After 40 years in snow removal and residential landscaping, Tom and Rose Curdes reached a point where their growth had become stagnant. Even with a solid base of loyal clients, any efforts to grow their business were met with disappointing results. Rose recalls, “Our business was floundering, and we didn’t know where to go with it. We even considered folding or selling it.”
What the Curdes really wanted to do was take their business to the next level and build a family legacy they could pass down to their son Jon. “We needed help to get us into growth mode so that we could set Jon up for his future,” says Tom.
The Curdeses began to look towards franchising as a solution. Tom says, “We had been doing it on our own for so long. Having that national logo and support from a brand and a network of franchisees was really appealing.”
U.S. Lawns immediately caught their attention. “The support and franchise development team really stood out above the rest. And with U.S. Lawns’ time-tested systems being simple to teach, it would make it an easy transition for John to step into,” says Tom.
In 2017, the Curdes converted their landscape business over to U.S. Lawns, and gained the resources and support of the industry’s leading brand; a brand committed to 100% franchise satisfaction. The first thing they did was begin to phase out their residential clients, “They just are not profitable. We realized there was greater potential with commercial contracts.”
Implementing U.S. Lawns’ proven systems and processes, the Curdeses started to find new ways to grow their once struggling business. Tom recalls, “Even after decades in this business, I found new ideas to improve my business, from jobs to in the office. U.S. Lawn’s revolutionary bidding system eliminates guesstimating. I am now able to be paid fairly for my time and labor while staying competitive. Not to mention the brand’s purchasing power which provides substantial discounts on equipment that used to majorly drain our profits. We'd been looking for years for systems to run our business on. We felt it was important to track our budget and do proper business planning and strategy. U.S. Lawns gave us the tools to locate commercial clients and processes to serve them in a sustainable manner."
The Curdeses also benefited from a U.S. Lawns dedicated business coach, “John Steeves worked with us one-on-one to help with the conversion. With his help, we have increased our efficiency and achieved more growth than we ever thought possible.”
They also have found they now have a larger pool of highly qualified employees who are drawn to working for a large company. “We are able to offer more opportunities because we are part of a national brand. Recently we had a great employee move, and he was able to find a position with the brand in his new state.”
Tom has found another benefit to being part of an industry leading brand, “Because of U.S. Lawns’ influence in the industry, I feel I now have a voice as well. I recently sat on panel discussions with a major landscape equipment producer about the development of new technology.”
Converting their business to U.S. Lawns turned out to a winning move according to Tom, “This has been a fantastic experience for us, from the initial franchisee training all the way to the support we receive today. U.S. Lawns came in and showed us their systems and how to implement them. They showed us how to get into doors we never could before. Our growth is up 70 percent from last year!”
Rose agrees, “The support and marketing from U.S. Lawns has been phenomenal. It has helped get our business back on track. We are now centered and focused. And we have a strong and thriving family legacy to pass on to our son.”
After about ten years in the film and television industry, Ben Harrell started to feel burnt out and began to look towards his next move. With a small landscaping side business, mainly doing weekend jobs, he began to think of ways he could grow this business, explaining, “I wanted something that was more sustainable.”
Harrell and his wife, Julie, were ready to make some big changes professionally and personally. Both agreed they wanted to start a business. They also wanted move from southern California back to Harrell’s native Arkansas. “Starting our business in Arkansas made a lot of sense. It would get us close to family and the area was really growing. It’s a great place to do business.”
After some research, Harrell paid a visit to a nearby U.S. Lawns franchisee to learn more about the business model, saying, “I really liked what I saw. The tools and resources U.S. Lawn provides its franchises impressed me. The model is designed to build a large, sustainable business. Anyone can start a small landscaping business, but having the U.S. Lawns brand and support team by your side really helps you grow quickly. Being a franchisee gives you access to things like marketing and financial tools, support, buying power and employee training, things you wouldn’t have if you did it alone.”
