The Z1-P gives landscapers the efficiency and benefits of a stand-on mower in a 32-inch deck size that can fit through gates and maneuver around restrictive landscaping. Despite its compact deck size, the operator platform is wider and more comfortable than comparable units, according to Ferris. 

In addition, Ferris will be offering both 36-inch and 52-inch deck sizes in the Z1-P stand-on family later this year. 

Featuring tunable rubber dampers on the platform for a smoother ride tailored to the operator, the Ferris Z1-P includes a 16-inch-wide operator platform for stability and better control on slopes, while outboard cleated footrests offer added support when needed. 

 The Z1-P lineup also features a heavy-duty seven-gauge deck delivering premium cut quality. An ergonomic dash layout includes a one-handed, three-position speed selector, linear control layout and a magnetic height-of-cut pin. A patent-pending high-efficiency AeroMax  blade is engineered to allow operators to mow nearly 20 percent more acres per gallon of gas without sacrificing the consistent cut by the unit’s Ferris iCD+ precision cutting system.   

For the first time in the stand-on segment, select units of this new Ferris Z1-P will feature the Briggs and Stratton CXi 25hp engine with Oil Xtend engine technology that delivers 250-hour oil maintenance intervals to help save money and reduce downtime. 

<p>The post Ferris launches new Z1-P 32-inch compact stand-on mower first appeared on Landscape Management.</p>

When commercial landscaping business owners evaluate fleet upgrades or additions, the conversation usually centers around sticker price, horsepower, equipment specifications and initial financing terms. Post-sale support from the engine manufacturer, including its dealer locations, parts availability and service response time, is treated as an afterthought.

Yet, where a piece of equipment really proves its value is after the sale and out on the jobsite. Assessing an engine manufacturer’s service network before buying equipment is a strategic fleet management decision that keeps crews working and projects on schedule.

The real cost of equipment downtime

When an engine issue occurs on specialized equipment such as commercial aerators, leaf vacuums, sod cutters or stump grinders, the impact is felt immediately across the entire jobsite. Because most crews do not carry duplicates of these types of machines on the trailer, a single engine failure halts project progress and burns paid labor hours.

Focusing only on the upfront purchase price ignores what it costs to maintain an engine over its working life. When equipment sits out of service, the repair bill itself is only one part of the financial impact. The higher costs show up in paying idle crews, rearranging job schedules and missing contractual deadlines.

Seasonal property maintenance relies on tight execution windows, meaning that equipment out of commission for even three days during spring cleanup, turf aeration or fall leaf management can derail an entire week of work. Evaluating local engine manufacturer support before buying helps protect against prolonged downtime if an issue arises.

Measuring the operational impact of distance

Operational delays only increase when your service dealer is far away. Transporting broken equipment long distances to an authorized service center wastes fuel, adds wear to trucks and trailers and pulls crew members away from their work.

Standard repair estimates routinely leave out these broader logistical costs. Beyond drive time, dealing with out-of-service equipment forces managers to re-route crews, delay project start dates and overwork remaining fleet assets to cover the gap. To minimize this downtime, fleet managers should verify that an engine manufacturer offers key support capabilities:

• Dealers located near core service territories
• Extended support hours for early morning dispatches and evening maintenance checks
• Late-afternoon order cutoffs for next-day parts delivery

For example, engine manufacturers can address these operational hurdles by offering extended technical support hours and single-shipment order fulfillment.

Reducing downtime risk

Along with proximity and logistics, the quality of the service network plays a major role in keeping equipment on the job. Independent repair shops can lack the backing of factory-supported commercial engine networks, and independent mechanics might use generic aftermarket parts that can wear out and lead to repeated shop visits. In comparison, factory-certified engine dealers stock genuine OEM parts that protect engine life, maintain fuel efficiency and keep engine warranties valid.

This distinction is especially important for today’s equipment engines that feature advanced systems like electronic fuel injection and electronic throttle control. Mechanics using trial-and-error troubleshooting can leave equipment sitting idle for days. Factory-trained technicians use dedicated diagnostic tools to pinpoint issues quickly and make repairs right the first time.

