Michael also opens up about his leadership philosophy — from hiring only high-caliber talent with a brutally rigorous interview process, to the discipline of repeating your vision until your team is tired of hearing it. Whether you’re a $2M owner doing your own takeoffs on weekends or a $20M company with a full estimating team, this conversation will change how you think about AI, bidding strategy, and business growth.

TAKEAWAYS

AI takeoff software vs. traditional estimating tools: Bobyard uses computer vision models — not large language models like ChatGPT — to visually interpret construction drawings the way a human estimator would, making it uniquely suited for the non-standardized, highly complex world of landscape plans.
50%–80% faster takeoffs are real and demonstrable: Bobyard runs live demos using the prospect’s own drawings, completing in 20 seconds what typically takes two hours — so you see the ROI before you ever sign a contract.

Landscaping is the hardest construction niche to automate — and that’s a competitive moat: Because there’s zero standardization in landscape drawing notation (unlike electrical or plumbing), Bobyard had to solve a foundational AI problem that will now power their expansion into 20–30 additional construction trades.

Don’t pass on bids because you’re too busy — that’s a tech problem, not a capacity problem: Michael makes the case that passing on a project due to estimating bandwidth has nothing to do with your crew quality or company reputation — and that’s exactly the problem Bobyard was built to fix.

AI increases estimator leverage, it doesn’t replace them: Bobyard handles the “middle of the workflow” — the counting, quantifying, and flagging of ambiguous decisions — while your estimators focus on the high-value work: relationships, strategy, and winning bids.

Hiring philosophy that attracts top talent: Bobyard writes custom, insanely difficult interview problems rather than using generic coding tests — and high-caliber candidates actually accept offers because of how rigorous the process is. It signals the company is serious and values intelligence.

Repeat your vision until people are sick of hearing it: As Bobyard tripled headcount in four months, Michael learned that clearly and relentlessly communicating goals — doubling revenue every quarter — is one of the most critical leadership skills as your company scales.

ROI looks different depending on your company size: For smaller companies, Bobyard gives owners their nights and weekends back. For mid-size and large firms, it means estimators can shift from clicking on plants to managing client relationships, getting promoted, and driving more revenue.

The construction industry’s productivity problem is decades old — and AI is the fix: Construction worker productivity has actually declined since the 1970s relative to the rest of the U.S. economy. Bobyard is directly targeting that gap with a product that makes estimating teams 3x more productive.

🎟️ Summer Growth Summit — Detroit, August 18–20 Michael will be on the AI panel live at this year’s Summit — don’t miss the chance to see Bobyard in action and connect with the sharpest minds in the landscape industry. Early bird ends June 26. Save $300 per ticket. Register here: https://jeffreyscott.biz/summer-growth-summit-26/

The post How AI Is Cutting Landscape Estimating Time by 70% — Inside Bobyard with Founder Michael Ding appeared first on Jeffrey Scott.

If you’ve ever fumbled through a presentation, relied too heavily on data slides, or watched your team’s eyes glaze over mid-meeting — this episode is your fix. Jeffrey Scott breaks down why storytelling is the most underrated leadership skill in the landscape industry, and how any owner or manager can master it. Drawing from his hands-on work coaching speakers for the Summer Growth Summit, Jeffrey walks you through exactly what separates a forgettable talk from one that moves people to action. Whether you’re addressing five employees or a room of 500, the frameworks he shares here — including a proven 6-point keynote structure — are immediately usable. This isn’t theory. It’s the same playbook Jeffrey uses with real landscape company founders and their teams to turn technical knowledge into stories that stick.

🚨 Super early bird ends May 8th! Register now and save $400 per ticket: https://jeffreyscott.biz/summer-growth-summit-26/

Key Takeaways:

Why storytelling beats data every time — Facts inform, but stories move people. Numbers go over heads; a well-told story hits the gut and gets remembered.

The 4 pillars of a strong business story — Every powerful story needs a punchy opening, tension (a real problem), resolution with a lesson, and a clear call to action.

The 6-point keynote framework — Start with a bang → personal + business intro → define the problem → present solutions → show results → close with a call to action. Use this for any talk, from a 20-minute team huddle to a 45-minute keynote.

The #1 rookie mistake — Giving away the punchline too early. If you lead with your best result or credential, you kill the suspense. Save the proof for the end.

Stories every landscape leader should have ready — Your origin story, a time you majorly messed up and recovered, a client win, and a team-pulled-together moment (think: snowstorm, brutal rainy season, late-season scramble).

Why your clients are your best storytellers — Invite a client to speak directly to your crew. The same message you’ve said 10 times lands completely differently coming from the person writing the checks.

Humor isn’t optional — It’s a leadership tool. When people laugh, they open up, trust you faster, and are more receptive to what you’re teaching. Self-deprecating humor works especially well.

How to help non-storytellers find their story — Start with challenges they’ve overcome. Everyone has them. That’s where the gold is.

Chronology is your friend — Structure talks in time order. It’s the easiest format for both speaker and audience to follow and retain.
4 ways to get comfortable on stage — Practice in a mirror, present to a small (honest) audience, record yourself, and consider hiring a presentation coach for high-stakes talks.

The post Storytelling: A Leadership Superpower with Jeffrey Scott. Learn to Teach, Lead, and Inspire Through Stories appeared first on Jeffrey Scott.

Troy Clogg, Founder of Troy K. Clogg Landscape Associates, based in Farmington Hills, Michigan, sits down with Jeffrey Scott to share the unfiltered story behind building a $20 million landscape and snow business from the ground up. Troy started the way most of us do — knocking on doors as a teenager, cutting grass four square miles at a time. Fast forward a few decades and he’s closing in on $20 million in revenue, with his first employee still on the crew after 40 years, a supply house built around a hot pink de-icer, and a company culture rooted more in humanity than P&L margins. He pulls back the curtain on what actually drove his growth — from offering full-time salaries in the trades before it was common, to running door-hanger campaigns with handwritten notes, to an upcoming acquisition that marks his first real move away from purely organic growth. He’s also refreshingly honest about what doesn’t work: he straight-up tells you the supply house doesn’t make money and why most contractors shouldn’t open one. Troy is a co-host at the Summer Growth Summit, August 18–20 in downtown Detroit — and if you’re a landscape or snow business owner ready to stop guessing and start scaling, this episode is your preview of what’s coming.

🎟️ Super early bird ends May 8th! Register now and save $400 per ticket. 👉 https://jeffreyscott.biz/summer-growth-summit-26/

KEY TAKEAWAYS:

Starting from zero works — if you’re willing to knock on doors. Troy built a base of 447 customers within four square miles as a teenager using nothing but door knocking and flyers — no internet, no social media, no shortcuts.

Paying full-time salaries before it was industry standard was a game-changer. Offering year-round employment in the trades was rare in Troy’s early days — and it’s a big reason why his first employee, Greg, is still with him after 40 years.

Employee retention is a culture decision, not an HR strategy. Troy attributes his long-tenured team to transparency, high expectations, safety, security, and genuinely caring about people — treating the business more like a family than a corporation.

Snow and design-build drive the highest margins. Troy breaks down which parts of his business are most profitable — snow removal, design-build, tree work, and fertilizer all lead, while lawn cutting has become increasingly tight.

The supply house is a passion project, not a profit center — and Troy will tell you that straight. He’s transparent that the supply yard rarely makes money, and cautions other contractors to think hard before opening one unless the motivation isn’t primarily financial.

Hot pink branding wasn’t a gimmick — it became a philanthropic movement. The Hot Pink De-icer started as a product and grew into a charity-driven brand identity that now funds community fundraisers and gives Troy a platform to give back while building business.

Door hangers + handwritten notes still work in 2025. Troy still uses neighborhood door-hanger campaigns combined with personal handwritten messages when crews are working nearby — and he measures results to prove it.

Organic growth is powerful, but smart acquisitions can accelerate it. Troy has grown almost entirely through organic means, but reveals he’s about to sign his first acquisition deal — a strategic move for good people in a great location.

Authenticity is your brand. From the hats he wears to still cutting his own grass with a vintage mower, Troy’s identity and business identity are the same — and he credits the years he tried to be different as the ones that didn’t go well.

The Summer Growth Summit in Detroit is the place to dig deeper. Attendees will get a company tour, meet the long-tenured crew, see how Troy designs his facility for both summer and winter operations, and hear him speak on branding, charity, and scaling.

🔗 Link mentioned by Troy Clogg: https://hotpinkhelpers.com/

The post From Door Knocking to $20M+: Troy Clogg’s Blueprint for Building a Landscape Empire The Right Way appeared first on Jeffrey Scott.

