Now is the time to consider the feasibility and return on investment (ROI) for transitioning mowing and maintenance fleets from gas- to battery-powered equipment. The product experts at Greenworks, the industry’s leading provider of battery-powered, pro-grade equipment, outline the benefits for landscape and lawn care maintenance pros.

Tech boost

It’s been nearly a decade since the last fuel price spike prompted serious questions about converting to battery-powered alternatives. However, at that time, early generations lacked the commercial-grade durability and runtimes professional landscape crews required to perform successfully.

Greenworks’ current battery-powered lineup of Optimus pro-grade zero-turn mowers and handheld tools reflects a sophisticated shift in both performance and economics.

“The big difference between now and then is the fact that the products are now fully commercial-ready from a durability perspective to a runtime perspective,” says Tony Marchese, Greenworks’ senior vice president of sales, commercial business group, Americas. “Now you can begin to accurately assess whether this is the time to convert to battery power. And the answer is yes.”

In light of steep fuel prices, Marchese describes the conversion to battery-powered equipment as a “triple bonus” for landscape professionals: enhanced durability, extended operating windows and pricing that is nearing parity with gas-powered units.

“I predict a rapid adoption of battery products (in the landscape market) because it makes complete sense,” Marchese says. “Now, there’s really nothing holding you back if you’re a commercial landscaper, town, municipality, school district, corporate property or college maintenance department. I’m really excited about this period of time for battery products because they make sense.”

Value proposition

Transitioning crews from gas to professional-grade battery-powered landscape maintenance equipment is no longer a speculative trend, but a strategic financial evolution, says Nick Jiannas, Greenworks’ vice president of commercial sales.

For large- and small-scale landscape operations, fuel expenditures account for a significant portion of the contractor’s annual operating budget. For them, battery power isn’t just an alternative. Jiannas says it’s a definitive and superior solution for professionals seeking to alleviate the unpredictability of fluctuating fuel prices from their bottom lines.

“Savvy business owners can quickly do the math and see the benefits when they add up how much they’re spending on fuel alone to get their crews up and running,” Jiannas says. “Imagine all that expense going away. That’s a significant savings.”

The primary hurdle for many firms remains the initial capital expenditure, as battery-operated zero-turn mowers typically command a higher sticker price than their gasoline counterparts. However, purchasing incentives, such as those offered by Greenworks, close this price gap, Jiannas says.

By leveraging substantial instant savings, a premium $28,000 battery-powered mower can be acquired for a purchase price nearly equal to a high-end gas machine. When the acquisition cost difference is reduced to a few thousand dollars, the return on investment becomes immediate and undeniable. Jiannas explains that if a single mower incurs $600 in monthly fuel costs, the contractor recoups the additional investment required for a battery unit in less than a season.

“Yes, you still have a mower payment, but you’d have one anyway with a gas mower,” he says. “On the operational side, you’re saving all that money every month that you’re not spending on gas.”

Beyond fuel

Beyond fuel volatility, the costs associated with gas-engine parts and maintenance have climbed in recent years. Traditional gasoline mowers and handheld equipment are burdened by numerous mechanical failure points, including fouled spark plugs, clogged air filters, and oil and hydraulic systems that require frequent, messy changes. Beyond the engine, a mower’s intricate network of belts and spindles requires constant monitoring for wear.

Contractors must account for these costs in their financial forecasting or pricing.

“Not only is fuel cost per gallon at an all-time high, but so are those components required to maintain the equipment, as well as the labor to perform the maintenance service,” Marchese says. “The best landscape professionals are properly servicing their zero-turns and handheld equipment on a regular basis, and they’re facing those costs.

“The only thing you have to do on a battery zero-turn is sharpen the blades, grease the front spindles, and charge the battery,” he adds. “So, there’s no maintenance, and there’s no downtime, allowing the contractor to cut more, start earlier and run later.”

In Northern regions, maintenance is further complicated by winter dormancy, when equipment sits idle. Jiannas compares a stationary gas equipment to a neglected boat, where inactivity can be more damaging than consistent use.

“The worst thing for a gas machine is to sit there and do nothing,” he says. “In the spring, those need a spring tune-up to get going, which costs money. With a battery-powered ZTR or handheld equipment, that doesn’t happen. You just charge it and go.”

Ultimately, the service requirements and maintenance costs for battery-powered equipment are limited to tires and blades, items that require a contractor’s attention regardless of the power source.