Before buying, fleet managers should ask local engine dealers three direct questions:

• How many routine maintenance parts are stocked on the shelf?
• What is the daily order cutoff time for next-day parts delivery?
• How many factory-certified technicians are on staff for this engine platform?

Engine support and purchasing decisions

Bringing these questions into the buying process turns service support into measurable purchasing criteria. Evaluating engine manufacturer support before signing a purchase agreement prevents costly surprises later. Engine dealer capacity and support should be a key buyer specification, just like horsepower or equipment capabilities are.

Before signing a contract, contractors should check if the dealer offers field service repairs directly on the jobsite and confirm that the engine manufacturer processes warranty claims quickly to avoid repair delays. Certain commercial engine support programs, such as a typical 48-hour warranty claim standard, demonstrate how structured manufacturer networks work to minimize turnaround times for contractors.

Buying from an engine manufacturer with strong regional support makes it easy to standardize a fleet over time — simplifying crew training, routine maintenance and spare parts inventory across all jobsites.

Price-first vs. value-first fleet management

Equipment uptime depends heavily on local engine dealer proximity, fast parts delivery and specialized technical service skills. Commercial chore equipment is only as reliable as the engine manufacturer standing behind it when an unexpected issue occurs mid-job.

Evaluating total engine service infrastructure alongside the initial purchase price turns equipment from a potential operational challenge into a predictable, revenue-generating asset. Demanding strong engine dealer support, certified technicians and fast parts availability before buying protects field crews, work schedules and the business’ bottom line.

<p>The post How to reduce commercial landscaping fleet downtime with the right engine service network first appeared on Landscape Management.</p>

Equip Exposition, the international landscape, outdoor living and equipment exposition, will be held Oct. 20-23, at the Kentucky Exposition Center in Louisville, Ky. The event will bring landscape professionals and contractors together this year with industry experts, dealers, business experts, industry leaders and equipment manufacturers for four days of hands-on equipment demonstrations, business education and networking that provides answers. 

“Landscapers aren’t just coming to Equip this year to see what’s new — they’re here to learn how to compete and thrive given uncertainty around interest rates, fuel costs, immigration policy and many other key drivers of our industry,” says Kris Kiser, president and CEO of the Outdoor Power Equipment Institute (OPEI), which owns and manages Equip Exposition. “Those who attend in 2026 will definitely have an edge given what Equip will be delivering this year.” 

Here are five major business challenges facing landscape professionals and the ways Equip aims to help tackle them. 

1. Finding and keeping a skilled workforce 

Finding qualified employees is difficult, and keeping good ones and developing them into effective crew leaders can be just as challenging. 

Equip Academy’s Leadership and Culture education track focuses on building stronger teams, developing leaders and creating workplace cultures that support productivity, accountability and employee retention. Select crew leadership education is also offered in Spanish, helping companies invest in the development of more members of their workforce. 

2.  Controlling costs while protecting profit margins 

Rising labor, fuel, equipment, material, insurance and operating expenses put constant pressure on landscape company margins. Landscapers and contractors have to understand what work actually costs, price it appropriately and identify where profit may be slipping away. 

Several of Equip Academy’s education programs address bidding, sales processes, revenue opportunities and, importantly, profit leaks. Additional business education gives owners and managers opportunities to benchmark their operations and learn from other successful landscape companies. 

Nearly 1,100 exhibits also give contractors the opportunity to compare equipment, technology, products and services in one place and evaluate which investments make the most sense for their operations. 

3.  Doing more work with fewer people 

When labor is difficult to find, productivity becomes increasingly important. The question for many contractors is simple: How can each crew accomplish more during the workday? 

Equip Expo’s 30-acre Outdoor Demo Yard gives landscape professionals the opportunity to operate equipment before they buy it. Contractors can compare machines and technologies and evaluate firsthand how new equipment might improve productivity, reduce manual labor or help crews work more efficiently. 

The UTV Driving Experience provides another hands-on opportunity to compare vehicles under real-world conditions. 

Inside the exhibit halls, attendees can explore the latest developments in outdoor power equipment, software, robotics, connected products and other technologies.  