In this episode, Jeffrey Scott sits down with Ivan Katz, founder of Great Lakes Landscape Design just outside Detroit, Michigan. Ivan’s been in the game for 37 years, but he’s moving like he’s just getting started. They dive into four surprise questions—from what he wants attendees to notice during his new facility tour, to the one thing he believes he does better than almost anyone else (hint: it’s not just design work). Ivan gets real about the hardest transition he’s made: moving long-time, loyal employees off his leadership team and bringing in outside talent without blowing up the culture. He also calls out where too many contractors settle—especially around training and promoting people into roles they’re not ready for. Plus, Ivan shares why he keeps bringing big teams to the Summer Growth Summit year after year, and what’s changed now that he’s co-hosting. If you’ve ever struggled with scaling, loyalty vs. performance, or keeping your team hungry, this one’s for you.

Summer Growth Summit (Aug 18-20):
The super early bird discount ends May 8th. For more info and to register, click this link: https://jeffreyscott.biz/summer-growth-summit-26/

Key Takeaways:

Facility as a growth tool: Ivan’s new 33,000 sq. ft. space isn’t just bigger—it’s designed around workflow, team movement, and intentional growth. He’s staying disciplined to avoid “deferred maintenance” creep.

70%+ repeat business isn’t luck: Most of their revenue comes from existing clients, and over a third is recurring contract work. They treat projects like annuities, stretching big visions over multiple years.

Hardest move? Removing legacy leaders: Ivan pulled four long-term employees off his leadership team—including a 24-year vet—to make room for new thinking. It was emotional, messy, and necessary.

Where owners settle: Promoting a good foreman to production manager without real training. Ivan says the industry gets complacent—real growth means building people up intentionally, not just filling seats.

Bringing the whole team to a summit: Ivan’s not just attending the Summer Growth Summit anymore—he’s co-hosting. He’s using the event as a catapult, giving his people speaking slots, Slack channels, and real ownership over the experience.

Being present > being busy: After losing his phone and dealing with IT outages, Ivan’s doubling down on showing up fully—with family, team, and clients. Clear words and real presence beat speed every time.

The post Building a Growth Machine: A Landscape Founder’s Raw Take on Leadership with Ivan Katz appeared first on Jeffrey Scott.

In this episode, Jeffrey Scott sits down with Desiree Bouchard, Integrator and General Manager, and Ellen Moore, Director of Continuous Improvement — both from Great Lakes Landscape Design in the Detroit, Michigan area. These two have built one of the most intentional leadership structures in the green industry. Des shares how she rose through the ranks over 13 years, from office support to becoming the obvious choice for integrator when the company adopted EOS. Ellen brings an unconventional background — from nuclear power to an MBA to landscape — and now serves as what she calls “the integrator’s integrator,” diving deep into process fixes so Des can focus on running the company. Together, they break down the real work of operational leadership: building meaningful KPIs, implementing daily huddles that actually stick, standardizing sales estimating in LMN, and using tools like the Five Why’s and tabletop customer journey exercises to eliminate process breakdowns for good. They’re honest about what change management actually requires — patience, persistence, buy-in strategy, and the courage to go through the hard stuff, not around it. If you’re a landscape business owner, integrator, or anyone trying to scale with better systems and a stronger culture, this one is packed with actionable insight straight from the field.

🌱 Great Lakes Landscape Design will be co-hosting the Summer Growth Summit — August 18–20th! Des and Ellen will both be speaking, and you won’t want to miss it.

👉 Grab your spot here — Super early bird discount ends May 8 – https://jeffreyscott.biz/summer-growth-summit-26/

Key Takeaways:

The “integrator’s integrator” model works. Hiring a Director of Continuous Improvement frees the integrator to focus on operations instead of constant fire-fighting.

Daily huddles create instant alignment. A 10–15 minute morning check-in with live metrics gives teams a structured moment to flag issues before they become bigger problems.

Track metrics that actually move the needle. Know what numbers to watch daily, weekly, and monthly — not just what’s easy to pull.

Standardize your sales estimating process. Inconsistent, individual-driven estimating costs you money. Shared templates and systems keep the whole team on the same page.

Announcing a change ≠ implementing one. Real adoption requires training, follow-up, and patience. Most leaders move on too fast.

Walk the customer’s journey end-to-end. A simple tabletop exercise — tracing data from first call to final install — exposes exactly where your process breaks down.

Scheduling belongs at the leadership level. It takes senior authority to push both sales and production. Don’t delegate it too low.

Culture and systems have to grow together. Prep your team before the change arrives — buy-in is built before the rollout, not during it.

Bring your whole team to industry events. When everyone hears the same message, going home and implementing it becomes a whole lot easier.

Every level of leadership needs a strong second-in-command. It’s not just for owners — it multiplies impact all the way down the org chart.

The post Inside the Dual Leadership Structure at Great Lakes Landscape Design, with Desiree Bouchard & Ellen Moore appeared first on Jeffrey Scott.

In this episode, host Jeffrey Scott sits down with Doug Taylor, CEO of Frontiers Design Build in Guelph, Ontario, Canada. Doug shares the fascinating 18-year journey of evolving his business from a landscape design-build firm into a high-performance construction company. He opens up about the real-world challenges of managing two vastly different business models—landscape and construction—under one roof, and how he navigated the financial tightrope to find the perfect balance. Doug also dives into his latest chapter: pivoting into multi-unit affordable housing by applying high-performance building principles. Finally, he offers a masterclass on moving beyond basic AI usage, explaining how he’s built a “knowledge base” to turn AI into a true strategic thought partner for business development and marketing.

Registration is Now Open for the 2026 Summer Growth Summit: https://jeffreyscott.biz/summer-growth-summit-26/

Key Takeaways:

The Financial Trap: Why mixing a high-margin landscape business with a lower-margin construction business creates forecasting chaos unless you stabilize your overhead model.

The “Gravy” Strategy: How Doug intentionally shifted to an 80% construction / 20% landscape model, treating the higher-margin landscape work as a stable “gravy” profit center.

Defining High Performance: An explanation of what high-performance homes are (energy efficiency, occupant comfort, durability) and how they differ from standard builds.

The Value Over Cost Pitch: How to sell high-performance building by focusing on long-term occupant outcomes and generational durability rather than just upfront costs.

The Pivot Playbook: Why Doug advises landscapers against simply “dabbling” in winter renovations unless they are willing to acquire outside talent and accept a completely different operational structure.

AI as a Thought Partner: Moving past using AI to write emails; instead, building a “knowledge base” (uploading SOPs, org charts, and even DISC profiles) to turn AI into a strategic partner for marketing and business development.

The post Beyond the Backyard: A Successful Pivot Into Home Building & Renovation – With Doug Taylor appeared first on Jeffrey Scott.

In this episode, Jeffrey Scott sits down with Christian Ruf, founder of Uncommon Elite and former Night Stalker helicopter pilot with the elite 160th SOAR, to break down one of the most impressive first years in recruiting you’ll hear about — 78 placements in 12 months, serving construction, home services, HVAC, fencing, foundation repair, and more. Christian pulls back the curtain on why special operations veterans outperform conventional hires in blue-collar leadership roles, how he’s built a headhunting firm that completes placements in days instead of months, and the lessons that surprised him most about working with small business owners. From defining outcome-based scorecards before you even post a job, to using military-style case studies as a pre-hire screening tool, this episode is a masterclass in hiring for keeps — not just filling a seat. Whether you’re a $5M landscaping company or a multi-location HVAC operator, if you’ve ever struggled to find a strong operations manager, GM, or sales leader, this conversation is exactly what you need to hear.

Takeaways:

Who is Uncommon Elite? A veteran-focused executive search firm placing special ops talent — Navy SEALs, Green Berets, Rangers, Night Stalkers — into blue-collar businesses from CEO down to project manager

Speed that blows the industry average out of the water — candidates sourced in under 10 business days vs. the typical 3–4 month recruiter timeline

78 placements in year one — across executive, operations/project management, and sales roles in construction, home services, HVAC, fencing, and more

Lesson #1: Owners don’t know what they actually need — defining 3–5 measurable outcomes before hiring is the single biggest game-changer for a successful placement

The case study method — how to simulate the real job before making an offer, straight out of how the 160th SOAR vets its own pilots over 5–7 grueling days

Recruiting is more relational than transactional — repeat clients now make up the backbone of the business, with some companies returning for 5–7 searches

Geography is NOT a limiting factor — quality veteran talent will relocate, including to rural and non-metro markets

Sales roles were a surprise winner — VP and manager-level sales placements in plumbing, HVAC, artificial turf, and fencing opened up an unexpected growth lane

What vets bring that others don’t — solutions-first mindset, tenacity, urgency, and the ability to problem-solve with zero hand-holding

Pre-screened for the attributes you want — special ops selection processes already filter for integrity, accountability, and the refusal to quit before they ever walk into your office

Complacency is the enemy — whether in the cockpit or in business, skipping steps and lowering standards is where things go wrong

The post Why Your Next Best Hire Might Be a Navy SEAL: Christian Ruf on Recruiting Veterans for the Trades appeared first on Jeffrey Scott.

