IM Landscape Growth Podcast

00:00 — The core problem: obsession with outputs over inputsRichard opens with the danger of short-term financial pressure and how it erodes learning and long-term thinking.00:52 — Welcome to the show + technology hiccupsRob introduces Richard with jokes, sports banter, and podcast foibles.02:23 — Richard’s origin story: ValleyCrest to SperberHow he grew up in the business, scaled ValleyCrest to $1B+, merged into Brickman/BrightView, and eventually rebuilt Sperber.04:12 — The consolidation era & the modern growth constraintRichard explains consolidation, culture clashes, and why people — still today — remain the #1 growth lever.05:47 — Why landscapers stay small: micromanagement & lack of trustMany owners hold everything, stunting team growth and company growth.07:04 — The “app-ification” of landscaping & why Richard hates itToo many apps → less learning, less accountability, no teamwork, and weaker client understanding.08:33 — Why real estimating requires walking the jobTech shortcuts eliminate the “shared learning walk” that develops real decision-makers.10:32 — Mentorship, in-person interaction & lost tribal knowledgeWhy remote work and tech tools rob junior people of accelerated learning.11:33 — Inputs vs outputs: the mistake of PE-backed urgencyShort-termism destroys craftsmanship, growth, and culture.13:15 — Organic growth vs acquisition: which is harder?Hint: mergers are way harder — because people resist change.14:35 — Getting leaders to take ownershipWhy Sperber pushes decisions down and expects managers to behave like owners.16:29 — Empowerment + accountability, minus fearRichard: “You can’t fire people for making mistakes. That’s how they learn.”18:31 — The bike analogy: letting people wobbleWhy leaders must let people ride, crash, and re-ride.19:11 — Why firing after a mistake is dumb“If they leave, your competitor gets the benefit of their education.”21:23 — The growth inflection points (AM → Branch → Multi-Branch)When and how to hire account managers and build scalable structure.23:38 — Promoting from within vs hiring externallyThe Peter Principle is real — especially in sales leadership.27:00 — Loyalty vs performance: firing with contextWhy you must think about the impact on everyone who stays.30:06 — The linchpin: everything is peopleCustomers, employees, vendors — the entire business is human.32:59 — Data overload & why most metrics don’t matterLeaders drown teams in useless outputs instead of focusing on the vital few.34:33 — AI, automation & the power of personal presenceYou can’t AI your way out of dead grass or broken trust.37:10 — Bringing ValleyCrest culture into SperberPatience, high standards, shared learning, and real human relationships.42:20 — The 8 simple metrics (without listing them)Richard refuses to name them — but drops hints: margins, retention, enhancements, collections.43:25 — Legendary ValleyCrest rituals (truck giveaways!)How they drove safety, loyalty, and life-changing employee impact.46:47 — Richard’s real education: boardrooms, mentors & hard lessonsWhy he never needed business books — he lived the MBA.49:42 — The bright future of the green industryMore passionate entrepreneurs than ever; real opportunity ahead.53:40 — Trade shows, global trends & European inspirationRichard has his eye on Dreamscapes and massive European landscaping expos.