He adds, “You don’t really need any landscaping experience to be successful with this model. It’s a business first and foremost. I had to transform myself from a landscaper to a businessman, that is how I was able to grow.”
In 2005, Harrell became a U.S. Lawns franchisee. One of first things Harrell did was hire a manager, “I realized early on was that I couldn’t grow this business sitting on a lawnmower. I knew I had to get help. I wanted my focus to be on building relationships in the community.”
That fall, Harrell began building the infrastructure of his business and hit the ground running in the spring of 2006. “We started with one crew and then a few months later added another. We have kept that pace, growing about one to two crews a year since then. Today we have ten maintenance trucks, three irrigation trucks, one spray truck, two enhancement trucks and four manager trucks,” says Harrell.
With such a large crew, Harrell will tell you the quality of his employees has been vital to the business’ success. “I am proud of what we have built together. This is not the success story of Ben Harrell, this is the success story of U.S. Lawns Team 193.”
He explains, “You are only as good as your employees. Many of my people have been here for eight, nine, ten years. It is so important to take care of them, know who they are, who their families are. My crew is made of up a fantastic group of guys who work hard.”
Another key to Harrell’s success has been community involvement. As part of many local associations and councils, such as his local apartment association and a bank board of directors, Harrell says, “Building those relationships in your community is extremely important. This is where the work comes from.”
As relationships were built and the work began to roll in, Harrell was able to take his business to the next level because he had a roadmap. “Everything I need to run my business was laid out by U.S. Lawns. I know what my goals are. What my direct and indirect costs are and what percentage they should be. I understand where my gross profit needs to be,” explains Harrell.
Along with the road map and support Harrell receives from the brand, the network of other U.S. Lawns owners has been invaluable to propelling his business forward. “The relationships I have developed with other owners has been amazing. We can bounce ideas off each other and inspire each other. I have taken golf trips and vacations with some of these guys. The competitive camaraderie has been a huge motivation as well. When I started out, I saw them running 10,15, even 20 trucks. I saw the money they were bringing in. I saw them getting a ring for hitting different revenue benchmarks. I saw them being inducted into the Million Dollar Club and the Hall of Fame. I was determined for that to be me. And U.S. Lawns helped me do it, but they also made sure I was doing it in a sustainable way.”
More than a decade into his business, Harrell is enjoying a greater level of freedom and flexibility. He says, “I am really enjoying the freedom of running my own business. I now have more time with my family. I am a father of young boys and the fact that I get to be there to help them get ready for school or take them to their appointments and sports try outs means everything to me.” Harrell also uses some of his spare time to give back to the network by sitting on the U.S. Lawns Franchise Advisory Council.
He adds, “It took some work to get to the lifestyle that I now have. There were some hard years, but it has all paid off. Now, I don’t have to be in the office daily. I have good people who do that. At this point the business basically runs itself.”
When asked if he would recommend U.S. Lawns to someone considering the brand, he says, “Don’t get into this if you just want a job, get into it if you want to build a business. No matter what you have done before, U.S. Lawns can be a vehicle for people to be successful. U.S. Lawns has the tools you need to grow a sustainable business.”
To request more information about starting your own U.S. Lawns franchise, click here.
With its recent economic and population boom, Texas has firmly established itself as a formidable economic powerhouse. It currently represents the second largest gross domestic product in the U.S. and 12th largest in the world. In just the past three years, Texas has far outpaced the rest of the nation in commercial real estate projects according to the National Association of Industrial and Office Parks, Commercial Real Estate Development Association.
This growth shows no sign of slowing down anytime soon either. Texas’ growth rate is considerably higher than the national average with the state home to five of the eleven fastest growing cities in the country. The population growth is due, in part, to the influx of businesses relocating to the state. A pro-business climate, strong economy and infrastructure, and skilled workforce have all contributed to the draw. A central location to the rest of the country also makes the state attractive for businesses. All of this growth and development creates great opportunity in the commercial services sector.
