This article originally appeared on LandscapeManagement.net on March 19th, 2025. Greg Herring regularly writes for Landscape Management, providing financial analysis and insights tailored to landscape business owners.
Because many owner/operators in the landscape industry started from scratch, they developed a do-it-yourself mentality. The DIY mindset was necessary in the beginning, as they grew from a one-man show into a multimillion-dollar operation. And frankly, their drive, tenacity and versatility across many areas — horticulture, operations, sales, marketing, customer relations, finance and human resources — made them successful.
But growth requires transitions. Not making those transitions makes the owner’s role intolerable and constrains future growth.
Essentially, as companies grow, owners must continually identify strategies and tasks that other people can do. Said differently, to grow, owners must transition from a DIY mindset to a do-it-for-me (DIFM) approach. In the “old days,” this transition meant hiring more employees. Fortunately, with the internet, owners can hire contractors not only in the United States, but also in places around the world. These hires could be part-time or project-based.
Competing with private equity
Private equity-backed landscape firms are here to stay, and it is clear they will continue to be tough competitors.
Private equity brings a sophisticated approach to growth along with the academic concept of organizational development. These firms are experts at turning owner-operated companies into enterprise-grade organizations with systems and techniques designed to improve performance.
I believe owner-operated landscape companies have certain advantages and have a great chance of dominating their marketplaces in the long run. But they cannot win unless they are willing to change and develop their organizations just like the private equity firms are doing.
To understand the management transformation that will be required, try this: Go to LinkedIn and find a peer who works for a PE-backed landscape company. Click on the company name. LinkedIn will serve up a list of the firm’s employees. Notice the titles and experience of the people listed.
I did this with a $70 million high-performing landscape company. I was astounded at the depth and breadth of the management-level people on staff. It was amazing for a company of that size in the landscape business, even though I realize PE-backed companies like these are capable of significant growth while maintaining significant profitability.
This exercise may help you recognize the resources you will need to grow consistently and profitably as your company matures. How will you access the tactical and strategic expertise you need to compete against PE-backed competitors?
Developing a DIFM mindset
At The Herring Group, we are proponents of outsourcing to partner with next-level experts you need when you need them.
Not only are we outsourced financial leaders for landscape companies, but we also use many outsourced providers in our own business. We work with independent professionals for marketing, SQL server reporting and management and more. Partnering with these outside experts gives us strategic insights, operational flexibility and access to unmatched talent without having to commit to full-time employees.
How can you do the same? Here are four steps to take to get started.
1. Make a list of tactical items that you, the owner, perform that are not the highest and best use of your time and skills. Also, include vital tasks that other people do not want to do or have time to do.
2. Identify areas where you need strategic assistance, perhaps areas that are beyond your expertise, areas being ignored or areas that are not the best use of your time. Marketing, information technology and financial leadership might be examples.
3. Develop a list of potential providers for your tactical and strategic lists. To find partners, you could advertise on LinkedIn or Indeed, search on a freelance platform like Upwork or network with fellow executives inside or outside the industry.
4. From there, you and your leadership team can craft a plan to proceed with your new DIFM strategy.
You may be tempted to keep doing things the way you have always done them, but at some point, you will grow beyond your ability or desire to do the work. I recommend getting ahead of your breaking point by finding experts to support your organizational development today. As you do, you will gain a lot more life margin and have much more fun growing your company.