00:00 – Welcome & introRob introduces the IM Landscape Growth Podcast and guest Martin Tirado, CEO & Executive Director of the Snow and Ice Management Association (SIMA).01:09 – What is SIMA and who do they serve?Martin explains SIMA’s role: education, certification, best practices, legislative work, and the annual Snow & Ice Symposium that many just call “SIMA.”02:33 – The unsung heroes of winterConversation about snow contractors as essential workers keeping transportation lines, parking lots, and entries safe when everyone else is inside.03:14 – Member base & where they areMartin shares SIMA’s 1,200 members across the U.S. and Canada, with major concentration in urban areas like Toronto and commercial-focused operators.04:31 – The #1 growth constraint in snow & iceRob asks the core question: what’s the primary growth constraint for snow/ice entrepreneurs? Martin splits it into controllables vs. non-controllables.05:03 – You can’t control weather, but…Martin talks about fluctuating winters as a real but uncontrollable constraint—and why the real game is what you can control:Systems People Company culture 05:54 – Culture as the ultimate leverMartin defines culture as: efficient operations, updated equipment, technology, and people who actually like working there and feel rewarded.06:53 – Profitability: real numbers from the industryMartin shares SIMA Foundation’s profitability study: the average snow & ice company is at 19% profitability, with many growing double digits annually when run well.07:41 – The SIMA benchmark study (and where to get it)They dive into SIMA’s in-depth benchmark study:150+ companies Requires real financial data Covers expenses, structure, comp, equipment, contract types→ Available at sima-foundation.org (free for members, paid for non-members). 09:30 – Why benchmarking mattersMartin explains how owners use the benchmark report to sanity-check things like:Sales & marketing spend Insurance and equipment costs Payroll as % of revenue Org structure and profit per employee 10:29 – Workforce & compensation dataThey touch on SIMA’s workforce study: pay ranges, benefits, trucks, health care, retirement, and how that feeds into retention—especially in the U.S.12:43 – Systems, people, culture: which comes first?Rob asks Martin to rank systems, people, and culture.Martin: culture is the umbrella—systems and people sit underneath it.13:33 – What culture actually looks like day-to-dayMartin breaks it down simply:Do your people like coming in? Is there camaraderie and healthy competition? Are leaders creating energy and real connection (knowing people’s families, lives, goals)? 15:31 – The tech stack every serious snow company needsDiscussion of the “tech stack”:Payroll & HR Operations and routing tools CRM for sales and account management Weather tracking and service reporting tools (critical for slip-and-fall protection). 16:51 – Protecting yourself in slip-and-fall claimsMartin explains how service logs, weather data, and software help companies prove they did their job when claims inevitably show up.18:20 – Fixing low-energy crews & dragging cultureRob asks: how does an owner actually inject energy if crews are just “show up, coffee, truck, go”?Martin suggests: small incentives, knowing your people, flexible support, and clear expectations.19:55 – The “right people on the bus”Martin references the classic idea: right people, right seats, properly supported—with practical incentives (money, time, flexibility).21:28 – Retention bonuses for sidewalk crewsMartin gives a concrete example:Sidewalk crews are high-turnover and brutally hard work Some companies pay retention bonuses at the end of the season if people show up for all events—simple, powerful, and effective. 22:48 – Compensation aligned with company goalsThey discuss rewarding behavior that supports reliability, consistency, and performance (instead of just “hours showed up”).24:17 – Production rates & paying for efficiencyMartin mentions using production rates (e.g., time per acre) and paying more when crews hit or beat those benchmarks.24:59 – How top companies recruit differentlyMartin shares how strong culture companies:Are always recruiting Tap into community networks (church, sports, ethnic communities, schools) Turn employees into a referral engine. 26:25 – “We’re basically a training company that does X”Rob connects the dots to top entrepreneurs in many industries who see themselves as training companies first, service providers second—and how that applies to snow & ice.26:29 – Looking outside the industry for comp benchmarksMartin shares a story of a member who benchmarks comp not just against snow & landscape, but against insurance, construction, manufacturing so account managers don’t get easily poached.28:21 – Who SIMA is really forMartin clears up a misconception:Big companies think SIMA is for small ones Small companies think SIMA is for big onesReality: SIMA serves the whole snow & ice community, from boutique specialists to massive fleets. 29:43 – What big and small companies can learn from each otherBig learn from small: customer service and relationship depth.Small learn from big: how to scale from $250K → $1M+ and beyond.31:03 – How to get more value as a SIMA memberMartin’s quick list:Write for Snow Business or SIMA’s digital content Speak or join a panel at the Snow & Ice Symposium Join committees (standards, best practices, legislative) Use your $200 training credit each year for certification. 32:44 – Membership ROI and “gym membership” analogyMartin compares SIMA to a gym: it only pays off if you actually use it—log in, download tools, use the training, join the community.33:21 – Best management practices & legal protectionSIMA’s Best Management Practices are:Built by 10–15 subject matter experts Reviewed every few years A powerful tool when lawyers or insurers ask, “Did you follow industry best practices?” 34:34 – Training programs: CSP, ASM & safetyMartin outlines SIMA’s main training tracks:Certified Snow Professional (CSP) – highest level Advanced Snow Manager (ASM) – core training for field/ops leaders Safety training for sidewalk crews and equipment operators. 36:20 – How to connect with SIMAWhere to start:Website: sima.org Resource center with free downloads Contact form and membership team 24/7 chatbot (with real humans behind it during business hours). 37:33 – Snow & Ice Symposium detailsMartin plugs the upcoming Snow & Ice Symposium in Cincinnati, always held in the 3rd or 4th week of June.38:08 – Closing gratitude & final thoughtsRob wraps with appreciation for Martin’s 18+ years leading SIMA and serving the snow & ice industry.

00:00 – IntroWelcome and introduction to Dominick Mondi.01:25 – Early Lessons in GrowthDominick shares experiences that shaped his approach to scaling teams.06:05 – Building Repeatable SystemsWhy documenting processes is key to consistent results.11:30 – Leadership Habits That WorkCommunication and alignment strategies that keep teams performing.17:10 – Reducing Friction in WorkflowsOperational changes that improved collaboration and efficiency.23:45 – Turning Points in ScalingThe critical decisions that drove sustainable growth.30:20 – Advice for LeadersDominick offers practical guidance for leaders looking to scale effectively.34:15 – Closing ThoughtsKey takeaways and encouragement for the audience.

00:31 – Intro. Why Chris Dyer’s lifelong pursuit is improving the human experience at work. 01:17 – Origin story. Entrepreneur, “accidental author/speaker,” and the belief that humans are the greatest asset when work isn’t broken. 03:24 – The constraint today. Convergence of Apple‑level UX expectations + AI‑era overwhelm = buyers freeze; existing clients expect better while prospects can’t decide. 06:21 – Two jobs of a modern leader. Be the sense‑maker (simplify buying/doing) and guide people through change. 06:50 – Sell simply first. Let the customer say “yes” to mowing; upsell other services later—don’t overload the first decision. 08:54 – “Shrink the loop.” Define start to finish, empower decisions, cut approvals, and remove delays so progress actually happens. 10:26 – Pace = decisions. The speed of your decisions sets the speed of your company. 11:14 – Kill meeting bloat. Build team charters (clear hours/boundaries), meeting rules, roles, and do a quarterly meeting audit (what dies, shortens, or loses attendees). 15:13 – One truth, not 100 inboxes. Establish a single source of truth (e.g., Slack/Teams) so info is searchable and async—without after‑hours anxiety. 17:31 – The experiment mindset. 2009 culture reset → CEO becomes Chief Experiment Orchestrator. Meetings were the #1 complaint; created named meeting types with different rules. 22:19 – Why it’s worth it. After fixing culture/meetings, the company won Best Place to Work awards and landed on Inc.’s Fastest‑Growing list—then growth compounded. 24:40 – The weekly one‑question survey. Ask 1 question each week, close the loop in 5 business days, review monthly. 29:24 – The gutsy question. Quarterly: “How am I, as your CEO, getting in your way?”—and act on it. 31:22 – Why experiments work. If it helps people, they’ll adopt it; keep what works, throw away what doesn’t. 34:44 – From in‑business to on‑business. Delegate low‑joy/low‑ROI work (e.g., finance/CFO) to free your highest value. 37:49 – Growth vs. fix. Fix friction and growth follows; if you’re the rainmaker, keep selling and appoint someone to run the experiments. 39:50 – Resources & where to start. Text CHRIS to 33777 for meeting types + 25 starter survey questions; books and site. 44:33 – Close. Book recs and why clarity of purpose matters before you ask your team to row faster. 