“So, add up the day-to-day fuel savings,” Jiannas says. “Add up the routine service savings and maintenance savings, and the question about whether or not to convert to battery-powered equipment becomes a no-brainer.”

<p>The post Is Now the Time to Switch? The ROI of Battery-Powered Mowing Fleets first appeared on Landscape Management.</p>

Herndon recently led U.S. government and industry affairs in Washington, D.C., for Corteva Agriscience and was president of Field to Market: The Alliance for Sustainable Agriculture. He worked as the vice president and general counsel for the American Sugarbeet Growers Association, served in the U.S. Senate, the U.S. House of Representatives and in the Florida Senate. He first came to D.C. from his home state of Florida as a staffer for a U.S. Representative. 

Herndon earned a juris doctor, cum laude, from the University of Miami School of Law, a master of business administration from the University of Florida and a bachelor’s degree from Tulane University. He is admitted to the bar in Florida and the District of Columbia and before the U.S. Supreme Court.

“Scott stands out for his deep experience in advocacy and his ability to bring stakeholders together around shared goals. We’re confident he’ll strengthen RISE’s ice and impact as well as build upon the association’s solid foundation,” said RISE Governing Board Chair Neil Cleveland, PBI-Gordon, who led the executive search committee to fill this leadership position. 

“Scott brings a broad understanding of the policy and regulatory landscape, along with a collaborative approach that will serve RISE and its members well,” said CropLife America President and CEO Alexandra Dunn, also on the search committee.

Other search committee members included RISE Governing Board Vice Chair Blaine Pinkerton of Nufarm, Immediate Past Governing Board Chair Karen Larson of Clarke and RISE Vice President of Public Affairs Karen Reardon. The search was conducted with assistance from Kincannon & Reed, a global firm specializing in leadership recruitment for the life sciences, agribusiness and food sectors.

“I’m thrilled to lead the RISE team and to build upon the association’s strong foundation of member and stakeholder engagement and collaboration to achieve the industry’s advocacy objectives,” said Herndon. 

Herndon began his role as executive director April 27. His initial priorities include establishing strong engagement with staff, the RISE Governing Board and members, leading a refresh of the association’s five-year strategic plan, and amplifying the association’s voice and impact across all levels of government. He lives in Washington, D.C., with his family and enjoys golf and spending time outdoors.

<p>The post RISE names Scott Herndon executive director first appeared on Landscape Management.</p>

Skilled tree climbers will compete in five events throughout the weekend, including Aerial Rescue, Work Climb, Ascent, Belayed Speed Climb and Throwline, which highlight skill, technique and athleticism while reinforcing the critical importance of safety and proper tree care.  

The event also includes an Arbor Fair featuring booths from tree care companies, industry sponsors and gear suppliers, along with a selection of food trucks from Moonstone Coffee Works, Brooks Homestyle BBQ, Travelin’ Tom’s Coffee Truck, Southern Comfort Kitchen and Roll Call Burgers and Fries. Free restrooms will be provided, and parking will be at Davey’s corporate office at 1500 N. Mantua St. in Kent, with free shuttles to the SEED Campus. 

• Friday, May 15
  • 11 a.m. – 5:30 p.m. Qualifying Events 
  • 12 p.m. – 5 p.m. Arbor Fair 
• Saturday, May 16  
  • 8:30 a.m. – 4 p.m. Qualifying Events 
  • 9 a.m. – 4 p.m. Arbor Fair  
  • 9 a.m. – 3 p.m. Kids’ Activities 
• Sunday, May 17  
  • 9 a.m. – 4 p.m. Masters’ Challenge 
  • 9 a.m. – 3 p.m. Arbor Fair 
  • 9 a.m. – 3 p.m. Kids’ Activities 
  • 5 p.m. – 6 p.m. Awards Ceremony    

This annual event is held across the continent, with Kent, Ohio, and The Davey Tree Expert Co. being selected to host the event this year. This is the first year the event will be held in Ohio.  

The International Society of Arboriculture (ISA) is partnering with the Ohio Chapter ISA and The Davey Tree Expert Co. for the event. The Davey Tree SEED (Science, Employee Education and Development) Campus is nearly 200 acres dedicated to specialized training and research facilities.  

“As proud ISA partners, Davey is thrilled to be hosting the 2026 North American Tree Climbing Championship at our Kent, Ohio, campus,” said Pat Covey, chairman, president and CEO of Davey Tree. “Our new SEED Campus was built to revolutionize training and research in the industry, and we’re looking forward to welcoming ISA members and the public to experience it firsthand. ISA continues to be a driving force for growth and excellence in arboriculture, and we’re proud to support its mission.” 

