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),...
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...
Investors in fast growth software firms track the following key performance metric, and so should you. They keep tabs on the combined metric of “growth + ebitda”, to determine the health of their investment. We have modified this metric for our industry. We call it the Profit Growth Index “PGI”. We take:a company’s net-to-owner profit % (earnings before depreciation and owners pay), and we add to that their year-over-year growth. At our last all-client community event, we highlighted our top 5 scoring PGI companies from 2023, and we discussed how they got there. These top five companies achieved a Profit Growth Index between 64% and 100%.
As a visionary business owner, it is impossible to grow a company by yourself.
You need a solid team of leaders in key positions – and often you need a buffer position titled “Second in Command” (2IC).
A 2IC’s role is to filter and implement your visionary ideas and to keep the trains running on time–while growing the organization and its people.
For that reason, I am placing a link (below) to my brand-new podcast on this topic. “The pivotal role of a second in command.”
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,...
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...
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...
While a third of our business is focused on fixing landscape firms (profit, efficiency, focus), a full third is focused on helping companies scale. Either breaking through a glass ceiling. Or smoothing out their growth to the next level.
I often see a dichotomy that owners face as they scale. They either ask me, “How do I keep my business growing to satisfy my hungry leaders?”
Or they ask, “How do I keep my team hungry after they have already achieved a level of success?
These questions are critical, and a growing company will ultimately face both in their quest to maintain momentum.
Much of the industry has similar challenges with their new employees. Too many are inconsistent, unreliable, or worse.
If only you could attract a superstar instead?
Careful what you wish for.
I see an “equal but opposite” challenge with superstar employees.
Last week I wrote about the virtues of investing (paying) more for the right employee. This week I have some important insights into managing them,
Do you listen to podcasts for business or pleasure?
I didn’t used to, but now I love them.
Podcasts are a great way to gain a new perspective on a current topic – or to take your mind completely off work and recharge.
They are game changers for self-education.
Here Are Seven of My Favorite Business and Personal Podcasts