(00:00) – Welcome back: Rob introduces Frank Bourque, business coach and former landscape company owner.(01:00) – Why mindset matters more than systems in long-term growth.(03:00) – The biggest bottleneck in most businesses: the owner’s thinking.(04:50) – The 5 mindset shifts that change everything:In vs. On the business Scarcity vs. Abundance Perfection vs. Progress Control vs. Empowerment Fear vs. Curiosity(10:00) – How fear limits creativity—and how curiosity unlocks innovation.(12:00) – Journaling and peak-state habits: how to solve problems before breakfast.(19:30) – Using your calendar to reflect your priorities (and sanity).(24:00) – “Flip Day”: the small habit hack that builds mental flexibility.(28:00) – Why disorganization kills team happiness and focus.(32:00) – Systems reduce emotional stress—how to create stability and free bandwidth.(38:00) – Time-blocking vs. time-stacking: multiply results without working more.(39:00) – Book recommendation: Chess Not Checkers by Mark Miller.(40:30) – Where to find Frank next and how to connect.

00:31 – Rob introduces guest Darren Oostdyk, founder of Doverscape Design & Build.01:33 – Darren shares his journey from mowing lawns to running a thriving design-build company.03:37 – The biggest growth constraint? The owner. Darren dives into how self-awareness changed his leadership.05:57 – Realizing 70-hour weeks aren’t sustainable—what pushed Darren to rethink his workload.08:12 – Shedding hats: why he let go of design (his favorite part) to focus on sales and management.11:23 – The art of delegation: maintaining brand quality while empowering others.15:00 – How Doverscape’s strong brand attracts both clients and top talent.17:20 – Creating a work culture where employees feel valued and respected.21:49 – The power of planning and pricing right—Darren’s methodical approach to profitability.24:58 – How budgeting and buffers create freedom and reduce stress.28:11 – Staying profitable with fewer people and focusing on what really makes money.30:46 – Darren’s take on AI in design—and why it’s not replacing human creativity anytime soon.33:59 – Inspiration from West Coast designers and why passion still drives his work.

00:31 – 02:30 | Intro + OriginsRob and Aaron reminisce about meeting on a beach in Mexico. Aaron shares his start cutting grass at 16 and how a side hustle became a 24-year career.03:00 – 04:30 | Today’s ACE Outdoor$14 million revenue, 150 employees, 3 locations in southeast Michigan—primarily commercial lawn and snow services.04:30 – 06:00 | Biggest Growth ConstraintRelationships are everything — with clients and employees. Longevity of relationships beats short-term wins.06:30 – 08:30 | Breaking the Muddy MiddleAaron explains the shift from solo operator to team builder. Pain and determination pushed him past the “middle trap.”09:00 – 10:30 | When You Can Hire Real LeadersAround $3 million is the inflection point where you can bring in true leadership talent — not just task doers.11:00 – 13:45 | Hiring People Smarter Than YouAaron’s big breakthrough came from bringing in leaders who told him what he needed to do, not the other way around.15:00 – 17:30 | Clarity + Vision“Figure out what you want and learn to ask for it.” Aaron shares how he documents a 3-year vision and reviews it with his team annually.17:30 – 21:00 | Gratitude and MindsetAaron credits faith, gratitude, and perspective for keeping him grounded through chaos and success.21:00 – 25:00 | Family vs Team CultureA family loves you no matter what; a team requires you to add value. Everyone has a role and shared goal.25:00 – 29:30 | Vision, Metrics & MoneyACE ties clear vision to measurable KPIs and bonuses based on division and company-wide performance.29:30 – 33:30 | Open Financial LeadershipMonthly budget-vs-actual reviews for the top 20 %. Aspire software gives real-time gross-margin visibility.32:30 – 34:45 | Continuous Learning & FaithAaron leans on church, podcasts, books, and industry events to keep growing as a leader.35:00 – 38:00 | Building Relationships with StaffMicro-moments matter — say hi, ask about the weekend, remember names. Trust is built in small interactions.38:30 – 41:20 | Vision Takes TimeVisioning is a weeks-long process of reflection, not a one-hour meeting. Start with the 20-year goal and work backward.41:20 – 42:45 | Final Thoughts + Book ShoutoutsAaron cites Gino Wickman’s Traction and EOS as core frameworks for clarity and execution.