This year is also the 25th anniversary of female climbers competing in NATCC and includes the most female climbers in the event’s history. 

First, second and third places will be awarded for both men and women in each event. The competitors’ total scores for all five events are then combined, and the male and female competitors with the highest combined score from the preliminary events move on to the Masters’ Challenge. 

The Masters’ Challenge consists of one event with scores based on technique and skill. The competitors in this round with the highest score are named the male and female NATCC Champions. The winners of the 2026 NATCC will go on to compete in the 50th Annual International Tree Climbing Championship in St. Louis, Mo. 

“Davey Tree has been a longstanding Gold Canopy Partner with ISA, and we are so excited to partner with them through one of our Tree Climbing Championships,” said Caitlyn Pollihan, ISA CEO and executive director. “We appreciate Davey’s generosity in opening up the SEED Campus for the 2026 North American Tree Climbing Championship, and we look forward to promoting arboriculture through this competitive and educational platform.” 

Vectorworks establishes new offices in Germany and Switzerland

Global design and BIM software provider Vectorworks, part of the Nemetschek Group, has established two new corporate offices in Lörrach, Germany, and Basel, Switzerland, to further support its growing customer base and deepen its commitment to designers in the DACH region.

Through the acquisition of longtime distribution partners ComputerWorks GmbH and the CAD division of ComputerWorks AG, Vectorworks is establishing a stronger European hub that builds on ComputerWorks’ in-depth market expertise, dedicated technical support and robust sales infrastructure developed over decades of service to German-speaking designers. As part of this transformation, which is expected to be completed on May 4, ComputerWorks in Germany will be renamed to Vectorworks Germany GmbH. ComputerWorks AG will spin off its CAD division to establish Vectorworks Switzerland AG, while the remaining business will continue as ComputerWorks AG. 

“For many years, ComputerWorks has represented Vectorworks to thousands of designers and planners in Germany, Austria and Switzerland,” said Vectorworks CEO Jason Pletcher. “By bringing ComputerWorks into the Vectorworks family, we are not only expanding our presence in these specific countries, but also combining the strength of a global product organization with the expertise of trusted local professionals. This will enable us to help our customers move faster, collaborate more effectively and deliver superior designs.” 

For over three decades, ComputerWorks has served as the authorized distributor of Vectorworks software in Germany, Switzerland and Austria, tailoring the product line and complementary solutions to meet regional needs. In addition to software localization and development for the DACH region and other European markets, the company has provided training, consulting and technical support to professionals across architecture, interiors, landscape and entertainment design. 

With this integration, customers in Germany, Switzerland and the broader DACH region will benefit from closer alignment between local expertise and global product development. This will help ensure that features, content and workflows better reflect regional standards while improving access to training, support and professional services. The acquisition also strengthens the feedback loop between customers and product teams, enabling more responsive innovation and a more consistent, high-quality user experience. 

“Designers in the DACH region face complex projects, demanding clients and evolving regulations. They need partners who understand both the local context and global tools,” said Alexander Meier, CEO of Vectorworks Germany. “Becoming part of Vectorworks enables our team to bring our deep understanding of customer needs across all disciplines directly to the people building the software. Together, we can shape features, content and services that reflect how our customers work today and where they want to go tomorrow.” 

“With more than 30 years of development experience, we know that true innovation begins with a deep understanding of local needs and workflows,” said Andreas Hängärtner, CEO of Vectorworks Switzerland. “When that local insight is amplified through international collaboration and presented on a global stage, it creates new opportunities for our users to design with greater confidence and impact.” 

Mecalac relocates to the FAYAT Group campus in South Carolina

Mecalac North America began a strategic relocation from Massachusetts to the FAYAT Group campus in Ridgeway, S.C. This move signals a renewed commitment to growing Mecalac’s presence and capabilities in North America and positions the company for enhanced collaboration, training and customer support, according to the company.

“As we relocate to Ridgeway and join the FAYAT Group campus, we are accelerating our ability to serve customers with faster parts availability, stronger technical support and more integrated solutions across brands,” said Pierre Lahutte, president of Mecalac. “This step reinforces our confidence in North America’s growth potential and demonstrates our ongoing commitment to delivering value to our customers and partners.”

This campus will host a brand-new parts distribution center that will benefit most FAYAT Group brands, with Mecalac in particular standing to gain from improved parts logistics and faster support.  

