Strata Landscape Services

“We acquired four companies (in 2025), so our biggest challenge has been building our due diligence, integration processes and team to effectively
manage the integration of all those businesses into one cohesive whole.”

— Justin Crandall, CEO

Steadfast Contractors Alliance

“The most challenging aspect of our business this past year has been labor availability, particularly as our growth has outpaced our ability to hire at the same rate. To address this, we have taken a proactive approach by partnering with qualified subcontractors and smaller local companies to support our operations. This strategy has allowed us to continue meeting demand, maintain service quality and strengthen relationships within our local markets.”

— Miranda Faulkner, CFO

EMI

“This past year presented several challenges, including a reduced winter season that impacted snow revenue, ongoing salt supply uncertainty
and continued pressure around staffing and labor development. To combat these issues, we diversified operational planning to remain flexible despite weather variability and strengthened supplier relationships
to better secure materials.”

— Mark Wehinger, president

Urban Habitat

“Navigating softer consumer demand and rising customer acquisition costs. As purchasing behavior became more cautious, we focused on strengthening our core rather than chasing short-term growth. On the marketing side, we shifted toward more efficient channels and invested in customer retention to drive repeat revenue toward maintenance sales.”

— Brett Brennan, CEO

Franz Witte Landscape Contracting

“Skilled labor is always our biggest challenge. Doing more training on not only the work we do but the culture and leadership necessary to keep the good people and make this a place where people want to be has been key.”

— Seneca Hull, CEO

Lucas Lawn & Landscape

“Implementing a new operating system and promoting the right personnel to leverage their natural skills is enabling us to move forward into the 21st century.”

— Joe Rhodes, business development manager

Editor’s Note: The 2026 LM150 list is sponsored by Aspire Software, John Deere and Weathermatic.

Read more LM150:

• LM150 2026 rankings: The industry’s top 150 revenue-generating firms
• LM150 Top 25: The largest companies in 2026 by profit center and client mix
• LM150 2026: The top 25 companies broken down by region
• LM150 Analysis: Top landscape companies drive $22 billion in revenue
• LM150 Profiles: How Schill Landscape Collective became a top commercial landscaping company
• LM150 Profiles: How Clean Scapes scaled commercial landscaping across Texas without losing its culture
• LM150 Profiles: How Saluda Hill Landscapes is building sustainable growth with people and technology

<p>The post LM150 Growth: Inside the fastest-growing LM150 firms first appeared on Landscape Management.</p>

In a year marked by tariffs, global upheaval and general economic uncertainty, the green industry weathered the storm and did so with ease, at least according to the numbers reported by companies that made the 2026 LM150 list of the largest revenue-generating firms in the business.

The combined revenues of the companies that made the cut exceeded $22 billion, the highest figure since the creation of the LM150 rankings in 2009. The total of $22,339,756,737 represented an 18 percent increase from last year’s total — the first time the total had exceeded the $20 billion mark — and marked the fourth consecutive year of overall double-digit growth for LM150 companies.

The top 10 companies on the 2026 LM150 list — presented by Aspire Software, John Deere and Weathermatic — were identical to last year, and all but two held their same position from year to year. Lake Bluff, Ill.-based Mariani Premier Group, powered by six acquisitions in 2025, moved up to the No. 4 spot overall with revenues of $865.3 million. That bumped last year’s No. 4 company, Yellowstone Landscape from Bunnell, Fla., down to No. 5 with 2025 revenues of $773.8 million.

The top three companies on this year’s list remained the same as in 2024, and all earned revenues north of $1.5 billion. BrightView Holdings, headquartered in Blue Bell, Pa., stayed in the top spot for the 11th consecutive year with revenues of $2.673 billion. The Davey Tree Expert Co., based in Kent, Ohio, stayed at No. 2 with revenues of $1.948 billion, while Franklin, Tenn.-based TruGreen remained in third with annual revenues of $1.560 billion.

At No. 6 was HeartLand, headquartered in Kansas City, Mo., which reported revenues of $643 million in 2025, followed by Bartlett Tree Experts out of Stamford, Conn., which had revenues of $572 million last year. Rounding out the top 10 were Monarch Landscape Cos., based in Los Angeles, at No. 8 ($550 million), SavATree, headquartered in Bedford Hills, N.Y., at No. 9 ($526.9 million) and Gothic Landscape from Valencia, Calif., at No. 10 ($464 million).