TimestampTopic01:04From Hobby to CEO: Tiffany Sergi's journey to leading Landscapes by D&J after quitting nursing school to take over the business.02:27The Primary Growth Constraint: Leaders themselves being a bottleneck is the biggest thing holding entrepreneurs back in the green industry.03:10Changing Culture: How self-reflection and implementing core values changed the company culture, starting with the leader.03:59The Core Values "FEATT" Acronym: Fun/Family, Excellence, Accountability, Transparency, and Teamwork.07:19Authentic Reinforcement: Creating a weekly core value winner who receives $20 to reinforce desired behavior.09:56Business Scale: Landscapes by D&J is currently around $4 million in revenue, aiming to flip to 70% commercial.10:30Personal Hurdles: Overcoming imposter syndrome as a female leader in a technical industry and hiring a fractional CFO to manage financial analysis.11:47The Superpower of Support: Acknowledging weaknesses and bringing in strong support (SME, fractional CFO) is a critical leadership style.13:20Fighting Imposter Syndrome: Reflecting on past successes and the team created to shift the framework and focus on the mission.14:49The Delegation Hurdle: The next biggest constraint is still being the bottleneck by having a hard time delegating ("I can do it quicker").17:47Balancing Profit and Capacity: How adding administrative salaries (heavy G&A) is an investment that frees up the CEO for higher-leverage, revenue-capturing activities.20:48The Accountability Chart Exercise (EOS): Placing roles and tasks in buckets, not people, to identify where tasks fall and reveal necessary new positions (like Director of Operations).24:49The Hard Part of Leadership: Tiffany walks through the difficult process of terminating employees, grounding the decision in the company's core values.27:52The Arrogance of Cocooning: The flawed thought process of keeping someone for the sake of "not messing up their life" at the expense of the whole company.29:30The Biggest Lesson: "Look in the mirror and not through the window." The culture is a reflection of the leader.30:36Resource Recommendations: Traction, How to Be a Great Boss (Gino Wickman/EOS), and Leaders Eat Last (Simon Sinek).Export to Sheets

“I was the bottleneck. The biggest growth constraint was me learning to get out of the way.” - Burt LabutteResources Mentioned in This Episode:Todd Services - Kurt LaButte's companyPeer Group: Jeffrey Scott Consulting – growth-focused landscape peer groupsBooks/Authors:Simon Sinek – leadership and “Start With Why” principlesAI and leadership books (unnamed, referenced as part of Kurt’s learning path)Game and Business: Referenced as a recommended resource for understanding measurement in businessTopics Discussed:00:01 – Intro: Rob welcomes Kurt LaButte of Todd Services01:13 – The origin story: mowing lawns with rowboats and the “Todd” name04:03 – From small beginnings to $28M and 180 employees07:28 – Biggest growth constraint? Himself—learning to get out of the way08:24 – Surviving the 2008 crash: $10M down to $4M and losing his brother10:18 – The turning point: realizing he was the bottleneck12:09 – Joining a peer group and embracing lifelong learning13:25 – Shifting from dictatorship to open leadership culture15:44 – Tactical advice: sharing numbers, goals, and listening to staff18:23 – Helping employees align personal goals with company direction21:06 – Building for second generation and long-term retirements23:33 – Why stepping away empowers teams and strengthens culture28:28 – The fear of taking time off and advice for small business owners30:24 – Learning numbers early and why metrics matter34:36 – The value of patience, brand, and consistency in growth37:24 – The power of peer groups for accountability and growth39:16 – Books and resources: Simon Sinek, Jeffrey Scott Consulting, AI leadership titles41:00 – Closing thoughts and gratitudeActionable Key Takeaways:Get out of your own way – Leaders often create bottlenecks by micromanaging. Growth requires trust and delegation.Know your numbers – Don’t rely on guesswork; margins, costs, and metrics are non-negotiable for scaling.Embrace learning – Books, peer groups, and outside resources are critical, even if you’re an “old dog.”Share goals openly – Transparency with numbers and objectives boosts accountability and team motivation.Prioritize culture – People thrive when they feel safe making mistakes, voicing ideas, and aligning personal goals with company goals.Play the long game – Brand reputation and consistency compound over decades, not months.Step away sometimes – Taking time off creates space for your team to step up and develop autonomy. 

"Just like you wouldn’t expect to change the culture with just one person, the same goes for landscaping—true transformation comes when we embrace diverse perspectives at the leadership table." – Scott GramsResources Mentioned in This Episode:Landscape Illinois: https://landscapeillinois.org – the main association for the Illinois landscape industry.Unreasonable Hospitality by Will Guidara: Amazon link to the book – A book focused on going above and beyond in customer service, offering insights for the landscaping industry.Malcolm Gladwell's books and podcasts: Malcolm Gladwell's website – Known for his books and the podcast Revisionist History, where he explores social behavior and culture.Perplexity AI: https://www.perplexity.ai – An AI tool recommended by Scott for conducting deep dives into regulations and laws.Topics Discussed:(00:02) - Introduction to Scott Grams and Landscape Illinois(02:06) - Scott’s background and current focus as Executive Director(04:23) - Scott discusses the primary growth constraint in the landscape industry today(06:05) - The impact of private equity and the rise of middle management demand(09:42) - How companies are retaining middle management through flexibility and benefits(13:33) - The landscape industry’s openness to sharing and collaboration(16:19) - The value of association engagement and niche demographic groups(19:57) - The importance of networking and mentoring in landscape growth(21:58) - Insights into legislative efforts and lobbying within the landscape industry(29:21) - AI and its growing role in landscape industry operations(33:49) - Educating the landscape community on AI adoption and its potential benefitsActionable Key Takeaways:Middle management is the most crucial but hardest-to-find tier in the landscaping industry today.Flexibility, better benefits, and team-building efforts can significantly improve retention of middle managers.Engagement with industry associations like Landscape Illinois provides a direct path to professional growth and knowledge sharing.Cultivating a strong professional network early in your career can be a game changer for long-term success.Industry growth often hinges on the collaboration and shared knowledge between competitors in the landscape design-build sector.Adopting AI tools in everyday operations, from communication to research, can save time and boost efficiency.Lobbying and legislative engagement are critical to protecting the landscape industry from restrictive regulations.