“The investment demonstrates our collective commitment to delivering excellence to our customers and partners,” said Rob Mueckler, general manager, FAYAT North America. “This facility also stands as a tangible testament to the group’s engagement in the U.S. market. These steps reinforce our confidence in the region’s growth potential and our ability to better serve it. We are dedicated to growing Mecalac in North America, and this campus will be a cornerstone of enhanced collaboration, training and support.”  

Key benefits of the move include: 

• Centralized, state-of-the-art parts logistics through the new depot, improving availability and response times for Mecalac customers.
• Expanded training and technical support infrastructure to accelerate problem-solving and increase uptime. 
• Greater collaboration across the FAYAT Group brands to deliver integrated solutions for customers in North America. 
• A visible commitment to growth in the U.S. market, reinforced by strategic acquisitions and ongoing investments. 

The grand opening of the Ridgeway campus is scheduled for May 12, with ongoing milestones to be announced as they become available.   

<p>The post Companies in the News: Updates from Davey Tree, Vectorworks and Mecalac first appeared on Landscape Management.</p>

Landscaping companies store thousands of dollars in equipment outdoors every night -mowers, trailers, blowers, skid steers, and other tools that are attractive targets for criminals. Traditional chain-link fencing can be breached quickly by thieves, and cameras alone often only capture what happens after a crime occurs rather than preventing it.

The Electric Guard Dog Solar Powered Fence is designed to stop crime before it happens.

This monitored perimeter security solution combines a highly visible electric fence with alarms, lights, and 24/7 monitoring to deter intruders the moment they approach your property. Solar-powered technology allows the system to operate independently of facility power, making it ideal for large outdoor equipment yards.

When equipment is stolen or damaged, landscaping crews can’t serve customers and revenue is lost. AMAROK helps stop theft before it disrupts your business.

Protect Your Turf from Theft with AMAROK.

<p>The post The Electric Guard Dog Solar Powered Fence by AMAROK: A Smarter Way to Protect Landscaping Yards first appeared on Landscape Management.</p>

New tools are hitting the market faster than most companies can evaluate them, let alone deploy them. Artificial intelligence platforms, scheduling software, estimating tools, communication systems, equipment monitoring technology and hardware such as autonomous mowers and soon-to-be humanoid robotics. There is something new every single week. The companies that figure out how to leverage it are going to pull away from the ones that do not.

A change in perspective

Last month, I was on a plane coming back from a conference in Florida, sitting next to one of my team members. We had a few hours, and I looked over at what he was building. Right there on that flight, he put together a full weather-based decision-making tool. Rain day cancellations, crew reassignments, client communication protocols. The whole thing was built from scratch on a laptop at 35,000 feet. Basically free. Three hours from start to finish.

What shocked me was not just the tool itself, but what it replaced. There are software products on the market right now designed to solve pieces of that exact problem. But in a matter of hours, he built something more specific to our operation, our clients and the way we run our business than any off-the-shelf product could have done.

That moment clarified something for me. The best technology advantage today is not who can buy the most sophisticated platform. It is who can onboard, implement and leverage the right technology the fastest. If a couple of landscapers can build a weather app in three hours, the barrier to new tech is basically gone. That means we are going to see a tidal wave of new products hitting this industry. Get ready.

Future-proofing your business

That experience, along with everything else we have been navigating on the technology front, led us to make a decision I believe every landscaping company will eventually make. We created a dedicated technology and innovation manager role filled by Sean Laux.

This is not an IT position. In fact, Sean has no IT or service-based responsibilities at all. He is not someone who manages our Wi-Fi or resets passwords. Instead, he owns the intersection of operations and technology. His duties are to evaluate new tools, build custom AI solutions, lead implementation, train the team, audit adoption after rollout and stay ahead of what is coming before the rest of the market finds it.

I believe positions like Sean’s will be standard across the industry within five years. The companies that make the hire now will have a significant head start.

Most companies are not struggling with technology because they have ignored it. They are struggling because they underestimated what implementation takes. They got excited during a demo and pulled the trigger, but they did not build the process around it. They did not get buy-in from the team. They did not create accountability for adoption. And six months later, the tool is sitting unused while the monthly subscription keeps hitting the credit card. If you are wondering how I know this, it is because I have done it. More than once.

Three steps forward

Here are three key steps you can take in the short term to make sure your team is staying on the cutting edge:

1. Audit what you have. List every software subscription and platform you are currently paying for. Then, honestly grade how well each one is being used.

