The Ultimate Landscape CEO - 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.

Greyson Walldorff is the founder of Lawn Capital in Decatur, Georgia. He shares his journey of developing an all-electric landscape business dedicated to zero gas, zero toxins and zero noise. His 8 yr old company has 3M in revenue with 25 employees. We discuss his company’s focus on sustainability and their new product, Plan Zero, which is a 100% electric, zero chemical maintenance service. We also talk about the challenges of integrating electric equipment into their operations, and of transforming his fleet and equipment in the process. He explains the financial benefits of using electric equipment, such as lower fuel and maintenance costs, and the potential for higher margins. Greyson emphasizes the importance of business development and customized systems in their growth strategy.  He emphasizes the importance of customization and CRM in the sales process and we explore the potential of robotics in landscaping. Takeaways Lawn Capital is a residential and commercial landscape provider that focuses on sustainability and offers a 100% electric, zero chemical maintenance service called Plan Zero. There is a growing trend of landscape professionals coming from finance backgrounds, possibly driven by the desire to gain a competitive advantage in the industry. Using electric equipment can result in lower fuel and maintenance costs, leading to potential higher margins for landscape businesses. Business development and customized systems play a crucial role in the growth and success of a landscape business. Customization and CRM are crucial in the sales process for landscapers. The implementation of robotics in landscaping is an area of exploration. Zero gas, zero toxins, and zero noise are important aspects of sustainable landscaping. Data and AI integration will play a significant role in the future of the industry. The post Zero Gas, Zero Toxins and Zero Compromise with Greyson Walldorff appeared first on Jeffrey Scott.

Ivan Katz, founder of Great Lakes Landscape Design, near Detroit, Michigan, shares his experiences in the landscaping industry, including overcoming embezzlement and a major accident. His firm will hit close to 10M in 2024. He emphasizes the importance of trust, loyalty, and investing in employees. Katz also discusses the value of customer service and the impact of his personal mission on his business. The conversation covers topics such as financial management, employee development, and creating a positive work environment. Ivan Katz discusses how his approach to business has changed over the years and the challenges he faces in pulling himself out of sales. He shares his experience of hiring a sales manager and the importance of refining processes and production rates. Ivan also talks about the need to hire salespeople who can build enduring relationships, especially in the commercial sales sector. He emphasizes the value of having a coach and being part of a peer group for learning and accountability. Ivan’s key takeaway is to run your company as if it’s already as big as it will ever be and make proactive decisions with the future in mind. Takeaways Trust is crucial in business, and implementing controls and protocols can help prevent fraud and embezzlement. Investing in employees and creating a positive work environment can foster loyalty and long-term commitment. Listening to clients and focusing on customer service can lead to valuable insights and improved business practices. Having a clear personal mission and values can guide decision-making and inspire others. Overcoming challenges, such as financial setbacks and accidents, can lead to personal growth and resilience in business. Refining processes and production rates is crucial for business growth. Hiring salespeople who can build enduring relationships is essential, especially in commercial sales. Having a coach and being part of a peer group provides learning and accountability. Running your company as if it’s already as big as it will ever be helps make proactive decisions. The post “I am doing it my way” with Ivan Katz appeared first on Jeffrey Scott.

Jim and I discuss his history and background in the landscape industry, and his career extensions into property development and consulting. We discuss his “visionary” appraoch to consulting and the impact it had on his business and life. We discuss his latest book, “The Depressed Motivational Speaker”, and his own struggles with depression and how he overcame them. This podcast is a discussion between the old guard (Jim) and the newer guard (Jeffrey) that came up in his wake. Jim also shares ideas on recruiting from high school and on selling and other topics. Summary: Jim Paluch, former president of JP Horizons, shares his journey from being a landscape architect to becoming a consultant. He discusses his experiences in sales, working with developers, and the importance of building relationships. Jim also talks about the creation of JP Horizons and their various programs, including the Working Smarter Training Challenge. He emphasizes the importance of enthusiasm, creativity, and leadership development in the landscape industry. Jim Paluch shares his experiences of using unique team-building exercises, such as breaking through boards, to help people overcome obstacles. He also discusses his book, ‘The Depressed Motivational Speaker,’ which explores the topic of depression and offers strategies for overcoming it. Jim emphasizes the importance of taking care of oneself, practicing the right things, and focusing on what is happening through us rather than to us. He also encourages business owners to attend association meetings with key team members and to connect with high schools to promote the landscape profession. Takeaways: Building relationships with developers and clients is crucial in the landscape industry. Enthusiasm and creativity can make business principles more engaging and effective. Effective communication and teamwork are essential for success in any organization. Leadership development and continuous learning are key to personal and professional growth. Team-building exercises can help people overcome obstacles and build camaraderie. Taking care of oneself physically and mentally is crucial for success. Practicing the right things and focusing on what is happening through us can lead to positive outcomes. Attending association meetings with key team members and connecting with high schools can promote the landscape profession. The post The Visionary Consultant with Jim Paluch appeared first on Jeffrey Scott.