"Recruiting is like shaving. If you don't do it all the time, you're going to look ugly." - David Whittaker - quoting Tennesee Football Coach Phillip FulmerResources Mentioned in This Episode:Books: "The Energy Bus" by John Gordon, "Traction" by Gino WickmanPodcast: Equiscape Insider, Grass to GratitudeWebsite: Equiscape Business AdvisorsTopics Discussed:00:00 - Introduction to David Whittaker and his background in the green industry.05:15 - David's journey from Gibbs Landscape to Equiscape Business Advisors.12:30 - The role of financial strategy in landscape business success.18:45 - Challenges in recruitment and the importance of a strong team.25:00 - Mindset shifts for entrepreneurs in the green industry.32:15 - The significance of continuous learning and adaptation.40:00 - Closing thoughts and how to connect with David Whittaker.Actionable Key Takeaways:Embrace a financial strategy that aligns with your business goals and market conditions.Prioritize recruitment and continuously build a strong team to drive growth.Shift from a transactional to a transformational mindset for long-term success.Invest in continuous learning and adapt to industry changes.Understand the value of collaboration and resource sharing within the industry.Balance owner's pay with business needs to ensure sustainable growth.Leverage data and analytics to make informed business decisions.

"The business is out there, not on a computer screen. It's about connecting people with the work they love." - Paul FrayndResources Mentioned in This Episode:Books:"Setting the Table" by Danny Meyer"Unreasonable Hospitality" by Will GuidaraPodcasts:Founders Podcast by David SenraOrganizations:National Association of Landscape Professionals (NALP)Company:Sun Valley LandscapingTopics Discussed:00:00 - Introduction to Paul Fraynd and his early beginnings05:15 - The college startup story and early challenges12:30 - Key turning points in growing Sun Valley Landscaping20:45 - The importance of focusing on the right clients30:00 - Building a customer-centric business model40:15 - Insights on leadership and team management50:00 - Resources and books that influenced Paul's journey55:30 - Closing thoughts and future goalsActionable Key Takeaways:Focus on your core customer to streamline operations and increase efficiency.Embrace a growth mindset to overcome challenges and drive business success.Build a customer-centric model that prioritizes service and hospitality.Invest in your team by fostering a culture of care and development.Use setbacks as learning opportunities to refine your business strategy.Leverage industry networks for support and shared knowledge.Stay true to your passion and let it guide your business decisions.

“I didn’t know what a yard of topsoil cost—but I knew how to learn fast and hire smart.” - Adam NeilsonResources Mentioned in This Episode:The Great Game of Business by Jack StackA practical guide to open-book management that empowers teams by sharing financials and teaching business literacy.Never Split the Difference by Chris VossFormer FBI negotiator Chris Voss shares high-stakes negotiation tactics you can apply to business and leadership.Crucial Conversations by Patterson, Grenny, McMillan, and SwitzlerLearn how to navigate high-stakes conversations without conflict derailing the outcomes you need.Jordan Peterson’s WorkKnown for his philosophical and psychological insights, Peterson’s work was cited by Adam as a powerful influence on mindset and clarity.AI Agents Overview – FutureToolsExplore a curated directory of AI tools (including task agents) that can help automate admin and back-office tasks affordablyPika LandscapesAdam’s company in Whistler, BC—proof that strategic acquisition, design focus, and leadership investments can grow a green industry business.Topics Discussed:00:00 – Intro: Meet Adam Neilson, owner of Pika Landscapes01:00 – From landscape architecture to “I’m out”: Adam’s pivot to tech03:00 – Why Adam bought a landscaping business…in the snow05:30 – “We’re screwed”: The night Adam thought he blew it06:30 – Turning it around through desperation and 10-hour estimates08:00 – Rebranding, acquisition #2, and a Netflix-worthy Year 209:15 – Scaling pains: What $1.5M felt like without a leadership team10:45 – Strategic hires: Construction manager, account manager, logistics14:00 – The culture clash of merging two landscape crews17:00 – What he’d do differently when buying a business21:00 – Letting go of control vs. holding on to what you love24:30 – Why Adam isn't building to sell—and why that matters27:00 – A small bet: Dump truck investment and reversible decisions30:00 – Where AI fits in landscape: The back office, not just the field32:30 – Adam’s top business books + resourcesActionable Key Takeaways:Hiring leadership = unlocking scale – Strategic hires took Adam from $1.5M to $4M.Culture eats strategy when buying companies – Misalignment in values cost people.Love something? Don’t outsource it – Adam keeps the parts of the business that light him up.AI can cut back-office costs fast – $30k VA work now potentially costs $1k with AI agents.You don’t need to build to sell – Adam’s model is about sustainability, not exits.You can undo big decisions – Buying a truck wasn’t permanent—it was a test.