2. Assign an owner. Who in your company is responsible for technology adoption right now? If the answer is nobody, that is your first problem to solve. Even if you cannot hire som eone full-time, make sure there is a single-threaded leader.

3. Pick one thing and go all the way. Choose one tool or process you want to improve with technology. Implement it fully before you add the next thing. Adoption takes real time and real attention.

The pace is not slowing down. AI, robotics, autonomous equipment, tools your own team can build on a plane ride. It is all here, and it is only going to accelerate.

You can drown in the noise, or you can ride the wave. We are choosing the wave. Every single time. Come join us. 

<p>The post Future‑proof your landscape business first appeared on Landscape Management.</p>

That’s where smart irrigation controllers present landscape contractors with an opportunity to address those concerns while opening the door to stronger customer relationships.

Smart controllers use weather data and site conditions to automatically adapt irrigation schedules to meet plant water needs. This reduces water waste and promotes a healthier landscape compared to a fixed watering schedule that doesn’t account for rainfall or temperature variations.

The key to selling smart controllers requires translating those features into outcomes. Property owners care less about evapotranspiration rates and more about lower water bills, healthier landscapes and fewer headaches. By demonstrating the benefits, contractors can turn water efficiency into revenue growth.

Use audits to uncover opportunity

The most effective way to sell smart controllers is to begin with a site evaluation. Conducting an irrigation audit allows contractors to document inefficiencies, such as mismatched precipitation rates, outdated programming or signs of chronic overwatering.

Presenting clients with real data, including estimated water waste and potential savings, transforms the conversation from a sales pitch into a professional recommendation. Visual reports, before-and-after comparisons and projected return on investment help decision-makers justify the upgrade.

Calculate the long-term savings

With audit data in hand, the next step is to demonstrate the long-term financial return to the customer. While there is an upfront investment for smart controllers, contractors can help customers understand the savings potential by calculating projected water reductions.

A simple formula can frame the discussion:

Irrigated area × cost per gallon × gallons reduced = potential savings.

Smart controllers automatically adjust to weather, cutting unnecessary watering to lower utility bills. They also boost operational efficiency, reduce service calls and help contractors stand out in a competitive market

Emphasize control and convenience

Smart controllers can provide remote site management through mobile applications, eliminating manual inputs at the controller.  

This added accessibility provides peace of mind. If rain is forecast or unexpected weather occurs, schedules can be adjusted quickly without an on-site visit. When coupled with an on-site rain sensor, customers no longer must worry about systems running during or after rainfall events, which can waste water and create landscape health issues.

Align with evolving regulations and sustainability goals

Positioning smart technology as a way to future-proof properties against tightening regulations can resonate strongly with commercial property managers and homeowners. 

Smart technology also aligns with customers’ environment, social and governance (ESG) goals, as documented water savings strengthen their sustainability commitments.

Present upgrades as growth

Smart controllers can be incorporated into both new installations and existing systems, creating multiple touchpoints for service opportunities. For new builds, they can be positioned as a standard best practice rather than an optional add-on. For existing clients, they offer a natural upsell opportunity during seasonal maintenance, renovations or system retrofits.

Successful sellers educate customers on how the potential for savings, regulatory alignment and operational efficiencies are investments rather than expenses.

As water conservation shapes the industry, smart irrigation is becoming standard.  Contractors who lead with data and long-term value are better equipped to meet evolving client expectations. 

Oster is the senior category manager for SiteOne Landscape Supply. He can be reached at TOster@siteone.com.

<p>The post How contractors can cut water use, lower bills and win more clients first appeared on Landscape Management.</p>

By empowering home service professionals to establish their own virtual storefronts, Contractor Commerce offers a modern buying experience, fully aligned with the way consumers seek information on the web, including through guided buying journeys and seamless purchasing flows. With conversational buying, Contractor Commerce embeds AI directly into the shopping experience, allowing the end consumer to enjoy a more natural, personalized and responsive process.

“This shift from guided to conversational shopping builds on everything we’ve done up to this point,” said Paul Redman, president of Contractor Commerce. “Our goal has always been to help contractors meet homeowners where they are. This advanced and intuitive approach will further that goal, and cement Contractor Commerce as a category leader.”