U.S. Lawns is working hard to capitalize on this opportunity. The brand has built considerable momentum in the state over the last 18 months. Eight new territories; Austin West, Abilene, Sherman, Houston East, San Antonio South, Waco, Round Rock and Temple; have been launched, nearly doubling the brands' Texas footprint. “This is a natural progression of our strong southeastern United States footprint. Available territories in this area are already few and far between,” says David Wells, senior director of franchise recruiting. These new territories create an excellent opportunity for someone looking to get into business with the nation’s #1 commercial landscape franchise.
U.S. Lawns is positioned to dominate the commercial landscaping market as more and more commercial properties are built to accommodate the state’s growth. Leveraging the brand’s proven system, national strength and comprehensive support, the right franchisee could potentially see a significant return on their investment.
With the momentum building, it is not likely that premiere territories in Texas will last long. Great opportunities remain in markets like Austin East, College Station, Cedar Park, Corpus Christi, Pearland, Galveston, Tyler and Wichita Falls.
For a complete list of available territories in Texas and other markets, click here.
Over the 17 years Steve Ferguson has been a U.S. Lawns franchisee in Hampton Roads, Virginia he has seen the brand evolve. “Change is inevitable and constant. U.S. Lawns’ evolution has been awesome. They constantly reevaluate and look for ways to incrementally improve. They truly listen to their franchises.”
Through the Advisory Council, U.S. Lawns taps into the power of the network and has created a channel for productive two-way dialogue between the brand and its franchisees. Ferguson, who is a member of the Million Dollar Club, the Top 10 and the U.S. Lawns Hall of Fame, has served on the council multiple times and has played a pivotal role in shaping the council to what it is today.
“My goal is to be a positive agent for change. It is about taking a comprehensive approach and helping build a brand that we are all proud of,” Ferguson says, “I view our role as council members as being ambassadors to and for the brand. I liken it to a boat. U.S. Lawns is driving the boat, the advisory council helps steer it.”
Made up of eight members, each of six geographical regions elects a representative to the council, while the seventh member is elected at large. The eighth is a representative from the U.S. Lawns support team. The council holds bi-weekly calls and meets as a group three to four times a year. Ferguson says, “New franchisees should get to know who the representatives are and start a dialogue with them. They can go to any member of the council and are not limited to the one in their region. The more input we get the more effective we can be.”
Transparency is of utmost importance to the Advisory Council. Ferguson explains, “We want to include the entire network. We invite every franchisee to be a part of our conversations. It is very much a collaboration. All the meetings are open, and we publish the minutes from those meetings online.”
The advisory council discusses a wide range of topics important to franchisees. “Recently we addressed an online training and application process, as well as separate training for different aspects of the business,” says Ferguson.
Ferguson continues, “Another initiative that has come out of the council’s discussions has been the publishing of the Top 100 standings. It was born out of a spirit of competitive camaraderie. We wanted to see the standings so we knew where we stood and so we could encourage and push each other to get to that next level. There is a lot of banter and good-natured ribbing that happens when the new list comes out each month.”
“Currently we are emphasizing the importance of being around and being plugged into the network. We are working on a 360-degree approach to fully engage the power of the network through 100% participation at our regional and national conferences. This builds on past initiatives like The Helping Hand Fund. We noticed that some franchisees were electing not to attend the annual conference for financial reasons so we created the fund to provide assistance and make sure everybody has a chance to attend. The conference is so beneficial to us as franchisees, we don’t want anyone to miss out.”
The advisory council is most effective when the network is engaged, explains Ferguson. “Many hands lighten the load. Everyone has a different perspective. The council includes franchisees who have been around for 20 years and some that have been around for just a few years, it is important to hear from everyone.”
He concludes, “We on the advisory council want to spread the word about what we do, and we want to get everyone engaged. We need to hear every franchisee’s voice because we are all in this together and we all make each other better.”
