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

1. Keeping the team hungry.

I spoke recently with a long-time client, Donn Vidosh, owner of Vidosh North in upper Michigan.

Under our guidance he has 10X’d his business, from 1.2M to a target of 10M in 2024.

He explained the two challenges he has overcome,

“Every year we have been in business we have improved in terms of top line, bottom line, or both.

We have developed a great track record of winning the game with ourselves (internal challenge) which has led to a great upward track of success (external challenge).

Supporting this success, many in the company have received promotions, which makes me very proud. Seeing our team achieving their personal goals is very rewarding.

However, I am aware that as each leader experiences personal and financial success, it may lead to a reduced hunger and drive. Especially if we aren’t discussing it openly and consistently.

We have honest weekly and quarterly meetings to keep our goals, quality and financial results forefront.

Photo Caption. Donn leading his 3rd quarter meeting: full team financial reporting, quarterly bonus distribution, and final opportunity to discuss and implement plans to hit our goals.)

“I am proud that we have developed a class of industry leaders; our challenge now is to keep our edge and stay sharp!”

2. Maintaining Growth Momentum.

We speak to many contractors who need help harnessing their current growth.

It’s exciting when a leader tells me, “We are going through a growth stage at our firm. I would like to keep our healthy margins intact as we jump to the next level.”

Everything changes when you undergo significant growth:

• Your approach to financial management will need to mature and evolve. What got you here won’t get you there.
• New leadership positions will open, and need to be filled internally or externally.
• Accountability and performance across the board will need to increase.
• The company’s strategy will be challenged, and a focus needs to emerge.

When you double in size, no matter how large or small you are, you must rethink everything about your business.

Including your organizational structure, which I find needs to change every two to three years with any fast growing firm.

Tripling in size.

We are in talks to help a tree company right now that will easily triple in next few years, if he makes the right decisions.

Kudos for this person to recognize this early on, and to try to get ahead of this.

Most of you reading this newsletter have this same potential, if you avoid the missteps along the way.

Your Challenge: Identify the main obstacle holding back your growth.

Whichever side of this coin you find yourself on, “hungry team” or “hungry leader”, your best bet is to keep the dialogue open and honest with your team.

Don’t be afraid to broach the topic, and engage your team’s thoughts, fears and ambitions.

In this context you can share yours with them as well.

And then it’s off the races!

Regards, Jeffrey Scott

P.S. Let us know if you need help with either growth challenge.

Check out our peer group and consulting services and see if we are right for you.