In this episode, Jeffrey Scott sits down with Kelli Anh Shaw, COO of HYRE (HYREup.com), a boutique offshore staffing and virtual assistant management firm based out of Overland Park, Kansas. Just two years old as of January 2026, HYRE has already placed around 80 virtual assistants across client companies and built an internal team of 11 — hitting $1.7M in revenue and proving fast that their model works. Kelli shares the real story behind how HYRE was born — out of a moving company that grew 863% in three years, landed on the Inc. 5,000 multiple times, and then nearly unraveled when the housing market froze. Facing massive overhead with shrinking revenue, her team turned to offshore staffing from the Philippines and Latin America, eventually saving $350,000 annually on admin costs alone. What makes HYRE different isn’t just the placement — it’s the deep discovery process, hands-on onboarding, and dedicated account management that helps landscape, HVAC, plumbing, and other trades businesses actually integrate virtual assistants in a way that sticks. Whether you’re looking to support your sales team with CRM hygiene and cold calling, free up your field managers from scheduling chaos, or find a bilingual assistant to help manage your H-2B workers, this episode breaks down exactly how it works, what it costs, and what to expect in your first few weeks.

Takeaways:

HYRE was born from real business pain — a moving company near collapse that saved $350K annually after going offshore

Just 2 years old, HYRE has already placed ~80 VAs and grown to a team of 11 with $1.7M in revenue

Trades companies (landscaping, HVAC, plumbing, electrical) are HYRE’s bread and butter

VAs can fill roles across all three areas: sales support, operations, and accounting/admin

HYRE does a deep discovery process first — they build the role around your company, not the other way around

Bilingual Latin American VAs are a major asset for landscape companies running H-2B programs

Pricing starts at $10–$12/hr all-inclusive, with senior-level talent up to $25–$30/hr — no headhunter fees

Every account gets a dedicated manager handling oversight, payroll, and daily check-ins

ROI can show up fast — some clients are winning by their very first weekly call

AI and virtual assistants work best together; the human touch is becoming more valuable, not less

Get started at HYREup.com — book a discovery call and go in with questions, not a finished job description

The post Virtual Assistants for Trades Companies: Supercharging your Sales, Operations, Admin and Customer Service, with Kelli Anh Shaw of HYRE appeared first on Jeffrey Scott.

In this Olympics-inspired episode, Jeffrey Scott draws powerful parallels between the 2026 Winter Olympics and running a high-performance landscape business, sharing 10 actionable lessons every CEO can apply right now. From Lindsey Vonn’s fearless leadership under injury to Italy’s surprising rise as a winter sports powerhouse, Jeffrey unpacks how Olympic principles — team synergy, real-time scoring, leaderboards, coaching from the sidelines, and relentless efficiency — translate directly into business wins. He challenges leaders to stop being player-coaches, start building client-facing cultures, obsess over margin efficiencies, and never stop tracking the competition, all in pursuit of building a business that performs like an Olympic team.

Sales Symposium – March 10th. Register before February 26th for special pricing.

https://jeffreyscott.biz/sales-symposium/

Key Takeaways:

Lead like Lindsey Vonn — Push through adversity and raise the bar for everyone

Teams go farther — Build synergy through shared training, celebrating, and support

Coach from the sidelines — Your team needs your guidance more than your hands-on labor

Real-time scoring — Use KPIs and dashboards daily, not just at month-end

Post the leaderboard — Visible rankings drive pride and engagement without extra incentives

Know your home team advantage — Identify, promote, and rally around your unique competitive edge

Great coaching beats raw talent — The right technique and coach can outperform more talented teams

Performance over convenience — Build a client-facing culture and make NPS scores as visible as profit

Margins matter — Obsess over efficiency in sales, operations, and admin

Track your competition — Mystery shop, visit job sites, and always bring fresh ideas back

The post Gold Medal Leadership: 10 Olympic Lessons for Building a High-Performance Landscape Company appeared first on Jeffrey Scott.

In this episode, Jeffrey Scott sits down with Chase Mullin, CEO of Mullin Landscape located in St. Rose, Louisiana, to discuss the strategic decisions and leadership lessons behind scaling a regional landscape company from roughly $5 million to nearly $30 million in revenue. Chase shares how continuous improvement, tough business decisions, and strategic focus helped drive growth — including dropping hardscape services, eliminating residential divisions, and doubling down on commercial maintenance to improve efficiency and profitability. He explains how outsourcing certain services created operational leverage, how applying the “hedgehog concept” clarified their core strengths, and why regularly inspecting systems and processes is critical even when a company appears successful. The conversation highlights leadership evolution, capacity management, building strong teams, and balancing visionary thinking with operational accountability.

Register for our virtual Sales Symposium, which takes place March 10th, 2026 – https://jeffreyscott.biz/sales-symposium/

Takeaways:

Strategic decision-making and continuous improvement in scaling a business

Why dropping services can accelerate growth and profitability

Applying the “hedgehog concept” to define core business focus

Outsourcing vs. in-house services: when to add or remove offerings

Transitioning from residential design-build to commercial maintenance

Leadership evolution and empowering senior teams

Importance of systems auditing and software process cleanup

Managing growth capacity through people, processes, and strategy

Trust but verify: inspecting operations without micromanaging

Lessons learned from rapid expansion and operational challenges

The post The Discipline of Growth: Using Continuous Improvement to Make Smarter Strategic Decisions with Chase Mullin appeared first on Jeffrey Scott.

In this episode Jeffrey Scott tackles the critical topic of sales goal setting in preparation for an upcoming Sales Symposium. He challenges the traditional top-down approach to goal assignment and advocates for a collaborative method where salespeople participate in creating their own commitments rather than simply complying with quotas.

Jeffrey breaks down how to structure effective sales goals by type and month, connect activities to outcomes, and create genuine buy-in from your team that translates to resilience when market challenges arise.

Register now for our Sales Symposium, which takes place March 10th. The early bird ends last week of February.

Takeaways:

Replace top-down quota assignment with collaborative goal-setting to transform compliance into genuine commitment

Break sales goals down by month and type (maintenance, enhancements, new sales) rather than using simple annual targets

Set activity goals as leading indicators to track inputs like phone calls, proposals, and site visits alongside sales outputs

Monitor both conservative baseline goals and stretch goals to account for natural performance variation across your team

Involve salespeople in creating monthly targets to enable mid-month adjustments and coaching opportunities

Align sales goals with production scheduling and revenue planning for company-wide coordination

Track closing ratios and deal size to connect activity inputs with sales outcomes

The post The Art to Setting Highly Effective Sales Goals and Achieving Massive Buy-In with Jeffrey Scott appeared first on Jeffrey Scott.

In this episode, Jeffrey Scott sits down with Mark Sedley, CEO of Granum, the parent company behind LMN, SingleOps, and Greenius, to explore his entrepreneurial journey and bold vision for the green industry. From knocking on doors as a teenager to leading software platforms serving landscaping and tree care businesses, Mark shares how his background shaped his leadership style, why landscaping is harder than running a software company, and how technology, education, and labor solutions must evolve together. The conversation dives deep into industry fragmentation, the growing complexity of landscape operations, and why training, middle management development, and workforce empowerment are critical for the future of the green industry.

Key Takeaways

Entrepreneurial mindset vs. caretaker leadership

Why landscaping operations are uniquely complex

Tree care vs. landscape market dynamics

Software consolidation vs. organic growth

The role of education and middle management training

Greenius’ evolution into a labor and learning marketplace

Solving the green industry’s labor and skills gap

Lessons from scaling and exiting software companies

The post The Innovative Spirit of Granum (LMN, Greenius and Single Ops) with new CEO Mark Sedgley appeared first on Jeffrey Scott.

In this episode, Jeffrey Scott steps away from traditional business strategy to explore a more intentional and sustainable approach to personal goal setting for the new year. Rather than relying on reactive New Year’s resolutions, Jeffrey explains why they often fail and introduces a simple but powerful framework built around four core questions: Who do you want to be? What do you want to do? Where do you want to go? And what do you want to have? Drawing from personal experiences, travel aspirations, family life, health goals, and leadership growth, he shares how aligning personal goals with purpose creates clarity, focus, and long-term momentum. Jeffrey also emphasizes the importance of pacing, prioritization, accountability partners, and borrowing proven business tools like quarterly goals and OKRs to support personal development in 2026 and beyond.

Takeaways:

Personal goal setting vs. New Year’s resolutions

The “Be, Do, Go, Have” goal framework

Aligning personal purpose with professional growth

Simplifying goals to avoid overwhelm

Using quarterly prioritization for personal goals

The role of environment, travel, and exposure in growth

Accountability partners and shared goal setting

Removing negative influences to sustain progress

The post Setting Simple Personal Goals That Move The Needle with Jeffrey Scott appeared first on Jeffrey Scott.