17 years ago, Steve and Teana Ferguson started to look towards their future. “We knew where we wanted to go. We had a vision and a path. It was important for us to leave a legacy for our family and build a business in our community. We felt it was time to go to the next level,” says Steve.
Working as a professional firefighter and paramedic, Steve mowed lawns on the side when he wasn’t on duty. “I was doing somewhere between 10 to 20 yards a month. It was basically just ‘beer and golf’ money.” The Fergusons knew that to grow the business, they would need to move into the commercial space.
The pair looked into several different lawncare franchises to help them scale. U.S. Lawns quickly became their standout choice. “Early on we were invited to attend U.S. Lawns’ annual conference and immediately we knew this was the brand for us. We liked the family atmosphere and the fact that we can call someone for help rather than having to reinvent the wheel. The purchasing power of U.S. Lawns also impressed us.”
In October of 2002, Steve and Teana became U.S. Lawns franchisees in Hampton Roads, Virginia. “The first thing we did was get rid of all our residential clients. U.S. Lawns’ business model is time-tested and proven to work, we knew to be successful it was up to us to follow the systems and processes.”
In 2010, Teana’s government contract was eliminated and she was laid off. While this may have been a hardship for the family several years prior, despite the layoff, the Fergusons were in a good position. Teana was able to dedicate more of herself to the business. With the additional focus, 2010 was also the year the Fergusons joined the U.S. Lawns Million Dollar Club when their business generated a million dollars in annual revenue and reached a new level of sustainability and profitability.
With the personal motto of “Try to be better than yesterday”, the Fergusons have done just that over the years as indicated by their induction into the U.S. Lawns Hall of Fame in 2014. Recognizing their outstanding and unselfish contributions to the success and growth of the brand, this distinguished honor is given to those who consistently contribute their time, talents and spirit to making their franchise business successful, while inspiring and leading others to achieve success.
Of how the husband and wife team have been able to achieve so much success together, Steve says, “Teana and I work great together. She is the brains of the operation, running administration and human resources. I handle operations and client management. Sticking to our defined roles has been important to both our business and our marriage.”
Steve has since retired from his job as a firefighter and now spends more even more time on his business. He sits on the U.S. Lawns Franchise Advisory Council and has still found that he has more time to spend with his family, and to enjoy his passions which include travel and golf. “Everything we set out to do, we accomplished with U.S. Lawns. As we continue to set even bigger goals for ourselves, they continue to support us in getting there.”
Steve has this simple advice to prospective franchise candidates who are considering taking their business to the next level with U.S. Lawns, “Pray and ask God what his plan is for you. And then research, ask questions and talk to people who are already in the network.”
David Wells, senior director of franchise recruiting for U.S. Lawns, wants to change a perception that has long plagued the franchise discovery process. “A lot of times people come into the franchise discovery process expecting a high-pressure sales pitch, but I don’t see it that way. If we are successful in the discovery process, this represents the start of a ten to thirty-year relationship. Building a foundation for a long-term business relationship on anything but 100% trust and transparency is setting both parties up for failure. The mutual decision to move forward must be about whether the business model and brand are the right fit for the individual and whether that individual is the right fit for the brand and business model.”
Over his two decades with some of franchising’s top brands, including Sport Clips Haircuts and The UPS Store, both leaders in their respective industries, Wells has been involved in helping thousands of people reach their own potential by making their franchising dreams a reality. “My experience with such diverse business models has shown me that franchise recruiting cannot be a one-size-fits-all approach. The ideal candidates for The UPS Store, Sport Clips and U.S. Lawns are very different in terms of their goals, objectives and desired level of involvement. Of course there are commonalities, but we, as leaders in our industry, need to be strong enough to tell someone when our specific opportunity may not be the right fit and point them in the direction of an opportunity that may.”