4. Winning — and keeping — profitable customers 

Growing a landscape company isn’t simply about adding more customers. Contractors need the right customers, profitable work and opportunities to increase the value of existing relationships. 

Equip Academy offers education to help contractors strengthen the sales process, improve bidding and uncover additional revenue opportunities with existing customers. 

Equip also gives landscape businesses an opportunity to explore entirely new profit centers and adjacent services with education and exhibits covering services such as landscape lighting, irrigation, tree care and hardscaping. 

The new Tree Care Arena combines demonstrations and education for professionals interested in tree care, while the co-located Hardscape North America provides access to hardscape products, equipment, demonstrations and education.

5.  Building a business ready for what’s next 

Economic uncertainty, changing customer expectations, rising costs and rapid advances in equipment and technology make long-term planning increasingly complicated. 

Equip Academy’s Scaling the Business programming explores the stages of company growth, organizational structure and lessons from successful landscape business owners. Contractors can also investigate new services and technologies that may help diversify revenue and strengthen their operations. 

Just as important are the conversations that happen outside the classroom. Equip gives attendees an opportunity to compare notes, ask questions and learn how their peers are responding to many of the same challenges through a dozen networking events, including at Energize, the Welcome Reception, the new Paristown Point closing party and other gatherings.  

More than an equipment show 

Equip combines nearly 1,100 exhibits, a 30-acre outdoor demonstration area, hands-on equipment experiences, Equip Academy education, the Tree Care Arena, Hardscape North America and contractor networking opportunities in one place. 

For landscape professionals, that means the opportunity to see what’s new while also addressing the bigger question: What can make my business better? 

“Landscape contractors are entrepreneurs,” said Kiser. “They’re constantly looking for ways to improve their operations, take care of their people, serve their customers and build stronger companies. Equip Expo gives them the opportunity to see, learn, test and connect — all during Equip.” 

Equip attendees come from across the U.S. and 52 countries. For registration, education schedules and additional information, visit the Equip Expo website.

<p>The post Equip Expo’s top five business challenges to tackle at this year’s show first appeared on Landscape Management.</p>

Coxreels stainless-steel reel spools and frames will remain 302/304 grade stainless and are optionally available in an electro-polished finish for additional corrosion resistance. The 302/304 and 316 options are the two primary stainless-steel types used in the reel industry. With inherent metallurgical differences, each category offers different levels of corrosion protection and cost.

The 302/304 are the most commonly used stainless steels and are found in most applications where corrosion-resistant steel is required such as food and beverage, sanitation, dairy, pharma, appliances and sinks. The 316 grade stainless steel is commonly considered the most corrosion resistance of the stainless steel grades and can be up to four times more resistant to corrosion than 302/304, according to the company.

Selecting the proper stainless grade for the application is important to balance the cost vs. needed corrosion resistance. Coxreels stated 316 is usually recommended for marine applications, some acidic fluids, chemicals that end in “ine” such as chlorine and bromine, and is also often specified when long-lasting appearance is desired.

<p>The post Coxreels expands stainless steel reel line with 304 and 316 grade options first appeared on Landscape Management.</p>

The new name reflects the company’s expanded mission, from AI assistant to full operating system for the green industry. The team, leadership and customer relationships are unchanged, according to the company.

Landscape companies can already run six to eight software systems: ERPs, accounting, payroll, fleet and CRM. These systems of record store what happened, but don’t always do the work. Bigzy aims to be a system of action that sits on top of the tools a company already uses, such as Aspire, NetSuite, QuickBooks, ADP, Fleetio and HubSpot, without migration or replacement. It then puts AI agents, skills and long-running autonomous tasks built specifically for the landscape industry to work. 

Bigzy works in the background on the repetitive work that consumes every role’s day, and people stay in control through approval gates they set. Operators decide how much autonomy each workflow gets, from suggest, to draft, to fully automatic with human checkpoints. 