In this episode, Dan Simpson, Manager of Product Marketing at Fleetio, joins Jeffrey Scott to break down why fleet and equipment management is one of the most overlooked — yet most volatile — cost centers in landscaping and contracting businesses. Dan shares insights from his hands-on background in construction and years working directly with fleets, explaining how better visibility, preventative maintenance, inspections, fuel tracking, and data-driven decisions can dramatically reduce breakdowns, control costs, and protect margins. The conversation dives into why landscaping companies are also “in the fleet business,” how software and data turn gut-feel decisions into confident ones, and where AI and automation are heading in fleet management.

Takeaways:

Fleet management as a hidden profit lever

Preventative maintenance vs. reactive repairs

Inspections and communication from the field

Fuel cost visibility and control

Total cost of ownership for vehicles and equipment

Reducing downtime and breakdown volatility

Tracking tools, assets, and accountability

Using data to make smarter equipment decisions

Integrations with accounting and ops software

The future of AI and automation in fleet operations

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The post Fleet Management Software Explained by Dan Simpson of Fleetio appeared first on Jeffrey Scott.

In this episode, Jeffrey Scott addresses the critical relationship between budgeting and business strategy for landscape company CEOs planning for 2026. He identifies a fundamental problem: too many companies treat budgeting as a checkbox exercise rather than a confirmation of their strategic direction. Drawing from his consulting experience with landscape businesses, he walks through ten common disconnects between budgets and operational reality—from unclear owner objectives to poor equipment management and weak cash flow planning. His core message is that effective budgeting requires intentional decision-making about what kind of company you’re building, whether that’s a lifestyle business, a growth company, or a sellable asset, and every financial decision should reinforce that goal.

Takeaways:

Strategy-Budget Alignment: Budgets should confirm your business strategy, not exist as separate exercises disconnected from how you actually run the company

Revenue as Capacity-Driven: Revenue planning must be based on actual labor capacity and billable hours, not aspirational goals or ego-driven milestones

Detailed Gross Profit Analysis: Break down gross profit margins by division and service type rather than using global averages to uncover hidden opportunities and blind spots

Subcontractor Markup Strategy: Different subcontractors require different markups based on management intensity and how integrated their work is into your final product

Owner Compensation Planning: Treat owner compensation as a planned business cost with market-based pay plus return on capital, not as whatever’s leftover

Cash Flow as Separate Strategy: Develop a dedicated cash management strategy including better contract terms, collections processes, and vendor negotiations to ensure the business can sustain itself

The post Aligning Budgets with Business Strategy: 10 Key Insights with Jeffrey Scott appeared first on Jeffrey Scott.

This is a replay of a previous episode featuring Wade and Dustin Vugteveen, owners of DeHamer Landscaping, a $10M+ landscaping firm based in Grandville, Michigan.

They do a mix of snow, maintenance, landscape and irrigation.

We discuss their history of startups, first with a baseball training business and then in retail.

We discuss how hard it was for them early on, and how difficult it is to grow a business as an entrepreneur.

These two have taken a series of risks over and over again, which has allowed them to scale their business quickly. Business is more of a “calling” for them as a people-first company.

You will enjoy stories and their ride.

Apply for our Leaders Edge Peer Group Here.

The post Taking Big Risks with Wade and Dustin Vugteveen appeared first on Jeffrey Scott.

Join Jeffrey Scott for an insightful conversation with two leaders from Aspire: Mark Tipton, co-founder and former CEO, and Eli Zevin, the current General Manager. Mark shares his 12-year journey building Aspire from a skunkworks project into the leading landscape business management software, while Eli discusses his transition from Service Titan and his vision for Aspire’s AI-powered future. This episode explores leadership transitions, scaling software companies, company culture, implementation challenges, and the revolutionary role of artificial intelligence in transforming the landscape industry.

Takeaways:

Mark Tipton reflects on his 12-year journey with Aspire.

Eli Zevin emphasizes the importance of client success.

The legacy of Kevin Kehoe has shaped Aspire’s culture.

Leadership requires navigating obstacles and challenges.

Core values are critical for business success.

AI technology will revolutionize the landscape industry.

Simplicity in implementation leads to better outcomes.

Customer success management is essential for growth.

Mergers and acquisitions are becoming more common in the industry.

Aspire is well-positioned to leverage new technologies.

The post Leadership & Growth Lessons from Aspire Software, with Mark Tipton and Eli Zevin appeared first on Jeffrey Scott.

👉 Register for our Financial Masterclass

In this episode, Jeffrey Scott breaks down the complete roadmap to financial mastery for landscape entrepreneurs. Whether you’re running a $1 million or $50 million operation, Jeffrey guides you through ten progressive steps that transform financial confusion into confidence and control. From establishing proper chart of accounts and job-costing systems to implementing gamification strategies and building enterprise value, this episode covers the essential frameworks that separate struggling companies from highly profitable ones. Jeffrey shares real-world insights on how companies have jumped from 5% to 18% net profit through disciplined financial systems, and offers a preview of the upcoming Financial Masterclass, where these concepts will be taught in depth with expert guest speakers.

Here is more information on our Financial Masterclass.
And go here to learn about our coaching and peer groups.

Key Takeaways

Get financially grounded with proper chart of accounts and close books within 10 days

Benchmark your performance against budget, last year, and industry peers

Build a financial operating system with structured reviews and accountability

Price with confidence using math and courage (target 15% net commercial, 20% residential)

Optimize for profit by eliminating crew inefficiency, overstaffing, and overhead creep

Align your team to the numbers through transparency and gamification

Plan forward using leading indicators and rolling budgets, not just historical data

The post 10 Steps to Financial Mastery for Landscape Entrepreneurs appeared first on Jeffrey Scott.

In this episode, 24-year-old entrepreneur Matthew Woolley, founder of Woolley Outdoors in Lancaster, Pennsylvania, shares his journey from mowing lawns after work to building a company that now generates nearly $4 million in annual revenue. In just four and a half years, Matthew’s success has been driven by his relentless work ethic, willingness to learn, and focus on people. He opens up about his early challenges, key leadership lessons, hiring strategies, and how he manages rapid growth while maintaining balance in his personal life. His story offers practical insights and inspiration for anyone looking to grow their business with purpose and clarity.

Financial Masterclass Sign Up.

Key Takeaways:

From side hustle to $4M business in under five years through focus, grit, and vision.

Building systems early and learning to delegate are key to sustainable growth.

Leadership begins with people—respect, communication, and understanding what motivates them.

Transitioning from manual processes to digital systems like Jobber and Aspire to improve efficiency.

The value of joining peer groups for benchmarking, learning, and strategic development.

Managing rapid expansion while maintaining profitability and financial discipline.

Balancing business goals with marriage, relationships, and personal well-being.

The post Four Million in Four Years with Matthew Woolley appeared first on Jeffrey Scott.

Founder Nate Moses of Precision Landscape Management built his $10 million landscaping company in Greenville, South Carolina, from the ground up—literally. In this episode, Mitch Katz sits down with Nate to uncover how he turned a one-man mowing operation into a thriving business serving high-end residential clients across the Upstate region. From working out of a Honda Accord to leading a multi-branch enterprise, Nate shares the defining lessons, growing pains, and pivotal decisions that shaped his journey.

Listeners will gain insight into Nate’s leadership philosophy, the role of self-awareness in business growth, and how strategic clarity and strong culture fueled Precision’s rapid rise. This episode delivers actionable takeaways for entrepreneurs ready to scale smart and lead with purpose.

Key Takeaways:

How Nate scaled Precision Landscape Management from a side hustle to a $10M operation

The impact of self-awareness and vulnerability on leadership success

Why defining clear roles, responsibilities, and KPIs improves accountability

How peer groups can accelerate both business and personal growth

Lessons from five successful acquisitions and how to manage owner transitions

Precision’s three brand promises: reliability, responsiveness, and doing things the right way

The importance of financial literacy and understanding business margins

Why leaders should “run to their weaknesses” and embrace continuous learning

The post Growing Fast and Smart: The Power of Feedback and Clarity with Nate Moses appeared first on Jeffrey Scott.

In this conversation, Phillip Carnuccio, Founder of Clean Peak Landscaping in Westchester, PA., shares his mission-driven journey in the landscaping industry, detailing the evolution of his business from a small operation to a successful $2M model that primarily utilizes subcontractors.

He shares his mission driven approach to building his business and impacting his community. He discusses his strategy for building high-impact relationships with subcontractors, the challenges of pricing and financial management, and the significance of mentorship and community in fostering growth.

Phillip also shares insights on the future of the landscaping industry, emphasizing the rapid changes driven by technology and the need for entrepreneurs to remain centered amidst these developments.

Takeaways

The business started as a way to pay for college.

Building relationships with subcontractors is crucial for success.

Subcontracting allows for leveraging expertise without overhead costs.

A strong mission can drive business decisions and impact.

Financial management is key to sustaining growth.

Community and mentorship play vital roles in business development.

The landscaping industry is evolving rapidly due to technology.