And 2025 wasn’t all roses for the industry; 13 companies reported a year-over-year decline in revenue. But on the flip side, 33 companies reported revenue increases of more than 20 percent, and four — Strata Landscape Services (No. 138), DJ’s Landscape Management (No. 32), Hatcher Landscape Partners (No. 60) and Visterra Landscape Group (No. 20) — had triple-digit growth in 2025.

How we calculate our figures

LM seeks submissions from landscape companies in the magazine, on LandscapeManagement.net, via email and over the phone from January through May. Companies submit their details through a standardized form. LM editors compile the results and, where applicable, remove nontypical green industry revenue sources from the totals. For example, we omit revenue from pest and janitorial services.

We estimate revenue for firms that didn’t provide data if they participated in last year’s list and reported a projected 2025 revenue figure.

The LM150 information is self-reported unless otherwise noted. Some companies do not break out individual service lines, so we can’t be sure what revenue is specific to typical green industry services. Several firms opt not to participate in the list, there are others we are unaware of and some revenues may overlap due to subcontracting agreements. 

Read more LM150:

• LM150 2026 rankings: The industry’s top 150 revenue-generating firms
• LM150 Top 25: The largest companies in 2026 by profit center and client mix
• LM150 2026: The top 25 companies broken down by region
• LM150 Growth: Inside the fastest-growing LM150 firms
• LM150 Profiles: How Schill Landscape Collective became a top commercial landscaping company
• LM150 Profiles: How Clean Scapes scaled commercial landscaping across Texas without losing its culture
• LM150 Profiles: How Saluda Hill Landscapes is building sustainable growth with people and technology

<p>The post LM150 Analysis: Top landscape companies drive $22 billion in revenue first appeared on Landscape Management.</p>

In 2005, he had the vision to found Clean Scapes with the help of his partner Rex Gore. That company has grown over the years and now has locations in Austin, Dallas, San Antonio, Fort Worth and Houston — and this year, comes in at No. 29 on the LM150 list of largest landscape and lawn care companies in the nation, with a reported revenue of $153 million in 2025.

“We started Clean Scapes in June of 2005 as a dream and desire to create a company that will keep providing top-quality and reliable landscape services to our clients and communities, as well as a good place to work for employees,” Giraldo says. “Clean Scapes has grown so fast because of the team that we’ve been able to put together. Our vision and our desire is to run a good, reliable and profitable business. And we have plenty of confidence that we are the best in the industry.”

Scaling the Machine

Giraldo took a step back from the day-to-day of the business but still works as a board advisor. But as he took a step back, the company took a step forward by adding two new powerful thought leaders: CEO Bubba Nickel and COO Don Meier.

Joining the company in March of 2024, Nickel has experience as an international CEO, serving companies in Sydney, Australia, and London. With a degree in economics from Northwestern, Nickel doesn’t have landscape and lawn care experience, but he knows how to appreciate it.

“The bulk of my career has been on the other end, where we’ve owned or managed properties … so the appreciation for quality landscaping has been a pretty significant part of my career,” Nickel says. “From a career perspective, regardless of the department or company, I seem to have gravitated to businesses that have a good business model and a good base culture that’s positive but is struggling with scaling.”

As for Meier, before joining Clean Scapes, he was in management consulting, advising Fortune 500 energy, industrial and commercial services clients on complex operational challenges.

“The majority of my time was at the intersection of operational improvement, operational standardization and advanced technologies,” Meier says. “I loved consulting, but I got linked up with Clean Scapes, and I’m absolutely loving this industry.”

Meier’s main task is to build systems into Clean Scapes and create operational opportunities to improve productivity.

“I want to make sure the operations are humming,” Meier says, “and that we’re serving our clients with great customer service and exceptional quality while doing it in a way that’s efficient, both for us and our clients.”   

The human element

Nickel says the main thing that attracted him to Clean Scapes is that it is a great organization that abides by moral ethics. Now that he and Meier are there, the job is to maintain that environment.

“How do we deliver that in a way that we get the value of our size, and we create efficiency while at the same time not lose the culture that created this environment?” Nickel asks. “We’ve got employees who have been with us since the beginning. We have to maintain a corporate environment where its people want to work there and feel they’re appreciated and delivering value … and we want to do that everywhere.”

Nickel adds that Clean Scapes didn’t grow to the size it is today because they undercut the market value of their services. They grew because they trained their employees to do the job right, which attracted interest.