An expanded operating system

The new Bigzy platform handles: 

• A morning today feed of next-best actions, each backed by evidence — from upsell opportunities spotted in crew photos to renewals coming due. 
• Bigzy Docs, which produces branded proposals, service reports, change orders, renewals and site-walk recaps by conversation, published as tracked links customers can review, sign and approve. 
• A contract-to-operations engine that turns a signed contract into a full year of scheduled obligations, tickets and crew-hour estimates. 
• Echo, which turns crew huddles, site walks and safety meetings into briefs, action items and tickets. 
• VibeScaping, which is like having a professional landscape architect by your side. It creates before-and-after renders and design packets, builds plant and material palettes priced from the company’s own knowledge base and connects to procurement with local growers and bulk wholesale suppliers. Account managers use it to close enhancement sales on the spot, turning designs around in minutes instead of days, according to Bigzy.
• Inventory and procurement, a year-round service calendar, role-aware Insights with sourced numbers, and a company Knowledge Base that makes every SOP, contract and price book usable, with citations. 

Agents, skills and NightShift

At the core of V2 are GroundSkills, a marketplace of role agents and dozens of landscape-specific skills that companies can use, build themselves or adopt from industry experts. Each skill is measured by runs, success rate and time saved. NightShift runs long-horizon background loops overnight across areas such as client health and renewals, lead-to-contract, season execution, dispatch, materials planning, compliance and accounts receivable. Finished work waits for approval at 6 a.m. 

Every photo, conversation and document feeds Property Memory, a living record of each property that makes Bigzy a better operator for that specific business the longer it is used. 

The native Bigzy app brings the platform to crews and account managers. It is voice-first, glove-friendly and fully bilingual in English and Spanish. With “Hey Bigzy,” field teams can create tickets, start huddles, build reports and launch designs by voice. Field Snaps turn a photo and a voice note into a permanent, geotagged property record, and a crew member’s note in Spanish can become a polished client update in English. 

“ERPs record the work. Bigzy does the work,” said Scott Hutcheon, founder and CEO of Bigzy. “We’re building the infrastructure for autonomous landscape companies. Bigzy handles the repetitive work in the background, every role on the team gets an AI teammate that knows their job, and people approve instead of grind. Our customers work less, see more and keep more margin on every property.” 

The Bigzy V2 platform is available now with free access and 30-minute live demos. The Bigzy mobile app is available on the Apple App Store and Google Play. 

<p>The post HeyFlora rebrands to Bigzy, launches V2 AI operating system for landscape companies first appeared on Landscape Management.</p>

Its release follows two decades of breeding, research and field evaluation. HighPoint’s story began in 2006 at Oklahoma State University (OSU), where turfgrass breeder Yanqi Wu, Ph.D., and the Department of Plant and Soil Sciences began developing and evaluating new Bermudagrass lines that would eventually be tested under a wide range of growing conditions. 

In 2016, OSU, A-G Sod Farms and Sod Solutions launched the Turf Research Bermuda California (TRBC) project, a collaborative effort to evaluate more than 100 Bermudagrass selections, including experimental lines from the OSU breeding program and industry-standard varieties, under California growing conditions. 

The objective was straightforward but ambitious: identify a Bermudagrass capable of thriving in Southern and Central California while delivering traits growers and turf managers value heavily. Over the next decade, researchers and growers narrowed the field to a single selection that could meet the needs of sod producers, sports turf managers, golf course superintendents and landscape professionals. 

Researchers sought a variety capable of helping meet California’s evolving water-use demands while providing a viable warm-season alternative for landscapes traditionally planted with tall fescue and Kentucky bluegrass. To achieve that objective, they prioritized improved winter color retention, drought tolerance, dark genetic color, reduced seedhead production and lower vertical growth. Just as importantly, they wanted a grass that could perform consistently across environments and management conditions. 

To begin the search, more than 100 Bermudagrass selections, including experimental lines from the OSU breeding program and industry standards, were planted at A-G Sod Farms in Nuevo, Calif. 