Contractor Commerce’s expanded capabilities are designed to reflect how homeowners buy today: researching options, comparing pricing and making decisions in a time and place that’s most convenient to them. Features include:

• An image upload option, allowing homeowners to submit photos of their home systems to receive specific, real-time recommendations.
• Robust pricing tools, including quote comparisons and full rebate integration, enabling homeowners to fully assess their options and understand the fine print.
• An AI agent-guided buying journey, providing homeowners with personalized assistance even when they are not fully sure what types of services they need.

“Our conversational buying platform is made for contractors, not retailers,” Redman said. “The goal is to help businesses establish trust, improve their lead qualification process and capture after-hours demand, all while providing customers with a frictionless shopping experience.”

<p>The post Contractor Commerce debuts AI-powered conversational buying experience first appeared on Landscape Management.</p>

How willing everyone is to help is his favorite part about the green industry. Having businesses in different industries, Brennan says this one is by far the most helpful.

“Your direct competitors will discuss important details in regard to how they run their business, and they may literally have customers on the same street you do,” he says.

Three years into the business, he says they’re trying to catch up quickly and grow a solid company. One way they do that is by going to industry events to learn new techniques and best practices that will help them pass their competitors.

This past December, Brennan attended Landscape Management’s Growth Summit in Orlando, Fla. The three-day event brought together lawn care professionals from across the country to network with other owners, learn from leading supplier partners and demo new equipment and products.

The Growth Summit was also the perfect example of professionals coming together to help one another. From the one-on-one conversations to the educational sessions, they were all open and honest about what has worked for their companies — and that’s what Brennan says he enjoyed the most. He was paired with another Michigan fertilizer owner, Steve VanNoord, which he says was the most valuable aspect of the event for him.

“We learned a lot from Steve. We already have some things we’ve changed in terms of process, and it drove home the idea of density and efficiency,” Brennan says. “He’s very Six-Sigma in how he runs his business, and his results aren’t normal.”

Since the Growth Summit, Brennan has taken five of his team members across the state to visit VanNoord and his team. From what they learned during the visit, Brennan says they plan to focus more on neighbors going forward, as well as charging difficult customers more money or dropping them.

Being able to pick the brains of all his fellow participants was helpful and something that will continue to impact his business for the months and years to come. Another takeaway he had from the Growth Summit was to hammer fungus with nitrogen instead of using a dedicated fungus program. He also hired an employee out of Nicaragua to answer their phones, which is like the business model of another attendee.

For anyone who attends the Growth Summit in the future, he recommends they take advantage of the time with other participants.

“I’m introverted, and I don’t like networking,” Brennan says. “But when there are only like 30 of us, it’s easier to make a good relationship and open up with someone who may be doing things different or better.”

One of the equipment suppliers that stood out to him at the Growth Summit was Turfco. Brennan says he was impressed with their suspension set up, which reduces the chance of rollovers — which happened to his team last year with a different brand. He says he also liked that Stinger Equipment showcased a smaller ride-on aerator.

“We want to get away from manually pushing an aerator,” Brennan says. “We want to either move to liquid or get a stand on.”

For any lawn care professional thinking about attending the event, Brennan encourages them to apply and says they are likely to come away with good insight.

“It’s a different set up than other events, and different is good,” Brennan says. “It’s good to change the way you look at things or experience things.”

<p>The post Peer learning drives professional growth at the Summer Growth Summit first appeared on Landscape Management.</p>

28-0-0 GatewayGreene is not just another nitrogen product — it’s your turf’s go-to for vibrant green color, controlled growth, and performance that lasts. Formulated with enhanced efficiency technology, this liquid nitrogen blend delivers predictable results without the spike-and-crash of conventional fertilizers. Safe for all turf types from warm-season fairways to cool-season residential lawns.

<p>The post Greene County Fertilizer Company: 28-0-0 GatewayGreene Enhanced Efficiency Liquid Nitrogen Blend first appeared on Landscape Management.</p>

<p>The post LM Gallery: April 2026 first appeared on Landscape Management.</p>

With a degree in industrial engineering, maximizing efficiencies with robotics became his area of expertise. But while he was speeding up efficiencies for others, he was missing out at home.

“I was constantly traveling for my previous work,” Hannon says. “We have a 4-year-old who’s soon to be 5, and when she was born, I was missing events and first milestones, traveling for my corporate job. I wanted to find something that I could be good at, having the industrial engineering background and the space of designing processes and workflows.”

It was while at a trade show for the logistics industry that Hannon came across a booth that was an advisor to people seeking franchising opportunities. 

“I’d always wanted to own my own thing,” Hannon says. “I decided to check it out.”