"Consistency in customer experience, from $7,000 to $70,000 projects, is what makes us stand out." — Kevin ButlerResources Mentioned in This Episode:Andy Frisella’s Podcast – A series that focuses on delivering more than expected in business, helping you stay ahead of the competition.Brandon Dawson's Business Growth Strategies – Provides practical advice on overcoming business hurdles and scaling operations effectively.Synkedup – Networking and learning opportunities for business owners to improve operations and scale their businesses.10x Health System – Focuses on strategies for scaling your business and personal growth, perfect for those looking to expand their operations.The Outdoor Living Company’s Website – The company’s home for information on their services, portfolio, and how they deliver top-tier landscaping solutions.Topics Discussed:[00:03] – Introduction to Kevin Butler and Jame Toribio, the founders of The Outdoor Living Company[00:55] – How Kevin and Jame transitioned from working at a large company to starting their own landscaping business[02:02] – Current business focus: Creating outdoor living spaces in Southern Maryland[03:05] – How COVID-19 affected their business and accelerated growth opportunities[04:15] – The economic uncertainty and its impact on client decisions[05:33] – Growth constraints and how inconsistency in operations can hold them back[09:04] – How to provide a consistent and exceptional customer experience for every project[12:01] – The importance of consistency in leadership with the crew and maintaining morale[13:13] – Overcoming "fires" and staying prepared for the unpredictable demands of the business[17:16] – The challenges of not having an office admin and how it affects the team's productivity[19:48] – When to hire and the risks associated with bringing in new staff for growth[22:10] – Transitioning from a big company to entrepreneurship and the challenges that came with it[29:48] – How Kevin and Jame made their business look professional with new equipment and branding[32:17] – Over-delivering on customer service and its direct effect on business growth[34:33] – Inspirational business growth strategies from Andy Frisella and Brandon Dawson[37:36] – Closing thoughts: The power of networking, podcasts, and the landscaping community in helping them growActionable Key Takeaways:Consistency is Key: Whether in personal habits or customer experience, consistency sets the stage for sustained success.Every Customer Matters: Deliver the same high-quality experience regardless of the project size.Invest in Tools and People: Spending on the right equipment and hiring the right staff is essential for scaling your business.Clear Leadership: Being consistent in leadership and setting the right expectations ensures your crew performs efficiently.Take Risks for Growth: Don’t be afraid to take calculated risks, like hiring new team members or investing in high-quality tools, to propel your business forward.Customer Service is the Differentiator: Over-delivering on service is what sets you apart in the competitive landscaping industry.Use Networking to Your Advantage: The landscaping community is a great resource for support, inspiration, and collaboration to push your business forward.

“I was all in—there was no turning back. It had to work, so we built it to work.” — Al Perreault of Green Collar LandscapingResources Mentioned in This Episode:MERX – Canada’s leading platform for accessing public and private procurement opportunities, including municipal landscape contracts.Latham Pools – North America’s largest manufacturer of fiberglass pools. Green Collar became a certified installer in 2020 to expand construction offerings.Google Ads – Used by Green Collar to target residential and commercial leads during seasonal slowdowns and market shifts.Facebook & Instagram – Platforms used for increasing brand visibility and reaching residential landscaping customersTopics Discussed:[00:31] Intro – Rob welcomes Al Perreault of Green Collar[01:06] The origin story – From weekend grass cutting to multi-million dollar growth[03:19] The breaking point – When Al had to choose between a 9–5 and his business[06:30] Going all-in – Scaling from 10 to 80 employees in under 5 years[08:55] COVID pivot – Adding pool installs during lockdown and surviving material shortages[10:43] The all-in-one advantage – Why customers prefer one company for everything[11:41] Career building – Creating long-term jobs, not just seasonal gigs[13:08] Leading from a distance – The surprising benefits of growing before going full-time[15:57] Growth constraints – Why lack of process and culture holds companies back[18:16] Internal growth – Promoting from within and creating pride in the team[21:44] Core values – How they actually implemented them (not just posters)[24:56] Vision casting – Communicating direction through casual, consistent check-ins[27:31] Marketing in 2025 – Where Green Collar spends budget and why[30:18] Commercial acquisition – How networking and performance lead to invites[32:45] Building processes – Start with what keeps breaking[36:42] Why landscaping – Loving the craft, building with pride, and mentoring the next genActionable Key Takeaways:Fix what keeps breaking. If it’s a recurring issue, build a system around it.Use motivation wisely. Fueling at night works better because people want to go home.Promote from within. It builds buy-in and makes employees proud to be part of growth.Don’t overcomplicate it. Simple, useful processes beat complex ones that collect dust.Communicate the vision. Whether it’s at a BBQ or team meeting, keep your team in the loop.Be present—on purpose. Even if you lead from a distance, culture needs constant care. 

“Most small businesses get stuck because the owner is in the way—and that includes being afraid to let go.” — Ashly PaladinoResources Mentioned in This Episode:Mel Robbins – The 5 Second Rule – A powerful tool to help you make confident decisions and take immediate action.Mel Robbins – The Let Them Theory – A mindset shift that frees you from over-control and people-pleasing.NALP (National Association of Landscape Professionals) – The leading industry organization for education, networking, and advocacy in landscaping.Sales Commitment Card – A tool inspired by Nate Moses to drive sales accountability and shorten timelines (custom-developed, not linked).Topics Discussed:[00:00] Intro – Rob welcomes Ashly Paladino, COO of Sun Valley Landscaping[02:00] From event planning to landscaping – Ashly’s career switch and how she joined Sun Valley[03:45] Merging two companies into one – The origin of Sun Valley Landscaping[05:00] Growth mindset – Why they set a $30M goal and how it drives decisions[06:30] Raising industry standards – Ashly’s leadership role with NALP and Nebraska’s local association[09:30] Biggest growth constraint – Why owners often hold their companies back[13:00] Letting go and building trust – How tough conversations unlock scale[16:00] Leadership structure – Dividing roles between three leaders for focus and momentum[20:00] Profit vs. foundation – Investing in leadership before they could really “afford it”[24:00] Two hats – Separating owner and operational roles for better clarity[28:00] Lessons from a rough year – How a marketing wake-up call sparked massive change[29:45] Be everywhere – How they rebuilt community connections through networking[31:30] Golf clubs, boards, and handshakes – Why old-school networking still works[35:00] Sales process gaps – Inconsistency, delays, and what’s being fixed[38:00] The power of upfront commitments – Borrowing from Nate Moses’ approach[41:30] Closing the file – A clever tactic for reactivating ghosted leads[44:00] Recommended reading – Mel Robbins’ books and mindset strategiesActionable Key Takeaways:The owner is often the bottleneck. Recognizing this is the first step toward unlocking growth.Invest in leaders before you need them. Laying the foundation early pays off when scaling.Be visible in your community. Networking still works—especially when done with intention and generosity.Hold salespeople accountable. Use tools like commitment cards to create urgency and deliver consistency.Present in person. For bigger jobs, nothing beats a face-to-face proposal to build trust and close faster.“Close the file” works. If a lead is ghosting, a respectful sign-off often triggers a quick reply.Separate owner vs. operator roles. Treat ownership like its own job, not just another hat.