Over the next several years, researchers, Sod Solutions agronomists and sod farm personnel evaluated each entry under California growing conditions and collected data. By 2019, the field had been narrowed to just 11 lines that advanced to a second phase of testing in Nuevo and Fresno, Calif., where the focus shifted to characteristics critical to both production and performance, including drought tolerance, cold tolerance and sod strength. As testing intensified, the field narrowed and four selections advanced to the final phase. Larger trial plots were established in Nuevo and Selma in 2021, allowing researchers to evaluate key production and performance characteristics while generating enough plant material for future expansion. Winter color evaluations and dry-down testing followed. 

Experimental line OKC-09, identified as experimental line 1337 in OSU’s National Turfgrass Evaluation Program (NTEP) trials, consistently delivered strong summer performance, excellent drought recovery and the highest tensile strength among the final candidates. Results remained consistent across both trial locations. 

The larger plots also provided an opportunity to evaluate how the selections performed throughout the production cycle, from establishment through post-harvest recovery. Those observations provided valuable insight into the variety’s production potential and generated information future growers can use. According to the final TRBC findings, OKC-09 demonstrated the strongest overall performance among the remaining selections and was ultimately selected for release. That selection would later receive its commercial name: HighPoint Bermudagrass. 

For Larry LeMay, president of A-G Sod Farms and current president of Turfgrass Producers International, the selection represented the culmination of more than a decade of evaluation through the TRBC project. Over the course of the program, A-G hosted and evaluated more than 124 experimental and named Bermudagrass selections, narrowing the field to one commercial release.

“To get it down to one that made the grade after 10 or 11 years, it was quite a process,” he explained. 

Why HighPoint matters 

The Bermudagrass market is crowded with proven performers, making meaningful differentiation increasingly difficult, according to Sod Solutions. HighPoint enters that market with a combination of characteristics rarely found together in a single variety. 

Developed as a premium, interspecific hybrid, HighPoint represents the next generation of Bermudagrass breeding, bringing together improved cold tolerance, drought efficiency, wear tolerance and sod strength in a single variety. The result is a versatile Bermudagrass designed for the Transition Zone and other warm-season growing regions. 

Its fine leaf texture, dense canopy and rich green genetic color contribute to strong visual quality while maintaining the durability required for high-traffic environments. Low seedhead production helps preserve a cleaner appearance throughout the growing season while reducing one of the common aesthetic challenges associated with Bermudagrass. 

HighPoint has also demonstrated excellent sod tensile strength, helping improve harvest efficiency while providing durability during transportation and installation. Combined with strong traffic recovery and drought performance, the variety offers a well-rounded option for a wide range of turf applications, according to the company.

“We used nationwide standards, which helped select a grass that could adapt well not only for Southern California, but also for the Transition Zone and beyond,” said Roberto Gurgel, director of research for Sod Solutions.

That broader approach ultimately helped identify a variety capable of performing across a wide range of environments while meeting the needs of both growers and end-users. According to Gurgel, HighPoint’s rapid regrowth and tensile strength further separated it throughout the evaluation process. 

From research to real applications

Earlier this year, LeMay hosted a small group of sod producers from across the country for a firsthand look at HighPoint as the variety moves toward broader commercial production. The gathering provided an opportunity to evaluate the grass in the field, discuss production considerations and share perspectives on where it may fit within different markets. 

After more than a decade of evaluation, it provided an opportunity to share the variety with producers who may help shape its next chapter. It was also one of the few opportunities in recent years to host a group of sod producers at his farm, something LeMay said made the day especially meaningful.

“You can learn so much by being around other growers,” he said. “To have these top guys out at the farm to see the work we’ve gone through, and have dinner and lunch with them, it was a very special day.” 

Sod Solutions stated producers in attendance complimented the operation and were impressed by what they saw from HighPoint in a production setting. Color, density and low seedhead production were among the characteristics that drew the most attention. Growers also noted the variety’s ability to perform under lower mowing heights, highlighting its potential beyond the residential market in golf and sports turf settings. 

According to LeMay, HighPoint breeder Wu of OSU conducted extensive cold-tolerance research on the selection, evaluating how it responds to low temperatures and recovers as conditions warm. Those findings, combined with years of field observations in California, have helped fuel interest in HighPoint’s ability to perform beyond traditional Bermudagrass markets.