It’s important to maintain a balance between growth and personal well-being.

Recruitment should focus on finding the right fit for the team.

Pricing strategies should reflect the value provided to clients.

The post A Fully Subcontracted $2M Business with Phil Carnuccio appeared first on Jeffrey Scott.

In the second part of the podcast, Mitch Katz and Jeffrey Scott delve into advanced coaching techniques for individual and team performance. They discuss strategies for giving constructive feedback, the importance of active listening, accountability methods, and ways to keep high performers engaged. They also explore conflict resolution, measuring coaching success, and building trust within teams. The episode concludes with advice for leaders on improving their coaching skills and the benefits of structured peer groups.

Takeaways

Effective feedback strategies

The importance of active listening

Accountability in coaching

Engaging high performers

Building trust within teams

Handling internal conflict

Measuring success in coaching

The post Part 2: Unlocking Team Potential: Coaching for Impact, with Jeffrey Scott and Mitch Katz appeared first on Jeffrey Scott.

In this special edition podcast, Jeffrey Scott and Mitch Katz share their insights on coaching high-performing individuals and teams to unlock their full potential. They discuss the difference between managing and coaching, the importance of aligning individual and team goals, and various coaching frameworks and models. The conversation includes practical examples, strategies for integrating high performers, and methods to assess current team performance. This episode is part one of a two-part series.

Takeaways

Defining what it means to unlock potential

Managing vs. coaching

Coaching high-performing vs. struggling teams

Core principles of coaching for peak performance

Assessing team performance and potential

Barriers to peak performance

Integrating high performers into teams

The importance of onboarding high performers

Balancing individual and team goals

Coaching strategies for new teams

Effective coaching frameworks and models

The post Part 1: Unlocking Team Potential: Coaching for Impact, with Jeffrey Scott and Mitch Katz appeared first on Jeffrey Scott.

In this conversation, Rob Murray, the founder of Intrigue Media, shares his journey in the marketing industry, focusing on how he built a successful marketing firm tailored for landscape entrepreneurs. He discusses the importance of community engagement, effective marketing strategies, and the need for a solid sales process. Rob emphasizes the significance of content marketing and long-term strategies for sustainable business growth, while also providing insights on measuring marketing success and optimizing lead generation.

Takeaways

Rob’s journey from a unique advertising idea to a successful marketing firm.

The importance of community involvement in building a business.

Understanding the marketing funnel: top, middle, and bottom.

The need for a strong website as the core of marketing efforts.

Measuring success through lead tracking and attribution software.

Sales processes are crucial for converting leads into customers.

Content marketing builds relationships over time and requires patience.

Only a small percentage of the market is ready to buy at any given time.

Investing in high-quality backlinks can significantly improve SEO.

The goal is to serve entrepreneurs better and raise industry standards.

The post Building a Marketing Empire: Rob Murray’s Journey appeared first on Jeffrey Scott.

In this episode with Scott Frampton, co-founder of Landscape Renovations in Minneapolis, MN, we delve into the intricacies of bid build and design build, two pivotal approaches in the construction industry.

Join us as we explore the strengths and challenges of each method, featuring insights from industry expert Scott Frampton. Discover how choosing the right strategy can impact your business growth and project outcomes. Whether you’re a seasoned professional or new to the field, this episode offers valuable perspectives to help you navigate your path to success.

Scott shares some of his secret sauce that makes his company a leader in the industry especially in bid-build.

The post Bid Build vs. Design Build: Navigating the Path to Success with Scott Frampton appeared first on Jeffrey Scott.

John Munie is our guest, owner of Focal Pointe, a $55M company with branches in KC, OK and MO, a thriving company with 625 employees and seven branches. Discover how John started small and scaled his business to $55 million, focusing on emotional connections with stakeholders and maintaining quality and culture. Learn about his unique approach to leadership, the importance of a strong balance sheet, and the lessons he’s learned along the way.

Key Takeaways:

The significance of connecting emotionally with stakeholders.

The importance of focusing on the “why” in business.

Strategies for scaling without sacrificing quality or culture.

Insights into organic growth versus acquisitions.

The post Scaling Success: The Journey of John Munie appeared first on Jeffrey Scott.

Christian Ruf owns Uncommon Elite, an Executive Recruiting firm. In this conversation, Christian Ruf shares his journey from military service to becoming a niche recruiter for veterans in the business world. He discusses the unique skills and attributes that military veterans bring to civilian roles, including leadership, resilience, and the ability to navigate chaos. Ruf emphasizes the importance of assessing talent based on attributes rather than experience and highlights the challenges veterans face when transitioning to civilian life. He also provides insights into effective onboarding processes for veterans and the value they add to organizations.

Takeaways:

Christian Ruf transitioned from military service to recruiting veterans.

He emphasizes the importance of leadership learned in the armed forces.

Veterans possess unique skills that are valuable in civilian roles.

The ability to navigate chaos is a key strength of military professionals.

Recruiting should focus on attributes rather than just experience.

Veterans are often adaptable and can pivot quickly in business environments.

Onboarding processes are crucial for the success of veteran hires.

Military training instills a strong sense of planning and execution.

There are stereotypes about military professionals that don’t reflect reality.

Veterans can bring a wealth of experience and skills to various industries.

The post Recruiting Top Level Managers from Special Forces, with Christian Ruf appeared first on Jeffrey Scott.

Matthew Knick is the founder and president of WillowGrove Landscape in Mandeville, Louisiana. His company does $4M in revenue with 40 employees and a 50/50 split between high-end maintenance and design-build.

In this conversation, Matt shares his powerful personal journey from battling addiction to building a values-driven company. He talks about the habits that keep him grounded—like meditation and journaling—and how they help him manage the stress of running a business in a high-pressure industry.

Matt explains how he and his team created a new set of core values that are more than just words on a wall. He shares how they use those values to hire, fire, and even evaluate clients—ensuring alignment across the board. He also digs into how WillowGrove avoids meeting fatigue while running an impressive cadence of focused, productive meetings that drive real results.

Matt discusses the value of surrounding yourself with people smarter than you, his approach to hiring for roles he doesn’t fully understand, and how participating in a JSC peer group has helped him grow as a leader. He emphasizes the importance of creating a culture of ownership and integrity, and how living with purpose—at work and at home—drives everything he does.

Matt opens up about leadership, personal growth, and building a company where people can thrive both professionally and personally. This episode is packed with insight for anyone looking to lead with intention and build something that truly lasts.

The post Leading with Purpose: Matt Knick on Culture, Clarity, and Core Values appeared first on Jeffrey Scott.

Marcus Sheridan is the author of “They Ask, You Answer” and “Endless Customers,” which show you why and how to use content marketing to become the go-to company on the internet.

In this conversation, Marcus discusses the evolution of marketing and sales in the home improvement industry, emphasizing the importance of understanding today’s buyers, building a trusted brand, and implementing effective pricing strategies. He shares insights from his journey with River Pools and the principles outlined in his brand new book, ‘Endless Customers,’ highlighting the need for transparency, customer education, and adapting to the changing landscape influenced by AI and self-service tools.

Marcus also discusses the importance of pricing estimators and self-service tools in enhancing customer engagement and generating leads. He emphasizes the need for businesses to adapt to modern marketing strategies, including the use of video content and disruption in traditional practices. The conversation concludes with a focus on building trust and taking control of one’s brand in a rapidly changing market.

Takeaways:

Today’s buyers are more informed and impatient than ever.

75% of buyers prefer a seller-free sales experience.

Building a known and trusted brand is crucial for success.

Transparency in pricing can differentiate your business.

Video content is essential for engaging customers.

Understanding the ‘Big Five’ topics is key to customer research.

Referral-based businesses need to invest in marketing to scale.

Your personal brand is more important than your company brand.

Pricing estimators can significantly increase lead generation.

AI tools can simplify the creation of pricing estimators. Consistent, higher quality visits lead to better customer engagement.

Pricing estimators increase customer investment in your company.

AI tools make it easier to implement pricing estimators.

Self-service tools are becoming essential for businesses.

Video content is crucial for brand visibility and engagement.

Disruption can change industry standards and practices.

Building trust is fundamental for long-term business success.

Understanding customer needs is key to effective marketing.

Businesses must adapt to multiple platforms for brand growth.

The post They Ask, You Answer: The Secret to Content Marketing, with Marcus Sheridan appeared first on Jeffrey Scott.

Jeffrey Scott interviews Jon Rick, the Owner of two landscape firms totaling $3.5M in revenue: J. Rick Lawn & Tree in Colorado Springs, CO, and Dakota OutdoorScapes in Bizmark, N.D.

Jon shares insights into his diverse business ventures, including a couple non-landscape companies. He discusses the challenges of finding the right operations manager, his approach to financial management and profit setting, and strategies for scaling both businesses.