“If we can predict the result of our work within a 5% margin, that’s the bee’s knees.” — Paul DemarcoResources Mentioned in This Episode:SALT (Sales and Lead Tracker) – Intrigue’s proprietary tool for real-time attribution, cost-per-lead analysis, and CRM integration. Try it free for four months.$100M Offers by Alex Hormozi – How to create offers so good people feel stupid saying no.$100M Leads by Alex Hormozi – Step-by-step guide to getting more leads and customers, fast.Scrum: The Art of Doing Twice the Work in Half the Time – The project management system that inspired Intrigue’s sprint website builds.Hyros – Advanced marketing attribution software to map the full customer journey and ad impact.Topics Discussed:[00:00] Intro – Rob welcomes Paul Demarco, co-founder of Intrigue Media[01:00] The origin story – From school project to 100+ landscape clients[02:45] Paul's core focus – SEO, ads, results, and centralized data[04:30] From generalists to specialists – Why Intrigue now works solely with landscapers[06:30] Website sprints – How building sites in one week changed client experience[10:45] What’s working now – High-intent keywords and better budget control in Google Ads[17:30] Top converting terms – What real landscaper leads are searching for[21:00] Partnerships = Expectations – Predicting and promising specific outcomes[26:00] Tools that matter – Using tracking to truly understand marketing ROI[30:00] The danger of turning off ads – How one pause can undo performance[34:45] Why Paul loves Hormozi – Learning to simplify and scale[36:40] How to connect – paul@intrigueme.ca and free access to SALTActionable Key Takeaways:You can’t improve what you can’t measure. Use attribution tools to know what’s actually working.Specialize to scale. Focusing on one industry lets you replicate success and improve faster.Website speed matters. Moving to one-week sprint builds drastically improved results and client trust.Cut wasted ad spend. Most landscapers burn budget on irrelevant keywords—clean it up to double lead quality.Talk about them, not you. Great landing pages speak to the client’s pain, not your process.Expectations build trust. Promise specific results—and make your work live up to the promise.Stay in market. Turning off ads resets performance and weakens your competitive edge.

“How do we make our people successful? Not just making money, but giving them purpose, so they know they matter and belong.” — Jeff McManusResources Mentioned in This Episode:Landscape University / Landscape Longhorn University – Internal training programs inspired by Disney University to develop team mastery and culture.Drive by Daniel Pink – Book outlining the three motivators: purpose, autonomy, and mastery.John Maxwell, 17 Essential Qualities of a Team Player – Leadership DVD series used for team development.Admiral William McRaven’s 2014 University of Texas Commencement Speech – Navy SEAL life lessons including “Make your bed.”Rocky Balboa motivational clip – 2 min 42 sec leadership clip used to inspire frontline teams.The Leadership Challenge by James Kouzes and Barry Posner – Book about honesty and modeling the way as a leader.Biblical Leadership Inspiration: Jesus as Servant Leader and Proverbs – Spiritual foundation for servant leadership and daily wisdom.Topics Discussed:[00:00] Introduction to Jeff McManus – His role at University of Texas and Ole Miss background.[04:40] Leadership Influences – Truett Cathy (Chick-fil-A), the 3 Cs: Chemistry, Competency, Character.[08:38] People as the Growth Constraint – Leadership capacity limits business growth.[13:25] Coaching Leaders to Surpass You – Developing mentors and head coaches.[18:40] Daniel Pink’s Drive – Purpose, autonomy, and mastery as employee motivators.[21:25] Pruning with Clarity – Setting expectations and follow-up to manage performance.[26:00] Building Culture – Leadership videos, group discussions, and handling “draminators.”[33:40] Simple Leadership Tools – Using motivational clips and shared takeaways.[37:15] Personal Growth Habits – Continuous learning as a leadership foundation.[40:40] Time Management Mindset – Prioritize growth by making time, not excuses.[43:40] Transitioning Leadership Roles – From being the ceiling to the foundation of growth.[44:45] Modeling the Way – Leading by example through daily small actions.[48:00] Jeff’s Top Leadership Resource – Jesus as the ultimate servant leader and Proverbs for wisdom.Actionable Key Takeaways:You are the growth constraint. Your ability to develop people sets the ceiling for your business.Coach others to surpass you. Build mentors and leaders who take ownership beyond your reach.Motivate through purpose, autonomy, and mastery. Give employees meaningful work, freedom, and recognition.Be crystal clear about expectations and consistently follow up to prune underperformance with respect.Build culture intentionally. Use short, relatable leadership tools to engage teams and eliminate drama.Model leadership daily. Your actions speak louder than words in setting the tone and standards.Make time for growth. Use small pockets of time like commutes to invest in leadership development.