Clean Scapes’ services include landscape maintenance and enhancements; water management and construction; design assistance; strategic constructability analysis; and softscape and hardscape installation. 

“The human element of this is significant — from one landscaping company to the next landscaping company, what causes one company to do things right and another company to just get in and out as quickly as they can?” Nickel asks. “Our most significant opportunity for revenue growth isn’t in marketing or knowing the right person. It’s in doing a great job on a property, and then that property manager gives us a crack at some of their properties we’re not maintaining.”

Embracing change

When it comes to how the industry is handling acquisitions and private equity money, Nickel says he “only knows what he knows” and hasn’t spent much time analyzing the topic. He does think, though, that private equity hasn’t quite figured out the landscape industry yet, which is why they are taking a different approach at Clean Scapes.

“We felt like our organization had grown so fast that nobody had taken the time to take a breath and reinvest in ourselves,” he says. “We’re reinvesting in our company after recapitalizing the business. Our capital partner is Blue Sage Capital, based out of Austin. We’re reinvesting in our equipment, human resources, processes, technology. We’re trying to go back in and say, ‘How do we create a business that you can actually see the benefits of scale.’”

Nickel hopes that after a year or two of reinvesting into Clean Scapes the company will then be in a position to look at making acquisitions. 

“We’re not going anywhere until we know what we can do, what we do in a repeatable fashion in an organization that’s a great place to work,” Nickel says.

Though both Nickel and Meier are relatively new to the landscape industry, both agree that it’s an exciting time to be in the industry and for their business. 

“This company was built on an incredible foundation,” Meier says. “It comes down to the really high levels of talent we have, from the front line and having some of the best landscapers in the industry.”

“It’s really interesting because a lot of things happen during change … but at the end of the day, do your employees trust you? Do they want to work for you?” Nickel says. “That’s what is exciting about this — the quality of the people we have is truly exceptional. We’re trying to maintain that ethos while we’re making change. We’re spending a lot of time as an organization talking about embracing change, we’re making it transparent. And so far, out of the gates, we’ve been doing well.” 

Read more LM150:

• LM150 2026 rankings: The industry’s top 150 revenue-generating firms
• LM150 Top 25: The largest companies in 2026 by profit center and client mix
• LM150 2026: The top 25 companies broken down by region
• LM150 Growth: Inside the fastest-growing LM150 firms
• LM150 Analysis: Top landscape companies drive $22 billion in revenue
• LM150 Profiles: How Schill Landscape Collective became a top commercial landscaping company
• LM150 Profiles: How Saluda Hill Landscapes is building sustainable growth with people and technology

<p>The post LM150 Profiles: How Clean Scapes scaled commercial landscaping across Texas without losing its culture first appeared on Landscape Management.</p>

• Midwest
• Northeast
• Southeast
• Southwest
• West

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Read more LM150:

• LM150 2026 rankings: The industry’s top 150 revenue-generating firms
• LM150 Top 25: The largest companies in 2026 by profit center and client mix
• LM150 Growth: Inside the fastest-growing LM150 firms
• LM150 Analysis: Top landscape companies drive $22 billion in revenue
• LM150 Profiles: How Schill Landscape Collective became a top commercial landscaping company
• LM150 Profiles: How Clean Scapes scaled commercial landscaping across Texas without losing its culture
• LM150 Profiles: How Saluda Hill Landscapes is building sustainable growth with people and technology

<p>The post LM150 2026: The top 25 companies broken down by region first appeared on Landscape Management.</p>

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Read more LM150:

• LM150 2026 rankings: The industry’s top 150 revenue-generating firms
• LM150 2026: The top 25 companies broken down by region
• LM150 Growth: Inside the fastest-growing LM150 firms
• LM150 Analysis: Top landscape companies drive $22 billion in revenue
• LM150 Profiles: How Schill Landscape Collective became a top commercial landscaping company
• LM150 Profiles: How Clean Scapes scaled commercial landscaping across Texas without losing its culture
• LM150 Profiles: How Saluda Hill Landscapes is building sustainable growth with people and technology

<p>The post LM150 Top 25: The largest companies in 2026 by profit center and client mix first appeared on Landscape Management.</p>

After a small 2-percent change in revenue from 2022 to 2023, followed by a much larger 35-percent change from 2023 to 2024, Saluda Hill is finding the foundation for long-term success. The Lexington, S.C.-based company saw a solid 6-percent growth in revenue on this year’s LM150 list. 