He emphasizes the importance of professionalism as part of his sales advantage and reflects on balancing work and family life after becoming a father. He also highlights the significance of responsiveness in business and the impact of setting clear goals for growth.

In this conversation, Jon Rick discusses the intricacies of managing a landscape business in North Dakota, focusing on efficiency in estimation, seasonal challenges, and profit expectations. He reflects on the balance between growth and stability, the dynamics of his team, and the need for future leadership.

Additionally, he shares insights into his personal life, including family activities and interests, while navigating the complexities of real estate investments and business management.

Takeaways

His Colorado Springs company focuses on chemical lawn care, while Bismarck specializes in landscape construction.

Finding a suitable operations manager has been a significant challenge.

Jon prioritizes financial management and aims for a minimum 20% profit margin.

The North Dakota ranch services business has shown substantial growth and potential.

Professionalism in the landscaping industry can set a company apart.

Jon balances work and family life after becoming a father.

Clear growth goals and incentives are crucial for employee motivation.

Jon handles all estimating for his Bismarck, ND company, ensuring quality control.

I need to hire a general manager if I want to grow that business.

I got offered 15 times EBITDA for my business.

It’s a grind, and I love it.

To learn about Jeffrey Scott’s landscape business consulting services, go to: https://jeffreyscott.biz/consulting/

The post Crushing It With 2 Profitable Businesses In Different States with Jon Rick appeared first on Jeffrey Scott.

In this conversation, Jeffrey Scott talks to Mary Vales, Chief People Officer at Schill Grounds Management. She shares her secrets to success in HR, recruiting tips, software support, onboarding processes, and of course the importance of company culture.

She discusses her career journey, the need for great processes in HR, and the challenges of HR in the field of mergers and acquisitions. She shares the significance of hiring practices (do’s and dont’s) in shaping a successful organization.

Mary emphasizes the need for honesty and critical interview skills when recruiting, and when assessing a company to buy.

Link to Summer Growth Summit:

2025 Summer Growth Summit

Takeaways

· Mary Vales is the Chief People Officer at Schill Grounds Management.

· She emphasizes the importance of being close to the business operations in order to suc

· Compliance and onboarding are critical, but just the beginning in HR success.

· Mary’s career journey includes diverse experiences across industries.

· Hiring practices should focus on finding the right fit for the company culture and the job.

· Mergers and acquisitions require careful due diligence and cultural understanding.

· HR professionals should have a continuous improvement mindset.

· Technology plays a significant role in modern HR practices.

· Honesty in recruitment leads to better employee retention.

For more information on Schill Grounds Management, go here: https://www.schilllandscaping.com/

The post The HR Advantage with Schill’s Chief People Officer, Mary Vales appeared first on Jeffrey Scott.

In this conversation, Jeffrey Scott interviews Dave Leff, ex-co-owner of TLC Landscaping (Ontario Canada), and regional manager of Schill Grounds Management. They discuss the journey of Dave’s business over 35 years. They explore the growth strategies, the importance of account management, and the impact of diversification in the landscaping industry. Dave shares insights on the significance of (Jeffrey Scott’s) peer group, the story behind their safety training company Greenius, and the lessons learned from selling their businesses. The conversation emphasizes the value of employee development and the importance of analyzing business numbers for growth.

Link to Summer Growth Summit:

2025 Summer Growth Summit

Takeaways

· Dave Leff has been involved with TLC Landscaping for 35 years.

· The partnership between Dave and Jay has been crucial for the business’s success.

· Diversification in services has helped TLC Landscaping thrive during economic downturns.

· Account management is key to maintaining customer relationships and business growth.

· Peer groups have significantly influenced Dave’s approach to business management.

· Greenius was created to enhance safety training in the landscaping industry.

· Selling businesses requires careful consideration of timing and strategy.

· Employee satisfaction and fair wages are vital for retaining talent.

· Analyzing business numbers is essential for making informed decisions.

· The future looks promising with new partnerships and growth opportunities.

The post Building a Legacy: The TLC Landscaping Journey with Dave Leff appeared first on Jeffrey Scott.

Jono Fries, VP of Operations for Schill Grounds Management based in Cleveland, OH. Schill is a multi-state 31 branch landscape firm.  In this conversation, Jono shares his journey from the restaurant industry to the landscaping business, discussing the challenges and lessons learned along the way. He emphasizes the techniques he learned in restaurants, namely how good systems build good culture. He also discusses team dynamics in achieving success. Jono reflects on his landscape experiences first at Grasscor in Cincinnati, and then at Schill, highlighting the lessons he learned along the way. The discussion also touches on financial strategies and how it impacts team culture.

Link to Summer Growth Summit:

2025 Summer Growth Summit

Takeaways:

• Jono transitioned from the restaurant industry to landscaping after a life-changing experience.
• He emphasizes the importance of systems and processes in business growth.
• Culture can be built into a company through systematic approaches.
• Winning is a byproduct of focusing on doing things right.
• Effective communication is crucial for team trust and success.
• Adjusting to a diverse workforce requires understanding and adaptation.
• Financial strategies must be reevaluated regularly for success.
• Team dynamics play a significant role in company culture and performance.
• Integration of companies requires a common operating system for success.
• Cooking for others is a way to show love and build relationships.

For more information on Schill Grounds Management, go here: https://www.schilllandscaping.com/

The post From Restaurants to Landscaping: Building a winning culture with Jono Fries appeared first on Jeffrey Scott.

Todd Hardy is the Director of Sales for Schill Grounds Management, a 31 branch company across the Midwest US and Canada. Todd shares his extensive experience in the landscape business, focusing on the importance of servant leadership in sales (business development), the dynamics of managing a sales team, and the significance of company culture and core values. He discusses the challenges of hiring and onboarding business developers, the need for performance management, and how to navigate personal challenges within a sales context. Todd emphasizes the importance of networking and recruiting top talent, and he shares insights on preparing for the upcoming Summer Growth Summit.

Link to Summer Growth Summit:

https://jeffreyscott.biz/2025-summer-growth-summit/

Takeaways:

• Servant leadership is crucial for success in sales.
• A focus on client needs over personal gain drives success.
• Company culture should prioritize employee and customer satisfaction.
• Hiring the right talent takes time and a clear understanding of values.
• Performance management requires consistency and clear expectations.
• Navigating personal challenges is part of managing a sales team.
• Networking is essential for finding top talent.
• Authenticity and presence are key in sales interactions.
• Sales plans should be collaboratively developed and critiqued.
• Continuous improvement is necessary for personal and team growth.

 

The post Building A Successful Sales Team with Todd Hardy appeared first on Jeffrey Scott.

In this conversation, Jerry Schill, CEO of Schill Grounds Management, shares his journey from starting a small landscaping business to leading a company with 31 locations. He discusses the importance of team culture, setting big goals, and the challenges of integrating new acquisitions. Jerry emphasizes the value of mentorship and continuous learning, as well as the entrepreneurial mindset required to navigate the complexities of business growth. He expresses excitement for the upcoming Summer Growth Summit, where he aims to showcase his team’s achievements and share insights with others in the industry.

Link to Summer Growth Summit:

https://jeffreyscott.biz/2025-summer-growth-summit/

Takeaways

• You can’t do it alone; teamwork is essential.
• Growth requires setting big, uncomfortable goals.
• Continuous learning and mentorship are vital.
• Integration of new businesses needs a thoughtful approach.
• Stay disciplined and relentless in pursuing goals.
• Surround yourself with experienced mentors.
• Entrepreneurs must be comfortable with discomfort.
• Celebrate team achievements and individual growth.
• Leadership involves preparing others to take over.
• Business is about solving challenges collaboratively.

The post Setting and Achieving Big Goals with Jerry Schill appeared first on Jeffrey Scott.

Derek Wells is CEO of Wells Lawncare and Landscaping in Bloomington, IN. They do 3M in revenue of a mix of commercial and residential, and are growing over 30%. For more information on Derek Wells and Wells Lawncare and Landscaping in Bloomington, Indiana, visit their website.

In this conversation, Derek Wells shares his journey as a business owner detailing the challenges he faced when he made the difficult decision to let go of half his staff. He discusses the impact of this decision on his business, the subsequent hiring and training challenges, and the systems he implemented to improve accountability and metrics. Derek also reflects on his personal growth as a leader and the influence of his wife in navigating these challenges. In this conversation, Derek Wells discusses his journey of leadership growth, the importance of hiring the right team, and the transition from residential to commercial business. He emphasizes the need for balance between family and work commitments, the value of peer support in business, and the necessity of embracing discomfort for personal and professional growth.