“It has the ability to not only do well in the Sun Belt states, which most bermudas do well in, but it appears that it has good potential and winter hardiness to go up into and maybe past the Transition Zone,” LeMay said. 

Producers are also paying close attention to traits that could help extend seasonal color and reduce the need for overseeding, particularly in areas where winter appearance remains an important consideration. LeMay noted that a nearby California golf course is currently evaluating HighPoint on a tee box as part of that effort. Now, a handful of experienced Bermudagrass growers in Colorado, Missouri and Tennessee have purchased plant material for production and evaluation.

<p>The post Sod Solutions launches HighPoint Bermudagrass for increased cold tolerance, drought efficiency and more first appeared on Landscape Management.</p>

For most landscape companies, the answer isn’t a new market or acquisition. It’s the customer you already have. Three books on my shelf make the case for growing into adjacencies built on relationships and capabilities you’ve already earned, and they answer three questions: Where do the best adjacencies come from, what assets are you sitting on and how do you execute the cross-sell?

“Beyond the Core” 

Chris Zook’s follow-up to “Profit from the Core” tackles the natural next question, which is “Once your core is strong, where do you expand?” His answer is adjacencies, businesses, geographies or customer segments that sit right next to what you already do well.

The key word is “next to.” Zook’s research shows the strongest adjacencies build directly on existing strengths and customer relationships rather than requiring capabilities you don’t have. For a maintenance company, that’s not a stretch into a totally different industry. It’s irrigation, lighting and seasonal enhancements sold to the maintenance clients your crews already visit every week.

Zook is also clear about failure modes. Adjacency moves fail when leaders underestimate how much core capability the new business requires. A design/build arm sounds simple until it needs different sales skills, scheduling and margins than maintenance does. The fix is a repeatable formula; once you’ve cross-sold irrigation to one branch’s clients, run that same playbook at the next branch instead of reinventing it.

“Unstoppable” 

If “Beyond the Core” tells you where to look, “Unstoppable” tells you what you’re looking for: hidden assets. Zook found that stalled companies almost always have under-leveraged capabilities, undervalued customer relationships or underused platforms sitting in plain sight.

Across a multi-brand group like ours, a branch with idle design/build capacity in slow months could serve a sister brand’s maintenance clients. A route with high customer density could carry holiday lighting or snow, even if nobody’s framed it that way.

Zook’s “outside-in” trick is to look at your capabilities through the customer’s eyes, not your org chart. A homeowner doesn’t see “the maintenance division” and “the enhancements division.” They see one company that takes care of their property. The hidden asset is the trust you’ve already built, and most companies aren’t using it.

“The Organic Growth Playbook” 

The first two books tell you where adjacency growth comes from. “The Organic Growth Playbook,” by Bernie Jaworski and Robert Lurie, is about not messing up the execution. Their central finding is that growth strategies fail in the last mile, the gap between a plan on paper and an actual change in customer behavior.

Two ideas matter most. First, growth gets starved if it’s not deliberately prioritized over defense. Protecting current work often feels urgent; cross-selling frequently feels optional. The result is that account managers prioritize protecting current revenue streams and don’t find time to cross-sell. “Feeding growth,” however, doesn’t require a new headcount you can’t afford. The account managers already talking to clients every week can carry the cross-sell, but only if their comp plan rewards it. Remember the saying, “You get what you pay for.” If we pay people to defend accounts, then that’s all they’ll do.

Second, map the “demand landscape.” Don’t just focus on the services you currently sell. Identify everything a homeowner needs across the life of their property (lawn care, irrigation, lighting, seasonal color, snow, holiday displays, etc.).  

“Beyond the Core” says grow into what’s adjacent to your existing customers. “Unstoppable” says look harder, you probably already have the asset you need. And “The Organic Growth Playbook” says don’t assume it’ll happen on its own; resource it and map the full demand landscape. Put those together and the growth that follows a strong core doesn’t require a new acquisition. It requires looking at the customers you already serve and asking what else they need. 