In July of 2024, Hannon became the owner of a U.S. Lawns franchise in Atlantic City, Vineland and Sewell, N.J. He had $550,000 in revenue in 2025 and already has $410,000 in revenue in 2026.

Now he hopes to take his expertise in robotics, along with his competitive spirit, to make his U.S. Lawns territory one of the strongest in the network, while also never missing an opportunity to take his daughter to the bus stop.

Time for nine

Hannon graduated with a Bachelor of Science in industrial engineering from Elizabethtown (Pa.) College, where he also competed on the swim team for four years, serving as a captain for three years. 

He’s always been competitive, he says.

“Since joining U.S. Lawns, I’ve wanted to be in the top 10 percent of all franchises,” he says. “I’m just a competitve person — even in my golf league, I want my team to win.”

When Hannon started considering the franchisee opportunity seriously, he didn’t just look at the lawn care and landscape industry. The other top contenders were running a swimming school or a mobile gym company.

“We thought all three had potential. The biggest reason for choosing U.S. Lawns was it was more recession-proof,” Hannon says. “The commercial properties that you manage must stay clean-cut. Even if the person inside the warehouse goes out of business in a recession, the people trying to sell, or at least the warehouse, they need the place looking good.”

When Hannon started researching U.S. Lawns, he admits he was a little “different and picky.” He asked the company to give him the names of three owners who were the best in their class; three owners who were about a year in; and three owners who were struggling to “get the full picture.”

“I had nine conversations,” Hannon says. “Everybody was open about it, and that was the big selling point — they didn’t shy away from letting us know, from letting us talk to anybody.”

The robots are coming

Hannon’s core business is landscape maintenance and enhancement, almost entirely commercial. HOAs, commercial sites and apartment complexes are his “bread and butter.” The company is also expanding into artificial turf and artificial golf green installations, especially in the Atlantic City region, where customers want less maintenance in favor of more beach time.

He says he enjoys the outdoor work and has always loved taking care of his own yard. He isn’t always on jobsites — much of his time is spent on billing and creating proposals for new clients.

Business is steadily growing for Hannon, and he’s happy that he had 95 percent retention of his clients from 2025 to 2026. The five percent he lost was by his choice. The key to his success, he says, is that he demands excellence of everyone on the crew.

“I don’t accept anything less than our standards,” he says. “People make errors, I’m fine with that — everybody’s human — but I don’t like seeing the same mistake twice. I don’t like having the same conversation twice. Last year, we went through four crew leads by May, because it wasn’t the standard I needed. And once we found the right people, we were good to go.”

Now that he has the right people, he’s excited to add the right tools to get more work done. A fleet of Scythe autonomous mowers is arriving at his shop soon. With more than a decade of experience working with automation in a different industry, he’s excited to see how he can apply automation to his lawn care business.

“I started my career in 2013, and that whole time was around automation and robotics. So, I have that understanding that allows me to feel more comfortable taking that risk and challenge of bringing it to the green space,” he says. “Look, we’re never going to be in a spot where everything can be done without a person, but those long, monotonous runs with the mower where guys just sit there for eight hours straight mowing one field or multiple fields at the local park? I can put two robotic mowers there and have two guys do all the edging and make sure those soccer fields look perfectly clean and put a good impression on everybody from the town. 

“I’d rather my guys focus on those detailed areas and make sure that the properties are looking as good as they can where the residents go into their office, or the customers enter the facility, versus worrying about cutting three acres behind a warehouse.”

It’s all been an exciting journey for Hannon, and he adds that he loves that he oversees his own schedule now. No more business travel, no more missed milestones with his daughter.

And now, instead of being the one making calls to franchise owners to get their thoughts, he’s the one taking the calls. 

“I get a call once a week from somebody looking to buy a U.S. Lawns territory, and I’ll spend anywhere from 15 minutes to an hour and 15 minutes with them answering questions,” he says. “(The U.S. Lawns) owners did that for me. That support across the network is huge, and I think that is what really helped us stand out.” 

<p>The post Franchise Guide 2026: An industrial engineer’s leap to U.S. lawns first appeared on Landscape Management.</p>

“That thing kind of turned into way more than I ever thought it would,” Kimmell says about the experience, remembering that it was mostly a two-man operation between just himself and the owner. “He had me managing the truck, routing the day, contacting customers, doing lawn analysis. It was pretty much me. He pretty much guided me and taught me everything I know to this day. He gave me a great foundation.”