Takeaways:

• Derek Wells runs Wells Lawn Care and Landscaping for 20 years.
• He made the tough decision to let go of half his staff.
• The decision was prompted by frustrations during a snow event.
• Derek realized he had hired the wrong people and held on to them too long.
• Post-staff reduction, they adopted a continuous hiring approach.
• They simplified their training process with ‘pirate maps’.
• Derek learned the importance of accountability in hiring.
• The company experienced a 15% growth after the staff reduction.
• Derek recognized his fear of conflict as a leadership challenge.
• His wife’s influence helped him confront business challenges. Being overly involved can hinder company growth.
• Hiring at the top of the market is crucial for success.
• Surrounding yourself with better people enhances leadership.
• Transitioning to a general manager role can relieve pressure.
• Building relationships is key in commercial business.
• Persistence in following up can lead to unexpected opportunities.
• Balancing family commitments requires intentional planning.
• Peer support provides accountability and shared experiences.
• Embracing discomfort is essential for growth.
• Proactive hiring can set a company up for future success.

 

The post Firing Half My Staff with Derek Wells appeared first on Jeffrey Scott.

Donn is the owner of 14 yr old Vidosh North, Petoskey, MI, 10M in revenue with 63 employees. Jeffrey and Donn discuss his journey in the landscaping industry, discussing his leadership style, the impact of sports on his business philosophy, and the evolution of his company. He emphasizes the importance of team building, diversifying services, and learning from mistakes, particularly in hiring and financial management. Donn also highlights the significance of implementing profit-sharing structures to motivate his team and ensure the company’s success. In this conversation, Donn Vidosh, Jr. discusses the intricacies of profit sharing and employee motivation, emphasizing the importance of transparency and accountability in business. He shares insights on maintaining quality while focusing on profit, the significance of leadership in fostering a positive work culture, and the personal challenges he faced, including a divorce. Donn highlights the value of hobbies for reflection and the role of mentorship in his journey, concluding with a message of gratitude and the pursuit of continuous improvement.

Takeaways

• Donn emphasizes the importance of leadership and team building.
• His background in sports has greatly influenced his business approach.
• Starting from humble beginnings, he learned the value of hard work.
• Diversifying services has been key to his company’s growth.
• Custom fabrication allows for unique offerings in landscaping.
• Learning from mistakes is crucial for business success.
• Hiring the right people is essential for growth.
• Financial mindset shifts were necessary for personal and business success.
• Implementing profit-sharing has motivated his team.
• Peer groups have provided accountability and support. Profit sharing is relative to what employees earn.
• Transparency in sharing company performance fosters teamwork.
• Quality must be prioritized alongside profit for long-term success.
• Mistakes should be openly discussed to promote accountability.
• Leadership requires stepping back from daily operations to focus on growth.
• Personal challenges can impact business resilience and leadership.
• Hobbies provide essential time for reflection and mental clarity.
• Mentorship plays a crucial role in personal and professional development.
• A culture of continuous improvement leads to sustained success.
• Team support is vital during personal hardships

The post Ultimate Team Player with Donn Vidosh, Jr. appeared first on Jeffrey Scott.

In this conversation, Zech Strauser shares his journey from struggling in school to becoming a successful entrepreneur in both the landscaping and apparel industries. He discusses his current ventures, including his real estate business, a farm, and the Urture apparel brand. Zech emphasizes the importance of financial accountability, community engagement, and having a clear vision for the future. He also provides valuable advice for aspiring entrepreneurs, highlighting the significance of knowing your numbers and making an impact beyond profits.

Takeaways:

• Zech learned through hands-on experiences and mistakes.
• He transitioned from residential to commercial landscaping during the 2008 financial crisis.
• Financial accountability was crucial for business growth.
• The pandemic forced a reevaluation of business operations and team dynamics.
• Zech’s vision for Urture is to blend urban and nature aesthetics.
• He emphasizes the importance of community engagement in branding.
• Zech believes companies should not define personal identity.
• He encourages aspiring entrepreneurs to think big and articulate their vision.
• Knowing your financials is essential for business success.
• Zech aims to make an impact in the trades and apparel industries.

The post Building Two Brands with Zech Strauser appeared first on Jeffrey Scott.

Kristi Delima (owner of Snips Landscaping in Ontario Canada)  shares her inspiring journey of resilience and determination as she faced a breast cancer diagnosis while managing her landscaping business. She discusses the challenges she encountered, including navigating her health, family dynamics, and business operations. Kristi emphasizes the importance of mental resilience and visualization techniques to beat her cancer. She also shares the support she received from her community and her peers in the Leader’s Edge peer group. Kristi reflects on her future aspirations, the legacy she wants to leave, and offers valuable advice for entrepreneurs facing their own challenges. Key Points:

• Kristi was diagnosed with stage four breast cancer but chose to fight.
• She utilized visualization techniques to maintain a positive mindset.
• Her family and employees were supportive throughout her journey.
• Kristi learned valuable lessons about her business during her health struggles.
• She emphasizes the importance of having systems in place in business.
• Community support played a crucial role in her recovery.
• Kristi aims to support others going through similar challenges.
• She believes in the power of a clear vision for success.
• Despite setbacks, her business has shown growth and resilience.
• Kristi’s experience has changed her perspective on life and legacy.

The post The Power of Visualization to Beat Cancer with Kristi DeLima appeared first on Jeffrey Scott.

How To Successfully Transition Your Landscape Business.

Should you plan to sell your business, or to retire-in-place? Either way, you will need to transform the business in many ways, from accounting to leadership and operations. Plus you will need to negotiate the sale, if you decide to go that route.

In this conversation, Jeffrey Scott (interviewed by Kelly Dowell) discusses the intricacies of selling a landscaping business, including understanding buyer motivations, common myths about selling, alternatives to selling, preparing a business for sale, building a sustainable revenue model, strengthening brand reputation, and key financial metrics for valuation.

The discussion emphasizes the importance of creating a strong business foundation and understanding the market to maximize the value of a business when selling.

In this conversation, Jeffrey Scott discusses essential strategies for business acquisition, emphasizing the importance of financial metrics, strong leadership, and effective negotiation.

He provides insights on evaluating revenue streams, understanding market opportunities, and the complexities of business valuation. Additionally, he addresses the significance of tax implications and offers guidance on family succession planning and post-sale considerations.

Takeaways

• Building a strong business is critical for future transitions.
• Buyers are motivated by job security, expansion, or personal freedom.
• Selling a business is often a lengthy and complex process.
• Myths about selling include misconceptions about speed and ease.
• Alternatives to selling include retiring in place or developing a leadership team.
• Private equity firms prioritize EBITDA and cash flow in their evaluations.
• Recurring revenue models are attractive to potential buyers.
• Brand reputation and market presence are essential for business value.
• Financial metrics like net profit and cash flow are crucial for valuation.
• Understanding buyer motivations can help tailor the selling process. Buy a company with a low mod factor and good safety history.
• A strong leadership team is essential for business success.
• Proving the strength of your team can enhance business value.
• Identifying new market opportunities requires careful analysis.
• Both new revenue and renewal revenue are crucial for growth.
• Valuation is key before entering the market to sell your business.
• Trust and integrity are vital in buyer-seller relationships.
• Competing offers can significantly improve negotiation outcomes.
• Tax implications can greatly affect the sale of a business.
• Family succession planning requires careful consideration and structure.

The post Selling or Retiring-In-Place with Jeffrey Scott appeared first on Jeffrey Scott.

Jeffrey Scott is joined by client Desiree Bouchard, General Manager of Great Lakes Landscape Design, in Oak Park Michigan. And by Sean Baxter, owner of Lawn and Landscape Solutions (KC) and he is also an Executive Coach at Jeffrey Scott Consulting.

In this episode, Jeffrey Scott discusses the pivotal role of seconds in command with Desiree and Sean. They explore the journey of becoming a second in command, the importance of trust and communication in leadership, and the dynamics of managing teams effectively. Desiree shares her experience transitioning from marketing to integrator, while Sean reflects on his own journey with his second in command. The conversation emphasizes the significance of having a clean plate for effective leadership and the collaborative nature of successful business operations. In this conversation, the participants discuss the importance of trust and honesty in leadership, the challenges of implementing structured systems like EOS, and the cultural shifts that occur when new leadership is introduced. They emphasize the value of peer group support for second-in-commands and the need for accountability in leadership roles. The discussion culminates in practical advice for both second-in-commands and CEOs on fostering effective working relationships and empowering team members.

Takeaways:

• Desiree has been in her role for about seven years.
• The transition to integrator involved building trust with her boss Ivan.
• Implementing EOS provided the necessary structure for growth.
• Desiree’s journey started with identifying process gaps.
• Sean’s second in command evolved through experience and maturity.
• Trust and communication are key in this working relationships
• Having a clean plate allows for better problem-solving by the General Manager
• Cultural shifts can create initial resistance but lead to growth.
• Open communication is key to overcoming team dynamics.
• Peer support (from our Second in Command Peer Group) provides valuable insights and encouragement.
• Accountability should be mutual between owners and second-in-commands.
• Mistakes are part of the learning process in leadership.

The post The Pivotal Role of the Second in Command with Desiree Bouchard appeared first on Jeffrey Scott.