With his extensive experience in franchise development, Wells has become adept at seeing what makes an individual well suited for a certain business offering. “Our discovery process has been designed around this idea of mutual fit. Over this four to six week process we take the time to get to know the candidate’s financial goals and personal objectives. We ask them to look at what is going on in their lives that makes them feel this is a good time to become a business owner, what skill sets they bring to the table and what expectations they have in terms of support.” explains Wells. “If all of that lines up, we’ll continue to conversation until it comes to a natural close: either this opportunity is the right fit, or it’s not. Both are okay.”
As far as success with U.S. Lawns, Wells sees one common trait, “The franchisees that find success quickly are those who have a willingness and ability to go all in with U.S. Lawns. A ‘burn the ships’ mentality that allows someone, either themselves or a dedicated manager, to be 100% focused on the growth and development of the business. Building that infrastructure early is important.”
So, what was it about U.S. Lawns that made Wells personally go all in with the brand? “When I was first approached to join the team, I evaluated the business opportunity much like I would if I were a franchise candidate. I looked at three areas in particular: the business model itself, the leadership team and the brand culture.”
“First, I asked myself if this was a sound business model. Could someone expect a realistic return on their investment in a reasonable amount of time? In item 19 of the franchise disclosure document I saw the average franchise who had been in the system for at least five years was producing a 14.9% profit margin with revenue of just over $962,000, scaling upward considerably from there. For an initial investment of less than $100,000, that looked really good.”
“Next, I looked at the leadership and support teams. U.S. Lawns is comprised of people I could truly see myself doing business with over a long period of time. I looked to see if they truly cared about franchisee success and whether they lived out the culture they project. On both accounts I found the answer to be yes.”
“Lastly, I looked closely at U.S. Lawns’ culture. Did they live it, or was it just lip service? Did the franchisees buy into it? What clues did the FDD provide and did they have adequate responses to the questions generated? It was also important to me that the brand’s culture aligned with my own personal and professional goals and beliefs. All of this turned out to be a good fit.”
To candidates considering U.S. Lawns, Wells emphasizes the focus on transparency. “If at any time in the discovery process, we don’t feel like we have a good fit, it is important for us to be up front and let the candidate know and give them a chance to address the concern. We expect the same from our candidates. If something doesn’t feel right, let’s talk about it.”
To learn more about the U.S. Lawns discovery process, click here.
No one had run a mile in less than four-minutes before Roger Bannister achieved the historic athletic feat in 1954. What once seemed like an impenetrable barrier before Bannister proved it could be done, now seemed within reach. As if a flood gate had been opened, four other runners followed suit within the following year. Today, more than 1,500 runners have eclipsed the mark.
In the same way the four-minute mile is a mark of distinction, the million-dollar annual revenue mark is that for a landscape business. It represents a turning point for a business. No longer just a trade or a craft, the business has reached a threshold of sustainability. Multiple crews and a management structure become necessary. This infrastructure creates balance and true personal wealth for the owner, giving them more freedom, flexibility and stability in their business and life.
In an industry where less than one percent of registered businesses achieve this level of sustainability, the mark is elusive for most. However, in the U.S. Lawns network the average franchise that had been in business for at least five-years generated $962,599 in gross sales in 2019. (See Item 19 of the 2020 U.S. Lawns Franchise Disclosure Document).
How does the organization manage to outpace the industry? It starts with a dedication to 100 percent franchisee satisfaction and a support team that works with every one of their franchisees to maximize opportunities and drive the business forward. But beyond that, they have also tapped into the “power of the network” by instilling a culture of competitive comradery and putting several programs in place to foster franchisee to franchisee support within its network.
The Million Dollar Club is one such program. Each year members who generate a million dollars in revenue in a single territory are inducted into this club. Brandon Moxam, U.S. Lawns vice president says, “It is human nature to think something is impossible until it is done. Everyone thought the four-minute mile was impossible until Bannister showed the world it wasn’t. By creating that million-dollar target we want to encourage franchisees to say to themselves, and to their peers, ‘I can do that too.’”
