We passed a big milestone this year with Grunder Landscaping Co. officially rolling out of two locations every morning in 2025.
But the story really started years before. As early as 2002, our leadership team was kicking around the idea of a second branch in nearby Cincinnati, Ohio. Our discussions really got serious when we mapped out our company growth goals.
So we started out in the way I'd advise any landscaping company to when contemplating a branch: start doing work in the location you want to add, but dispatching out of your existing facility. Yes, it will mean more travel time, but it also means that when you do take on the overhead of a second facility you'll already have a book of business to support it. As should be expected, the opening of this location didn't happen without issues coming up:
1. A zoning vote not going our way on an initial property
Our first-choice property was a lot where we would build a facility, and even though we spelled out the case for how we would be a good neighbor, it wasn't enough to overcome the opposition. The board ultimately voted not to approve the zoning change we needed, and we had to go back to square one on site selection.
2. An unexpected leadership vacuum
We wanted to have a trusted leader from our Dayton location move to the Cincinnati branch so that we could ensure consistency in the company culture; but that wasn't meant to be. So, did we give up? Of course not.
We pivoted to having leaders split their time between our two locations: myself, our President & COO, Director of Lawn Care (who has landscape operations experience), Director of Sales Operations, and a Group Leader (production manager) have all been commuting between the two branches to make it work.
3. Cashflow and financing
Growth is expensive, folks. We have to make some investments ahead of when we have the revenue to fully support them: the facility, trucks, equipment, and even team members are all critical to our future plans. That means we have to save money where we can by delaying some "nice to haves," keeping an eye on our efficiency and profitability, and cranking up sales.
Things that have helped: relocating long-time team members. We had returning H-2B workers who were willing to work out of the Cincinnati location instead, so we knew we had trained and experienced crews. We had a salesperson who wanted to transfer to the Cincinnati market. We've still had to hire and train new team members, too, but having some experience in that location helped our efficiency.
We recently published a podcast episode where I detail more of what we've done to set this branch up for success, and what challenges we've had to overcome in the process. You can watch the episode on YouTube here to see photos of the new branch, too. And if you'd like to come see our company in action, register for one of our GLC Field Trips - registration is live but these events tend to sell out quickly! You'll see our Dayton facility and hear directly from the leadership team who makes this all happen.
Marty Grunder
Founder & CEO
The Grow Group & Grunder Landscaping Co.