Kimmell was holding down the fort almost all on his own, and when a new partner joined for the Oklahoma City branch, Kimmell sprayed for them too. But with that kind of workload, life started to get in the way. 

“I started to date my (now) wife, and we ended up getting engaged,” Kimmell says. “And Weed Man actually operated out of our rental house.”

So after a few more years, Kimmell and his wife moved back home to Pond Creek, Okla., (with its population of less than 1,000). Kimmell says he got his own spray license and tank and just “did it on my own” while working at a natural gas company as his new main gig. 

“It’s something that I’ve done ever since,” he says. “I always serviced yards. I would use vacation to go service yards, work on the weekends servicing yards.”

A new chapter 

In 2018, Kimmell changed things up again and became a volunteer firefighter, and it immediately changed his life after one of his first calls to action. 

“A really good friend of mine’s dad had a stroke,” he says. “And it was just very humbling because I was there to help not only my friend’s dad who I had known forever in small town America. So, being there to get him to the hospital and be there for my friend, I immediately thought, ‘How can I get into this? How can I be a career fireman just to be there for people?’”

He ended up getting into EMT classes to become a career fireman, and after three years of working through those, he was able to “get away from the average job” and officially join the fire team, all while still servicing yards through his own company, raising his kids and taking care of his family. 

Kimmell says it went from being a way to make some extra cash to an avenue for building relationships. And like his experience in the lawn care business, he says the fire department helps him feel closer to the community and the people in it. 

“I love meeting people. I love building trust, building community. I love that aspect of it,” he says. “I love the community part. I guess that’s why I love helping people, because you just never know what someone is going through to be helping them.”

Despite the fire department giving Kimmell a newfound sense of fulfillment, he knew there was still room to grow his capabilities, particularly on the lawn care side. In his business, Kimmell Weed Control, he says, “everything was on a piece of paper,” and he needed organizational help to take things to the next level. 

He always had Weed Man in the back of his mind, and in July 2024, more than a decade after his original stint in Oklahoma City, he reached out to his original franchise coordinator and others with the company to ask about the possibility of getting a location next to his hometown in Enid, Okla. 

“They built a territory real quick and presented it to me,” he says. “I just kept going and thought I would see it through unless a door just shut on me. And sure enough, here I am with a Weed Man in Enid, and we seem to be growing pretty quick.”

The franchise life

Getting started with his own Weed Man franchise was a bit easier for Kimmell than most since he’d had experience with the company before, but his rapid growth came from a strong reputation for both the company and his own name, something he says he’s trying to appreciate rather than get overwhelmed by the quick success. 

“It’s really gained a lot of interest, having something new here in Enid for people to choose from,” he says. “They’ve known me for a long time, and they know my name is behind the franchise, and I think that helps a whole lot because I’ve never advertised — it’s all my customers that I’ve had in the past through word of mouth.”

And Weed Man has helped him grow in the ways he’d hoped, validating his decision to engage with the franchise model. Besides getting organized, Kimmell says he sometimes struggled with bigger business decisions like budgeting, when to buy a truck or when to hire extra help. 

Now, he’s able to find guidance with Weed Man’s proven system to scale, and one of the biggest benefits he’s found is being able to take advantage of Weed Man’s software solutions.

“They’ve already failed. They’ve already done the hard stuff. They’ve already done everything where it’s a proven system to scale, grow, provide jobs — which is one thing I really want to do, is provide job opportunities for people,” Kimmell says. “They have a good product that I am excited to talk about.”

Kimmell says he’s good at pushing himself, and he does it a lot through lawn care and firefighting, but it’s also nice to have the franchise push him too, this time with some extra direction and structure in mind.

And when Kimmell was starting out with Weed Man, he was worried that his existing customers from his time as Kimmell Weed Control wouldn’t follow him through the transition. But thanks to that strong foundation he got all those years ago during his first stint with the company (the friendly neighborhood fireman reputation doesn’t hurt), he’s found that not only did they want to stick with him, but now he’s able to offer his customers bigger and better services that wouldn’t have been possible on his own. 

“It’s not a conversation that you have with people all the time; ‘How do you feel about me?’ That’s what’s probably been even crazier is how supportive every one of my customers were that signed up for more stuff than they normally do,” Kimmell says. “That’s been pretty awesome to see the support that people have given.” 

<p>The post Franchise Guide 2026: Volunteer firefighter finds second career as Weed Man franchise owner first appeared on Landscape Management.</p>