Moxam continues, “It gives franchisees a target to aim for. Every year we induct the members into the club in front of their peers at the annual conference. In my conversations with new franchisees after the ceremony, they all say the bar has been set. It takes a dream and turns it into a goal that is measurable and time bound,” says Brandon.
In addition to recognition at the annual conference, Million Dollar Club inductees are invited to an exclusive retreat. “We really go for an experience, picking boutique hotels in fun locations. We create specific content with these high achievers in mind, such as leadership and financial education for accumulated wealth. It gives them an excuse to getaway, slow down and appreciate their success,” says Moxam.
He continues, “It’s also an opportunity to create memories and engage with other high achievers in the network. Like the old adage goes, you are most like the people you surround yourself with. By spending time with like-minded peers, sharing best practices and encouraging each other, we see this as a way to help them reach even greater heights professionally as well as personally.”
With their proven system and dedication to franchisee success, much like the floodgate opened after Bannister broke the four-minute mile barrier, the brand began to see more and more of their owners generating over a million dollars annually. As the Million Dollar Club grew to an unprecedented size, U.S. Lawns created the Top 10, a subset group to recognize the highest performing individuals within the club. Moxam explains, “The Top 10 represents the elite of the elite. These members are invited to the retreat a day early. This gives them direct access to the leadership team, and their knowledge is leveraged to brainstorm ways for us to continually improve as a brand.”
This ranking system is not just an annual thing, standings are released monthly. Moxam says, “To achieve a goal, it needs to be measured, so we publish a list of the Top 100 monthly. The day we release the stats, our franchisees flood our intranet, rushing to check their position. We see franchisees competing to rise in the standings in a positive way. There is a lot of friendly banter taking place on the message boards. The competitive comradery is pushing them to take their business to the next level.”
Moxam concludes, “It is pretty hard to improve your community and your life without achieving your individual potential. Surrounding yourself with others who are doing it and seeing it firsthand is the best way to position yourself for growth. The growth we have seen in the Million Dollar Club proves this."
For more information on how you can join the one-percent network, click here.
As vice president of operations for a healthcare business, thirty-year-old Drew Eaton was already quite successful in his career, but he couldn’t help but feel that his career was not completely fulfilling his purpose. With a new baby on the way, this first-time father began to picture what he wanted the next chapter of his life to look like. He realized he really wanted to build something of his own, something he could grow as he grew his family, and something that would allow him to define the terms of his work/life balance.
Landscaping had always been a passion and a gift of Eaton’s, an avid golfer who enjoys being outdoors. He says, “I knew one day I wanted to get into the landscaping industry. It has always felt like a creative outlet for me.” Before college, Eaton even briefly considered going into landscape architecture. He opted, however, for college degrees in business and healthcare administration, allowing him the opportunity to grow his business knowledge in other fields.
Eaton goes on to say, “Working in the healthcare industry taught me a lot. I gained operational and people management skills. I also saw what it takes to grow a business. It really comes down to investing in people.”
At the end of 2018, a U.S. Lawns territory in Eaton’s hometown of Memphis, Tennessee became available. “It really felt like it was meant to be. After numerous discussions, validations and prayer, I felt good about the feedback I received. I felt confident about the brand and in the level of support provided to franchisees,” he says.
Eaton also compared U.S Lawns’ offering with that of another lawn care brand. “U.S. Lawns came out ahead, especially when it comes to their values and support. The U.S. Lawns Open House really affirmed my feelings. It felt like home. They treat people like family. The culture is inclusive and personable. If the culture, opportunity and business model didn’t make sense, we would not have made the decision we did.”
Joining the U.S. Lawns franchisee network has been a positive experience for Eaton. He immediately forged a strong bond with another new franchisee in the Memphis area, who coincidentally attended the same Open House he did. “Travis Alexander and I got started at about the same time and already have a great relationship. We swap ideas and are a sounding board for each other. It helps to have someone who is in the same situation as I am to bounce ideas off.” The two are now working side by side to develop contacts and build their respective books of business in the Memphis market.