And as for the next 10 years, company CEO and president Wendell Furtick says it’s now on the right path to keep a steady 10-percent growth throughout. 

“Last month was really strong … so we feel confident in reaching our 10 percent over last year, and then some. Going forward, there’s a popular entrepreneurial system book called ‘Traction’ (by Gino Wickman) that our leadership team has put in place, and we’re going through that process,” Furtick says. “We feel we’ve got a lot of good things in place that are going to help bolster that future growth this year.”

Becoming a destination

Furtick says the foundation of their success and growth at Saluda Hill comes down to the people on the team and how they embrace the company culture. And for those to align, it all starts with hiring.

“Our interview process is fairly selective, so we’ve gotten better at spending more time getting the right people in the first place,” Furtick says. “And it’s not about just skill sets, it’s are you going to do the right thing when nobody’s looking?”

Furtick described Saluda Hill as a destination company people want to work for, and there’s a serious effort to stand out amongst the competition. Some benefits Saluda Hill offers are obvious pathways to success and promotions for every position, in-house training, monthly one-on-one conversations and check-ins with employees. 

A recent initiative that had a large impact was Saluda Hill paying for roughly 90 percent of employees’ healthcare, which Furtick says acted like a significant raise for the team. 

“There were people that were taking home $6,000-$7,000 more,” he says. “For employees, it communicates that you do care, and it’s not just for your retention, it’s the right thing to do.”

Culture at the core

With the right people in place and with opportunities to grow, it’s important for employees to feel at home at Saluda Hill and buy into the company’s goals. 

Furtick says that cultivating a great culture is easier said than done, and for him, it really comes down to a strong leadership team to help everyone not just say what their goals are, but to truly live them. 

“I think it’s easy to launch internal development programs and try to hold to a culture, and then things get crazy, and then it kind of goes away. So, are you really who you say you are?” Furtick says. “We have people on our team from different departments — some more from the HR side — that I think keep us all on track. We keep ourselves accountable fairly well to stay on track to our purpose and our mission.”

Some of the ways the company stays accountable is through its open, inviting environment. Furtick has his door open — literally and metaphorically — for employees to support healthy, open dialogue, and leadership staff often work with others to help people set and achieve their personal or career goals. 

Employee recognition and team bonding events are also a key factor. The company recently hosted its Cinco de Mayo event, for example, and Furtick says it’s a great opportunity to get together with the whole company and their families. He claims events like these really help people feel welcome and appreciated, and that sentiment gets passed on to others, whether it’s a longstanding employee or the new hire trying to fit in. 

And all of this is to say that creating a strong culture with the right employees helps Saluda Hill deliver a better service to its customers. Furtick claims that the culture is at the center of how they operate, and if the culture is boosting internal operations, momentum and satisfaction, that will translate to their external services, too. 

“The core values and the culture that goes with (providing their service) is at the core of our success, and that spills over to our relationships with our customers and trying to be very intentional and sharing that we care about them,” Furtick says. 

Staying on top

Creating top talent is important, but another factor for Saluda Hill’s success is its ability to cultivate its own solutions. Specifically, a nursery that’s officially opening this month and a 1,000-acre sod farm give the company a competitive edge. 

The nursery has been functioning on a smaller scale for a few years now, but 2026 is when it became a standalone operation, now acting as an independently managed portion of the company with its own staff and leadership. And between that and the sod farm (plus in-house trucking for those facilities) Furtick says Saluda Hill is quick to adopt the latest technology to boost efficiency. 

“We’re soil mapping our fields and recording that data. We then turn the data cards into fertilizer or lime applicators to know when to disperse what amounts over the acreage. And we use drone photography to determine where parts of our field may be lacking or deficient in certain nutrients,” he says. “We have autonomous tractors with turf mowers behind them … that kind of technology and farming has come a long way.”

Furtick also argues that investing in technology such as drones and autonomous machines can help alleviate labor challenges, as these tools are much more enticing for a younger, tech-savvy workforce. 

And beyond the tools and machinery, AI and business management software have really helped smooth out Saluda Hill’s backend operations. The company has tested out BOSS LM for the past year, and they’re about to finally go live with the software. 

“We know that’s going to make a difference because we still do a lot with paper in our office,” Furtick says. 

Looking ahead

The 10-percent per year growth goal in the next 10 years is alive and well for Saluda Hill, especially with the company’s latest expansions into the Hilton Head, S.C., and Savannah, Ga., markets thanks to a new office. 