Join John Phillips (owner, Gardens For Living, Asheville, NC) and his son, as we discuss how they survived the 500+yr flood that hit Asheville, and how they and their landscape team are powering through it.

Their company’s GoFundMe is https://gofund.me/f5ed660d

In this episode, they share their experiences during Hurricane Helene, detailing the unprecedented rainfall and flooding that devastated their community. The conversation covers personal stories of loss, the impact on their business, and the challenges of recovery, including insurance claims and community support.

Shane and John emphasize the importance of getting back to work to help their community heal and rebuild after the disaster. In this conversation, John emphasizes the importance of leadership, employee morale, and community support. They reflect on their experiences during a crisis, the lessons learned about crisis management, and the significance of peer networks. Looking to the future, they share their strategies for rebuilding and innovating, including a focus on stream bank restoration and the need for durable construction practices.

Key Points:

• The storm was preceded by record rainfall.
• Many communities were completely washed away.
• Personal stories highlight the human cost of the disaster.
• The flooding caused significant damage to their home and business property.
• Insurance claims are still being sorted out.
• The nursery suffered the most devastating losses.
• Community support is crucial during recovery.
• Returning to work helps restore normalcy.
• Economic stability is vital for community recovery. The Asheville community is resilient and will rebuild.
• Leadership requires showing fortitude and determination.
• Treating employees with respect fosters loyalty and morale.
• Community support is crucial during crises.
• Peer networks provide invaluable assistance in tough times (John is a member of Jeffrey’s Leaders Edge peer group)
• Preparation for crises includes knowing employee locations.
• Investing in durable materials is essential for future projects.
• Building relationships with neighbors enhances community ties.
• Learning from past experiences can improve future crisis management.
• Stream bank restoration is a growing need in the community.

The post Surviving the Asheville Floods with John & Shane Phillips appeared first on Jeffrey Scott.

Jeffrey Scott is interviewed by Kelly Dowell (owner of Keldo Digital) where Jeffrey discusses various aspects of converting design-build into maintenance clients.

Jeffrey touches on topics such as the role of the enhancement salesperson, the timing of introducing the maintenance account manager to clients, and strategies for kickstarting a weak maintenance division. They also explore marketing methods for maintenance services and ways to showcase the long-term benefits of maintenance. Jeffrey Scott shares many insights from his own business and also from his high-impact peer group community and how it helps landscape companies achieve their goals.

Takeaways from this podcast

• Converting design build projects into ongoing maintenance customers is important for the stability and long-term value of a business.
• Companies often struggle with selling maintenance due to a lack of focus, the wrong salespeople, and a lack of a sales process.
• Clients may opt out of purchasing maintenance due to existing providers, cost concerns, or the belief that the project is maintenance-free.
• Selling maintenance requires selling the need, selling the vision, and selling the maintenance team.
• Structuring maintenance offerings can include tying warranty to maintenance, but including maintenance in the price may not be the best approach.
• Tailoring custom maintenance plans can help meet the specific needs of clients and maximize margins through enhancements.
• Different salespeople should handle design build projects and maintenance, with account managers often selling enhancements. The enhancement salesperson is a separate role with their own crew, and the account manager invites them in to make the sale.
• Robotic mowers can be a way to extend a design build company into maintenance, but it’s not a complete solution.
• Introducing the maintenance account manager to clients should be done strategically, either in the middle or towards the end of a project.
• To kickstart a weak maintenance division, create mini games to track client conversions and offer incentives to the sales team.
• Marketing for maintenance services can be more challenging than marketing for design build, but it’s not impossible.
• Showcasing long-term benefits of maintenance can be done through client testimonials, garden tours, and videos.

• Joining Jeffrey’s Leaders Edge peer group community can provide support, tools, and guidance for achieving business goals in the landscaping industry.

The post Converting Design-Build to Maintenance with Jeffrey Scott appeared first on Jeffrey Scott.

In this episode, Mitch Katz and Sean Baxter (Executive Coaches at Jeffrey Scott Consulting) discuss the critical aspects of hiring in the landscape industry.

They explore the common pain points business owners face when considering new hires, the benefits of proactive hiring, and the importance of defining roles and responsibilities.

The conversation emphasizes the need for a clear vision, effective onboarding, avoiding burnout and the potential advantages of hiring from outside the industry. They also highlight the significance of budgeting, tracking metrics and taking action to ensure successful scaling of the business. You need to make money in order to scale!

Takeaways:

• Recognizing when to hire is crucial for business growth.
• Hiring a salesperson can significantly relieve workload.
• Being a bottleneck in operations is a common issue for owners.
• Burnout among staff can be mitigated by hiring appropriately.
• Creating an org chart helps visualize future hiring needs.
• Proactive hiring requires a clear vision for the company.
• Using recruiters can streamline the hiring process.
• Onboarding is essential for the success of new hires.
• Hiring from outside the industry can bring fresh perspectives.
• Regularly tracking metrics is vital for assessing hiring effectiveness.

The post When and Why to Make Your Next Big Hire with Mitch Katz & Sean Baxter appeared first on Jeffrey Scott.

Craig is the founder and co-owner of Green Side Up Landscaping based in Richmond VA, with a branch in Williamsburg.

He has 36 employees and makes 5M in revenue.

He started cutting grass at a young age and eventually decided to start his own landscaping company. He brought on two partners who complemented his skills and helped grow the business. Craig’s goal was to create a business that allowed him to have more free time, and he has been able to achieve that by being intentional with his schedule and prioritizing personal time.

Green Side Up Landscaping focuses on high-touch, high-tech customer service, using automation and proactive communication to keep clients informed and satisfied.

Craig also implemented a profit-sharing program and emphasizes team collaboration and communication. Craig Attkisson discusses his company’s incentive program and the importance of building relationships with his employees.

He also talks about the challenges of managing multiple software programs and the goal of becoming an employee-run company.

Craig shares his experience in the Leader’s Edge peer group and the value of learning from others in similar situations. He emphasizes the importance of personal health and his hobbies, including mountain biking and using a tonal machine for workouts.

Takeaways

• Starting a business at a young age and saving money can lead to entrepreneurial opportunities later in life.
• Having partners with complementary skills can help a business grow and succeed.
• Being intentional with scheduling and prioritizing personal time can lead to a better work-life balance.
• Providing high-touch, high-tech customer service can set a business apart from competitors.
• Implementing a profit-sharing program and emphasizing team collaboration can motivate employees and improve company performance. Implementing an incentive program can motivate employees to be present, punctual, and produce high-quality work.
• Building relationships with employees is crucial for creating a team-first atmosphere and bridging the gap between management and staff.
• Managing multiple programs can be challenging, and consolidating them into one system can improve efficiency and reduce frustration.
• Participating in a peer group provides valuable insights, accountability, and support from others in similar business situations.
• Taking time away from the business can provide clarity and help identify priorities for future growth.
• Prioritizing personal health and hobbies can contribute to overall well-being and enhance work-life balance.

 

 

The post Both Visionary and Integrator with Craig Attkisson appeared first on Jeffrey Scott.

Bryan Stolz, CEO of Winterberry (Southington, CT), shares his journey from being a junior garden designer to running the company.

Winterberry is a diversified company that offers maintenance, fertilization, irrigation services, landscape design, and golf course irrigation installation.

They have grown from a $10 million company when they were first my client, to a $33.5 million company with 240 employees.

The ownership team consists of three partners who have different skill sets and work well together. Winterberry made the decision to close their retail garden center due to competition from big box stores and a shift in their target market. They have focused on systematizing their processes while still allowing room for entrepreneurialism.

The company has experienced significant growth, with departments like seasonal color becoming independent and generating $1.2 million in revenue.

The conversation explores the organizational structure and culture of the company, focusing on the matrix org chart, dotted line relationships, and the balance between creativity and accountability.

We also discuss the importance of crafting roles to fit people’s strengths, the challenges of communication and involving employees in the decision-making process, and the mistakes and struggles faced by the company.

The future plans include regional expansion, acquisitions, and continuous personal and professional development.

Takeaways

• Opportunities and leaps of faith are important for growth
• Systematizing processes can help manage chaos and allow for scalability
• Closing a retail division can be a strategic decision to focus on core services
• Entrepreneurial spirit can be nurtured within a structured framework
• Departmental growth can be driven by individual initiative The matrix org chart and dotted line relationships can create a loose framework culture that allows for creativity but can be inefficient and less effective at holding people accountable.
• Crafting roles to fit people’s strengths and interests can lead to greater job satisfaction and upward mobility within the company.
• Effective communication and involvement of employees in decision-making processes are crucial for maintaining trust and alignment within the organization.
• Learning from mistakes and being open to change are essential for growth and success.
• Regional expansion and strategic acquisitions are part of the company’s future plans.
• Continuous personal and professional development, including seeking external knowledge and learning skills for the next level, is important for career advancement.

The post From Designer to CEO with Bryan Stolz appeared first on Jeffrey Scott.