As of May, Eaton is up and running with eleven contracts. “I look forward to developing relationships with my crew and clients and providing quality service,” he continues, “I couldn’t do all this by myself. My wife, Carrie, has been so supportive and encouraging. She even manages the marketing side of things, in addition to her own career.”
Eaton is now building a business of his own. He concludes, “I am very fortunate to have the opportunity to invest in this dream at this point in my life. As with most things, I have set some aggressive goals. This business model is flexible enough that I can still create a good work life balance, and that is really important to me, especially with a newborn at home!”
To find your own balance, click here.
As a project manager at a global finance company, Chris Kelly had been following a set path. Over 20 years he had successfully worked his way up through the company. However, when the company rearranged their reporting structure, things began to shift for Kelly.
Under new leadership, he found his work culture drastically changed. “In this new division, I was working twice as hard and not getting the same quality of results as I had before. I was unhappy and it just wasn’t a good fit for me anymore,” explains Kelly.
After discussing the situation with his manager, he was given two options. One was to find a different place within the organization that was a better fit. The second option was to accept a compensation package and leave the company.
Kelly recalls, “Finding new placement in the company felt like a safer option, but I had played it safe my entire life. I had been with the same company for two decades. My wife, Margie, and I had raised our kids in the same town we grew up in. We were ready to take a step outside of our comfort zone.”
Adding, “I had always dreamed of starting my own business and the compensation package would help fund such a venture.”
After taking the buyout deal, the Kellys began to look at their options. Right away they decided on franchising. “At 50 years old, we didn’t have time to build something from scratch. With the systems and processes that come with a franchise, the learning curve is shortened. We could leverage what other people have already learned. We felt it would be foolish to do it on our own, especially at this point in our lives,” explains Kelly.
Looking at a wide range of business models, the pair were able to rule several out. “We looked at buying an automotive repair business, but I had worked in one as a teenager. I remember it being dirty, hard work. I was not interested in doing that again,” Kelly continues, “We also looked at a fast food restaurant. The concept for this particular offering felt a bit gimmicky. I had my grown kids visit different locations and neither of them enjoyed their client experience. Food trends come and go and investing a large amount of money in a trend did not seem like a good idea.”
They even entertained the idea of going into real estate and flipping houses. However, Kelly explains, “After attending a seminar on the topic, we were turned off by the industry. We felt that the industry lacked integrity. There were a lot of people sinking their life savings into these get rich quick schemes and we did not want to be a part of that.”
Having examined several offerings, the Kellys continued their search. Aside from finding a business that aligned with their Christian values, they felt compelled to make some big changes in their personal life as well. Chris and Margie’s two grown children lived in Texas and California, and the Kelly’s, who had always lived in Virginia, wanted to be closer to them. They decided that Texas would be where they would relocate.
While doing a web search of franchise opportunities with territories open in Texas, Margie found U.S. Lawns. Kelly says, “It sparked my curiosity as I have a personal passion for lawncare. I take great pride in taking care of my lawn. But honestly it was the values of the company that really stood out to us. They have integrity in their operations and in their relationships. And they have outstanding processes and systems in place. Talking with other U.S. Lawns franchisees like Drew Eaton in Memphis, Tennessee, it is apparent that they don’t just talk the talk. They actually deliver on their value proposition and are invested in our individual success.”
Adding, “We also appreciated that they are not just out to sell anyone a franchise, Todd Chapman and the rest of the recruiting team really takes their time to determine if this is a mutual fit. They helped us look deep at our ‘why’ for investing and had us consider our three and five year plan.”