Like with the rest of their operations, this new location will focus on elevating team members and sticking to its core values. Furtick would say they don’t have a “secret sauce” to their game plan and culture; a strong foundation based on good people and new technology is creating an environment that allows them to scale. 

“We’ve got about one and a half crews working there now, but we know we have projects that are coming on soon, and we’re ramping up our sales effort in that market to get it really on rails here,” Furtick says. “(We’re) just getting the momentum going.” 

Read more LM150:

• LM150 2026 rankings: The industry’s top 150 revenue-generating firms
• LM150 Top 25: The largest companies in 2026 by profit center and client mix
• LM150 2026: The top 25 companies broken down by region
• LM150 Growth: Inside the fastest-growing LM150 firms
• LM150 Analysis: Top landscape companies drive $22 billion in revenue
• LM150 Profiles: How Schill Landscape Collective became a top commercial landscaping company
• LM150 Profiles: How Clean Scapes scaled commercial landscaping across Texas without losing its culture

<p>The post LM150 Profiles: How Saluda Hill Landscapes is building sustainable growth with people and technology first appeared on Landscape Management.</p>

But just because Jerry Schill — one of the founders and now CEO of Schill Landscape Collective — traded his early dreams of being a football coach for a prominent place in the green industry doesn’t mean he doesn’t still tap into the lessons he learned on the gridiron in running one of landscaping’s fastest-growing companies.

“There are a lot of parallels between athletics and business,” Schill says. “To me, coaching is about giving back, and that’s something that stuck with me. Even if that’s now with a local entrepreneur or through the (National Association of Landscape Professionals’) Trailblazer program, I still love coaching.

“That’s the greatest part about this industry. It doesn’t matter how big or small your company is in this space. Everybody is willing to sit down and talk to you and help you level up and elevate your game. For me, that’s the legacy part of this. We did not get to where we are today on our own, so we’re an open book to anyone who comes to us with questions.”

And what a story Schill has to tell those interested parties. From a company that Jerry and his brother, Jim (now executive vice president), started after college, the company has used a potent blend of strong culture, strong people and outside investments from willing partners to become one of the largest commercial landscaping firms in the United States. 

And recently, the company introduced the Schill Landscape Collective as it’s new parent identity, a move that reflects the growth beyond a single company into a network of landscape brands with more than 1,700 team members across eight states and Canada. Schill Grounds Management continues to operate throughout Ohio as one of the founding and largest brands within the Collective. 

In this year’s LM150 list of the country’s largest revenue-generating companies, Schill came in at No. 27 overall, its highest placement ever. The organization reported 2025 revenues of $183 million, an 11 percent increase over 2024, with more double-digit growth year in 2026.

“When we started things 34 years ago, I didn’t think we’d be sitting where we are today,” Jerry says. “I hoped that’s where we’d be, though, so it was just one foot in front of the other all along the way. We’re really proud of the business that we’ve built.”

Hustle and flow

The foundation for that business formed after Jerry graduated from college. Midway through his four years at Glenville (W.Va.) State University, he had shifted his attention from education (a career that would have included a little football coaching) to business. 

And considering both he and Jim had both mowed lawns and shoveled snow during high school, a landscape business was a natural next step after graduation. Jerry started what would eventually become Schill Grounds Management in early 1993, and Jim joined the effort several years later after he graduated from college.

“We’ve always had an entrepreneurial spirit, always been kind of scrappy,” Jerry says, “so we really embraced the hustle side of the business — going out, meeting customers, knocking on doors — and were pretty successful at it. We figured we would bet on ourselves and take a chance.”

That hustle, combined with an openness to learn from others, paid immediate dividends. With a focus on the residential market, the company was soon organically growing by leaps and bounds and developing a stellar reputation for top-notch, high-end design/build work. That work and the Schills’ increased involvement in peer groups and industry associations soon opened plenty of additional doors.

“We were smart enough at the time to surround ourselves with people who complemented what we did well or could help with what we didn’t do well,” Jerry says. “And we were able to stay laser-focused on the value we brought to the business.”

Residential construction remained Schill’s driving force for most of its first 15 years, and even the Great Recession of 2007 and 2008 did little to slow the company’s momentum. But that seismic financial event did trigger some self-reflection about the future.

“We were aware of some of the dependencies we had built on the construction side and that we needed to examine growing recurring revenue,” Jerry says.