Ted Carter, is President of Pinehurst Landscape Company in Glen Arm, Maryland. They focus 85%  on residential landscape design, build, and maintenance. The company employs around 40 people during peak season and aims to surpass $6 million in revenue this year. Pinehurst was founded by Carter’s father in 1964. Initially a lawn mowing business, it evolved into a landscaping company. Ted Carter formally joined the company in 2009, following a significant revenue drop during the recession. We cover many critcal stages of growth that Ted experienced.  Challenges and Adaptations: Ted faced numerous challenges, including financial struggles and a key workforce crisis in 2018 when they didn’t secure H2B visa workers. This led to hiring issues and morale problems, ultimately teaching the importance of company values and aligning staff accordingly. Financial Health: Over the years, Pinehurst shifted its strategy by focusing on value and realistic project bidding. Ted emphasized the need for accurate job costing and avoided underbidding, which helped stabilize the company’s financial health. Developing a Leadership Vision: Ted’s leadership journey involved overcoming initial defensiveness and fear, building a supportive team, and setting ambitious goals. His focus on creating a professional work environment and strong company culture has contributed to Pinehurst’s continued success and growth. Carter is actively working on delegating key responsibilities, such as financial management and sales, to trusted team members. His goal is to focus on strategic vision and employee relationships while ensuring the company runs smoothly. Acquisition Success: Ted Carter discusses Pinehurst’s successful acquisition of a company owning a Christmas Decor franchise. This move not only extended their seasonal business but also brought in skilled employees, contributing significantly to their growth and success. Carter is exploring further acquisitions and diversification into new services like pool installations. He recognizes the potential in expanding their offerings to meet client demands and attract new business. Employee-Centric Approach: Carter emphasized the importance of a supportive and growth-oriented workplace culture at Pinehurst, focusing on employees’ well-being, personal growth, and ensuring they feel valued and respected. This is a huge cornerstone of their company. Personal and Professional Integration: Carter highlighted the inseparable nature of personal well-being and professional success for entrepreneurs. He advocates for a balance between work and personal life, believing that personal growth and support directly impact business performance. Summary Ted Carter, the president of Pinehurst Landscape Company, shares his journey of taking over the family business and growing it into a successful company. He discusses the challenges he faced during the economic downturn and how he navigated through them. Ted emphasizes the importance of investing in employees and maintaining company culture. He also shares his experience of joining a peer group and the impact it had on his leadership skills. Ted’s story highlights the significance of making the right calls, building confidence as a leader, and embracing growth opportunities. In this conversation, Ted Carter, President of Pinehurst Landscape Company, discusses the company’s growth and talent acquisition strategies. He shares how Christmas lighting has been a successful recruiting tool and talks about the potential for future acquisitions and new services. Ted also explores the importance of engaging architects and home renovators in the landscaping industry. The conversation delves into the significance of pool construction and the potential for fiberglass pools and plunge pools. Ted discusses his role as President and emphasizes the company’s employee-first culture and focus on personal growth. He also touches on the challenges of delegating responsibilities and marketing. Ted expresses his long-term involvement with the company and his passion for sailing. He concludes by expressing gratitude for the team and highlighting the value of peer groups in personal and professional development. Takeaways Investing in employees and maintaining a strong company culture is crucial for long-term success. Overcoming fear and making the right calls are essential for business growth. Joining a peer group can provide valuable insights and support for personal and professional development. Building confidence as a leader is a journey that requires self-reflection and a willingness to learn and adapt. Christmas lighting can be an effective recruiting tool for landscaping companies. Engaging architects and home renovators is crucial for business growth in the landscaping industry. The construction of pools, particularly fiberglass and plunge pools, presents opportunities for expansion. Creating an employee-first culture and prioritizing personal growth contribute to the success of a landscaping company. The post The Stages of Growth with Ted Carter appeared first on Jeffrey Scott.