Looking back at the path that lead them to the brand, Kelly comments, “This whole journey towards U.S. Lawns ownership has really fallen into place in an amazing way. From the way my leaving my longtime company provided us with the money to invest in a business to my wife’s job going to great lengths to accommodate our move so she can continue to work for them, it has all aligned. We felt it was the right time make a big move in our personal lives as well. For example, the church plant we were involved in had come to a point of maturity where we felt we could step away. We really felt we were being called to take this big leap of faith.”
Having found alignment with U.S. Lawns in both their personal and financial goals, Chris and Margie are now the owners of an exclusive territory in Waco, Texas. Still in the beginning steps of setting up their business, Kelly has found the brand’s support comprehensive and robust. “I think many people don’t realize how much is involved in running this business. You are not just some ‘Chuck on a truck’, you really need to be business minded. I am so grateful I have the support to fill in the gaps as I learn.”
For the Kelly’s this business is also a mission field. “For so many years I worked for a large corporation where I felt my impact was in some ways more abstract. As a U.S. Lawn’s franchisee, we will be positioned to improve our community in a very tangible way. We look forward to making connections and form bonds with our new community as well as be a place that offers gainful employment to individuals in need of a second chance. We are very excited for what is to come.”
To start your own new beginning, click here.
Let’s be honest, when you think about landscape maintenance, “great business opportunity” may not be the first thing that comes to mind. “Isn’t that hot, sweaty and laborious work?”, you might ask. Images of a “Chuck in a truck” type independent landscape business operator may even come to mind. While “Chuck” might make a good living, he is unable to scale because the business is built around himself and he doesn’t have the systems and processes in place to grow beyond his self-limiting client list.
This may be true for the average landscaper, but a discerning business minded individual sees potential. By rising above the “Chuck on a truck” mentality and managing their operation from a executive level, U.S. Lawns franchisees have been able to create and scale sustainable businesses. Using the tools, systems and processes provided by the brand, these franchisees have a competitive edge, allowing them to dominate their industry.
Defined market niche - Commercial landscaping is a $70 billion dollar industry and growing annually ahead of the national average. However, the industry tends to be very fragmented. So fragmented that according to Lawn and Landscape Magazine’s most recent Top 100 list, the top 100 companies in the industry represented only about 10% of the overall market share in 2019! This means there is tremendous opportunity for you to grab a piece of your local market share. By focusing on the most profitable clients, commercial properties, U.S. Lawns will help you operate in the most lucrative segment of the industry.
Recurring revenue - Commercial customers generally sign annually renewable contracts in which they pay you a standard monthly fee. By staying close to the customer and taking care of their needs, you can lock this revenue in long term.
Recession resistance - Grass grows regardless of economic conditions. While residential clients may cut lawn care in an economic downturn, commercial properties need to maintain their ‘curb appeal’ to stay competitive.
Scalability - While “Chuck on the truck” puts himself at the center of his operation, U.S. Lawns focuses on providing the tools, resources, systems, processes and support necessary to scale your business.
Low cost of entry and strong return on investment - For an initial investment of less than $100,000 you can get started in a business that can provide a great standard of living. In 2019, the average franchise that had been in business for at least five years generated $962,599 in gross sales with a net profit margin of 16.7% after accounting for all expenses including owner salary and benefits!.
Proven model with systems, processes, and support- U.S. Lawns franchises are able to leverage the experience and expertise of U.S. Lawns’ 30 years in the Green Industry. From teaching franchisees the most efficient way to service a job, to how to price bids, U.S. Lawns provides a ready made infrastructure and roadmap for success.
U.S. Lawns has helped over 250 business minded individuals create their own profitable and sustainable businesses. With access to a network of experts dedicated to helping them prosper, they found their growth accelerated, earning revenue much faster than they could have alone. Their days are not ‘stuck in a truck’, but rather managing their crews and maintaining client relationships. Most importantly they have the flexibility to do all this on their schedule, which means more time for family, something that was missing from many of their lives before they joined U.S. Lawns.
To lean more about starting your own U.S. Lawns franchise, click here.
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