At first, that meant adding residential maintenance services to their existing offerings. The company continued to evolve over the next few years, until in 2012, when the complete shift to commercial work — maintenance, enhancements, construction and snow removal — was finalized, and Schill Grounds Management was officially born. The company hasn’t looked back since.

A little help from their friends

Schill has always been rooted in the Cleveland area and now has three locations in the metro. But both Jerry and Jim saw additional opportunities to grow beyond the city limits into other parts of Ohio and beyond.

“We had a couple of opportunities … to go out and test our skills and our ability to do an acquisition,” Jerry says. “And what we realized was it was a lot more complicated and expensive than even we thought at that time.”

So, they reset their expansion plans, leaned into their peer group relationships — Jerry has been a 15-year member of a Vistage peer group — and eventually connected with Jeff Harkness with 3PG Advisors to get a clearer picture of what it would take to grow their business.

“We realized that we had built a successful business model, a scalable and portable model. We sought out private equity, a capital partner that could help,” Jerry says.

That partner turned out to be Argonne Capital Group, based in Atlanta. During a five-year partnership that began in 2020, Schill expanded from its Ohio roots through a series of acquisitions and organinc growth initiatives to build what is now the Schill Landscape Collective. Today, that includes 12 landscape brands operating from 34 branch locations across Ohio, Pennsylvania, New Jersey, Indiana, Illinois, Michigan and north of the border in Ontario (Editor’s note: For more on the Schill Landscape Collective, go to landscapemanagement.net).

“We had a really successful run with Argonne; they were an incredible partner,” Jerry says. “You hear a lot in the marketplace about private equity, but they understood our business, understood the investments that were needed to help us continue to scale. They trusted us and gave us the resources to do all of that.”

Earlier this year, Schill’s private equity story began a second chapter as they partnered with a new firm, TruArc Partners. 

The 10-year plan

So, with that new partnership and a continued focus on growth and smart expansion, what does Jerry think Schill Grounds Management will look like a decade down the road? Very much what it looks like today, he hopes, just with a bigger footprint and different faces running the day-to-day show.

“I’m a serial entrepreneur, so I don’t think I’m ever going to stop working,” Jerry says. “But we talk about this all the time, and our job is to replace ourselves. 

“So, my goal would be to take a step back someday and realize that we’ve invested in people, we’ve invested in the future leaders of this organization, and we’ve not just talked about giving them the opportunity to advance, we’ve actually given them the ability to take control of this company and run it long after some of us old guys go and sit in the rocking chair on the front porch.” 

Read more LM150:

• LM150 2026 rankings: The industry’s top 150 revenue-generating firms
• LM150 Top 25: The largest companies in 2026 by profit center and client mix
• LM150 2026: The top 25 companies broken down by region
• LM150 Growth: Inside the fastest-growing LM150 firms
• LM150 Analysis: Top landscape companies drive $22 billion in revenue
• LM150 Profiles: How Clean Scapes scaled commercial landscaping across Texas without losing its culture
• LM150 Profiles: How Saluda Hill Landscapes is building sustainable growth with people and technology

<p>The post LM150 Profiles: How Schill Landscape Collective became a top commercial landscaping company first appeared on Landscape Management.</p>

The 2026 LM150 list is sponsored by Aspire Software, John Deere and Weathermatic.

LEGEND
NR = Not reported
* Indicates estimate, based on projected revenue reported in 2024
^ Indicates a portion of reported revenue was removed (such as structural pest control, termite control or other non-green industry service)

Editor’s Note: The 2026 LM150 list is sponsored by Aspire Software, John Deere and Weathermatic.

Read more LM150:

• LM150 Top 25: The largest companies in 2026 by profit center and client mix
• LM150 2026: The top 25 companies broken down by region
• LM150 Growth: Inside the fastest-growing LM150 firms
• LM150 Analysis: Top landscape companies drive $22 billion in revenue
• LM150 Profiles: How Schill Landscape Collective became a top commercial landscaping company
• LM150 Profiles: How Clean Scapes scaled commercial landscaping across Texas without losing its culture
• LM150 Profiles: How Saluda Hill Landscapes is building sustainable growth with people and technology

<p>The post LM150 2026 rankings: The industry’s top 150 revenue-generating firms first appeared on Landscape Management.</p>

We have developed an AI model to automatically calculate the precise measurements of lawns, beds, sidewalks, trees and more. Over $6 billion a year worth of landscaping estimates are quoted on our platform by many of the nation’s leading contractors. And now, we have developed a chat feature so that visitors of your website can ask for exactly what they want in real time and, subsequently, get a customized quote.