“Leadership maturity is the growth constraint. If the business needs to change, you have to change.” — Nathan HelderResources Mentioned in This Episode:TEC Canada – Executive peer groups helping business owners level up leadership and strategy (called Vistage in the U.S.).Southbrook Accounting – Nathan’s accounting firm providing financial clarity, bookkeeping, and strategic CFO support for landscape contractors.Who: The A Method for Hiring by Geoff Smart – A practical guide to hiring based on defining success outcomes, not just filling seats.ITR Economics Podcast – Weekly economic insights to help you forecast smarter and make better business decisions.Life Renewal Course – A 28-week Christian self-discovery and emotional health course that helped Nathan reconnect with purpose and balance.Topics Discussed:[00:41] Meet Nathan HelderHow he acquired a 50-year-old landscape business with no money down—and grew it to $16M in sales.[02:31] Knowing When to ExitWhy Nathan chose to step away instead of pushing for $30M—and what came next.[04:25] Losing (and Finding) Your MojoHow burnout led Nathan to personal development, clarity, and a life with more intention.[07:20] The Real Growth ConstraintWhy leadership maturity—not sales—is what caps most landscaping businesses.[11:35] The Power of Peer GroupsWhat Nathan learned from 10+ years in TEC—and why he’s still a member today.[14:49] The Self-Awareness Litmus TestAsk yourself: What gives you energy? What drains it? Then align your role accordingly.[21:04] Delegate and Empower the Right WayIf you don’t define success, you’re setting your team (and yourself) up to fail.[27:31] Why Most Financials Are BrokenTwo common gaps in landscape accounting—and how they sabotage business decisions.[33:26] Take Cash Out of Your BusinessHow Nathan used debt strategically to invest outside the business and protect his future.[36:55] Debt as a Discipline ToolWhy having a line of credit forced better habits—and why too much cash can make you soft.[39:22] Final Thought: Leadership Is the LidIf your business isn’t growing, the first thing to level up is usually you.Actionable Key Takeaways:You are the lid. Your leadership capacity defines your company’s growth ceiling—face it, fix it, or step aside.Use energy as a compass. Get brutally honest about what fuels you and what drains you—then build a team around your gaps.Define success clearly. A vague job description isn’t enough. Outline exactly what success looks like for each role.Don’t trust your numbers blindly. Most QuickBooks setups are wrong for landscaping—get expert help to clean it up.Profit = power. You can’t reinvest or de-risk your life if you don’t make margin. Growth without profit is just busywork.Get your money out. Don’t let your business be your only asset—invest outside of it to protect your family and future.

“You can say you can’t afford to hire—but I’d argue you can’t afford not to.” — Caleb KangasResources Mentioned in This Episode:Knowledge Tree Consulting – Leadership and business coaching for construction and trades professionals.McFarlin Stanford ACE Peer Group – A peer learning group helping landscape entrepreneurs level up operations and leadership.SynkedUp – CRM and operations software that connects contractors and improves project workflows.Winning with Accountability by Henry J. Evans – A must-read book for leaders building a culture of clarity and follow-through.Huberman Lab Podcast – A science-backed podcast for improving personal performance, brain health, and productivity.The Place We Find Ourselves (Adam Young Podcast) – A podcast about emotional health, self-discovery, and personal growth.Topics Discussed:[00:00] Meet Caleb Kangas of Third Space Design BuildHow Caleb went from mowing lawns to building multimillion-dollar outdoor living spaces—and why he rebranded to reflect a new mission.[03:00] The True Growth Bottleneck: The OwnerWhy Caleb realized he was the reason growth had stalled—and how peer groups helped him face that.[06:30] Coaches, Consultants, and ClarityWhy investing in external support is no different than buying a skid steer—it’s a tool to grow your business.[09:00] Building a Network Through EventsHow attending Unilock trainings and SynkedUp events helped Caleb build real industry relationships.[13:30] Wearing 19 Hats Is Not a Badge of HonourBreaking down responsibilities and offloading HR and estimating to reclaim time—and sanity.[17:00] Hiring Remote Admin Support (and Why It Pays Off)How Caleb outsourced 20 hours/week for ~$1,000/month and freed himself up to close more deals.[19:30] Why Fast Lead Response Wins More Jobs5–10 minute follow-up = trust + conversion. Caleb’s team hits every lead with text, call, and email.[22:30] Shifting Into CEO ModeLetting go of the day-to-day so he can finally plan for 3, 5, and 10 years ahead.[25:00] Invest in People > ToolsThird Space is putting budget into designers, not equipment—because people scale faster than excavators.[28:00] Culture Is the Ultimate Asset5 weeks PTO, health benefits, meals, and full uniforms—why happy crews = happy clients.[31:30] Clarity Over ControlHow showing a foreman what a great email looks like led to consistently excellent client communication.[35:00] Sales System Goals for 2026Why speeding up the design-to-proposal timeline to 7 days could massively increase conversions.[39:00] The Truth About AI in LandscapingCaleb’s team is dabbling in AI for content and workflows—but time is the barrier to full adoption.[43:00] Leading Yourself FirstWhy self-work, emotional growth, and reflection are critical for becoming the kind of leader your team needs.Actionable Key Takeaways:You are the bottleneck. Recognize what you're clinging to that’s holding your business back—and let it go.Hire the help. A $26K/year admin can help you win hundreds of thousands in new business.Fast follow-up = massive conversion lift. Responding within 5–10 minutes gives you a serious edge.Show what good looks like. Don’t just ask for emails, proposals, or processes—model them.Invest in team, not tools. People unlock scale; machines don’t follow up with leads.Use culture as a strategy. Uniforms, benefits, PTO, and tacos are small investments with big retention ROI.Don’t delay on AI. Even if it’s small, start integrating it now—your future team will thank you.