Based on those interactions between customers and companies, we have reviewed more than 3,000 conversations to help learn about the habits of landscaping customers and take our product to the next level. Here is what we found out about modern buyers.

Speed Wins: People want help now

First, speed gives you the biggest advantage over competitors. Our data showed an amazing fact — 40 percent of customers reaching out need help right away. 

Surprisingly, this urgency isn’t just for emergency repairs, like a pest infestation or storm damage. It also applies to big, expensive installation projects. When a homeowner finally decides they want a new fence or patio, or a complete backyard makeover, they want to get started immediately. Prospects lose excitement if forced to wait days for a response. The businesses that secure big contracts are the ones that reply immediately.

Basic contact forms are failing 

Second, our data shows that the standard “Contact Us” form on websites is no longer effective.  

Across the 5,000 chats we studied, free-form text boxes had a 54 percent fill rate. Forms that required customers to input a bunch of information or select a bunch of options? Less than 10 percent. The reason comes down to how people think. Customers naturally want to explain their specific problems in their own words. Even if a person just wants to know the price for weekly lawn mowing, they want to explain that they have a steep hill or overgrown flower beds. 

Standard forms are too rigid for this. When you give customers a way to chat and explain themselves, they are much more likely to share helpful details and actually book a service.

The future of sales is direct

Finally, these thousands of conversations point to one big truth for the landscaping industry — the future of sales is direct.

In the past, landscapers bought leads from lead aggregators, spent huge amounts of money on search engine ads or relied on referrals. Today, those methods don’t pay off like they used to. The smartest way to grow is to sell directly through your own website, turning the visitors you already have into real sales.

The bottom line 

The landscaping market is changing, and customers expect better, faster service online. The main lessons from our 5,000 conversations are clear:

• First call wins. Quick replies catch the 40 percent of buyers who are ready to act right now. 
• Let the customer share their needs. Your customer wants to be descriptive. Meet them where they are at (this boosts your response rate by five times).
• Invest in your website. Stop paying for expensive, shared leads. Make your own website your best salesperson.

By making these changes, landscapers can boost their sales and turn tire kickers into highly qualified sales reps. To learn more about Duranta’s Aidan chatbot, email us at hello@getduranta.com. 

<p>The post How landscape companies can use AI chatbots to turn website visitors into leads first appeared on Landscape Management.</p>

Plus, the firm unveiled that Redshift for Graphisoft Archicad is now open for beta sign-ups, giving design teams an early opportunity to shape the next phase of Maxon’s growing AEC offering. 

Built for architectural and interior design studios and generalist visualization professionals, Redshift for Archviz combines Redshift’s renowned rendering speed and cinematic visual quality with intelligent workflows and highly detailed assets, enabling the creation of stunning, photorealistic stills and immersive walkthroughs faster and with less production friction. 

“The world architects create is inherently three-dimensional, yet much of the industry still relies on workflows built around two-dimensional representations,” said David McGavran, CEO of Maxon. “With Redshift for Archviz, our goal is to make 3D design the new standard across architecture, engineering and construction. Through enabling digital projects to be experienced as if they already exist in the real world, we’re giving architects and interior designers a more powerful way to communicate ideas, make decisions and bring their visions to life.” 

Redshift for Archviz is designed to keep users working directly inside their CAD tool of choice with minimal disruption and no additional file management. Visualization data is stored directly in the host software, reducing dependency on disconnected scene-management processes and repetitive export/reimport during review cycles. This embedded approach helps users maintain visualization continuity throughout the BIM lifecycle. Live BIM synchronization enables rapid design iteration and immediate visual feedback during design development, helping teams respond quickly to model revisions, explore presentation variations and create review-ready visuals. 

Maxon will showcase Redshift for Archviz integrations at the AIA Conference on Architecture and Design 2026, June 10-13 in San Diego. Attendees are invited to visit the Nemetschek booth 2742 for live demonstrations. Maxon representatives will be available as well. 

Redshift for Revit. Now available, Redshift for Revit brings Maxon’s production-proven rendering technology directly into Autodesk Revit, helping architects create high-quality design previews, photorealistic renders and presentation visuals with greater speed and creative control. The integration delivers physically accurate lighting, reflections, shadows and materials, while remaining highly interactive. 

Redshift for Archicad Beta: Now open for sign-ups, the Redshift for Archicad beta gives Graphisoft users early access to Maxon’s real-time Archviz workflow and an opportunity to provide feedback as the integration moves toward its commercial release later in 2026. 

Redshift for Vectorworks: Launched in March 2026, Redshift for Vectorworks enables architects and designers to preview, refine and render architectural models in real time within a synchronized Vectorworks workflow.

With Redshift for Revit, Maxon is also introducing three new platform features for architectural visualization: 

• Depth of Field enhances architectural renders by mimicking real-world camera effects in real time, helping designers guide visual focus and create more immersive client presentations.  
• AI Context-Aware Library Search analyzes the current view and suggests suitable assets, helping users build richer, more detailed scenes with less manual searching.  
• Maxon Plants Smart Transfer is designed to simplify the process of bringing high-quality vegetation assets into architectural scenes for more realistic environments and faster scene development. 

For applications available on Apple computers, Maxon Redshift uses Apple’s new MetalFX technology, bringing interactive frame rates and visual realism to macOS. 

”Architects and interior designers don’t think in floor plans. They think in light, materials and how a space feels,” said Nicolas Burtnyk, executive vice president of rendering at Maxon. “Redshift lets them shape all of that in real time, then see it at full photorealistic quality, iterating on and refining how a space looks and feels as they go.” 

<p>The post Maxon brings real-time Redshift rendering to Autodesk Revit and Archicad first appeared on Landscape Management.</p>

The system combines AMP iQ smart transformers, gateways and color-changing fixtures into a unified platform controlled through the AMP iQ mobile app. The platform features zoning, grouping, dynamic scene creation, automation and tunable white control, while Bluetooth mesh technology enables robust communication between fixtures throughout a property. 

Launching the platform is the AMP iQ Smart RGBCW LED Spotlight, a professional-grade landscape fixture engineered for customizable outdoor illumination and long-term durability. 

The spotlight is the only fixture featuring integrated RGBCW technology with tunable white color temperatures ranging from 2,200K to 4,000K, along with transformative color-changing capability, allowing a choice of millions of colors. In addition, the landscape luminaire also boasts a 95 color rendering index (CRI) and more than 1,000 lumens for exception color quality and performance, along with a full-range of dimming (0 percent to 100 percent) capabilities. The field-interchangeable 38- and 60-degrees optics allow installers to adapt beam spreads for a variety of applications, while the adjustable glare guard provides additional on-site flexibility.  

Built for scalability and setting a new industry standard, the Bluetooth mesh network allows fixtures to impressively communicate at distances up to 100 feet between devices extending reliable control throughout large outdoor installations and around common landscape obstacles. 

Designed for homes and businesses, the system provides intuitive app control. Users can organize fixtures into customizable zones, automate schedules and save up to 100 scenes. With Bluetooth mesh technology, it seamlessly transitions between ambiance and security via remote access and voice control. Constructed from solid cast brass and available in powder-coated black or pre-aged brass finishes for lasting performance, its modular design also improves long-term serviceability and maintenance efficiency. 

The AMP iQ Smart RGBCW LED Spotlight is backed by a lifetime warranty for both residential and commercial applications. 

<p>The post AMP debuts AMP iQ, a smart landscape lighting system with RGBCW and app control first appeared on Landscape Management.</p>

The certification assessed Envu across areas including culture, leadership, employee development, wellbeing, learning, inclusion and belonging, sustainability, talent acquisition practices and HR programs across the employee lifecycle.  

This independent external certification reflects the continued investment Envu makes in creating an environment where employees can grow, contribute and thrive while supporting customers and advancing healthy environments, according to the company.

“Our people are the foundation of our success,” said Mark Schneid, chief commercial operations officer, North America. “This recognition reflects our continued commitment to creating an environment where employees can grow, contribute and thrive while helping our customers solve important environmental challenges.”  

Across the U.S., Envu teams work closely with customers to help protect public health, preserve green spaces, support biodiversity and advance healthier environments, according to the company.

“Achieving a Country Top Employer Certification for 2026 reflects Envu’s dedication to building an outstanding workplace that enables sustained business performance,” said Adrian Seligman, CEO, Top Employers Institute. “Their strong alignment between people strategy and organizational goals, combined with a commitment to continuous improvement, demonstrates the impact of their transformative practices. We are proud to recognize Envu for their meaningful contribution to a better world of work in the U.S. and France.”  

<p>The post Envu recognized as a 2026 Top Employer by the Top Employer Institute first appeared on Landscape Management.</p>