<p>The post Growing beyond the core: What three books teach landscape companies about cross-selling first appeared on Landscape Management.</p>

Unfortunately, Steve had run out of options. Lying peacefully on a hospital bed set up in his living room, he reflected on his business. He thought back over 60 years with his late wife. He smiled thinking about his children, grandchildren and great-grandchildren. Then he took his last breath, and, with that, he exited his business with no exit plan in place. After Steve’s memorial service, his business assets were liquidated during probate.  

Steve had a good life. He accumulated wealth. He enjoyed time with his family. He died in his own home, surrounded by loved ones. However, Steve’s legacy could have been different. Earlier in his life, he had more options. But these options expired, one by one, until there were no options left.  

There was a time when his two sons were interested in taking over the family business. They were more than capable after spending years working in and watching their father lead the business. But this option expired when both sons grew tired of waiting for their father to step aside and found meaningful careers elsewhere. 

Other options expired as well. Offers to sell the business were not pursued. Employee ownership was never seriously considered. Key employees who could have stepped into leadership roles left for the same reasons as Steve’s two sons, leaving the bench empty. 

And finally, the option for a smooth disposition of Steve’s assets was extinguished upon his passing. Without a plan in place, his estate was left to his eldest son to probate. This process was time-consuming, expensive and involved months of investigation to uncover all the details necessary to close his estate. Steve’s eldest son accepted responsibility as his personal representative, but the probate process consumed over a year of his life. All of this could have been avoided had Steve taken time to plan for his exit. 

Options are valuable, but they expire. Business owners who take action to secure their exit plans before it’s needed have the most options. Those who procrastinate leave themselves and their loved ones with fewer options, or in the extreme, none at all. 

Steve lived a long life and let his options expire. But imagine if Steve passed unexpectedly when he was in his 30s or 40s, before his two sons were mature enough to take over the business. With an exit plan in place, his legacy would have been secured by the exercise of one of the many options available. Without an exit plan in place, his legacy would have been that he left a mess to clean up at the worst possible time. 

None of us like to think about these things. But ignoring them only results in fewer options and puts our legacies at risk. How about you? Do you have your exit plan in place, even if you don’t plan to exit anytime soon? If not, what should I tell your family when they call me for help? 

Now go forth. 

<p>The post Why every business owner needs an exit plan before it’s too late first appeared on Landscape Management.</p>

The time since I graduated from college is measured in decades instead of years, and things have changed mightily. The Ophiobolus patch that Joseph Troll, Ph.D., at the University of Massachusetts Amherst insisted that we understand inside and out no longer exists. 

Well, that’s not exactly true. The constant drumbeat of new research has led pathologists to more accurately describe the disease — today it’s called take-all patch. So too the way we treat it: In his 1962 textbook, “Diseases of Turfgrass,” Houston Couch, Ph.D., recommended applications of phenylmercury acetate for control. In fact, none of the fungicides Couch mentions in his book remain on the market (thank goodness).

This is a fantastic example of the adage that you do not go to school to learn specifics, per se. Rather, you go to school to learn how to learn. Knowledge is constantly evolving, changing and rearranging. What was gospel one year can easily be tossed upon the ash heap the next. To keep pace professionally, you must make it a priority to keep learning all the time. The trick is figuring out how to keep up with the evolution.

One way to do this is to attend a turfgrass field day event. This past July, I hopped into my car and headed to the annual Rutgers Turfgrass Research Field Days in New Jersey. This event was held over two days, the first of which focused on golf, while the second focused on lawn and sports turf. Their research farm in Freehold, N.J., has 150 acres of turfgrasses, plus plenty of weeds, insects and diseases to boot.

Events like this are mini classrooms for field personnel. There, I met one lawn care colleague who brought a dozen or so lawn specialists along with them for a day of training that they will be able to put into practice immediately. Hearing from top turfgrass experts and seeing their work in person is a powerful experience.

Universities across the nation hold turfgrass field days all summer. You should attend them. During the winter off-season, you can still build your team’s knowledge through events hosted by universities and state associations.

It’s not all the same old, same old either. I have been working with my colleagues on training presentations to address new pesticide-use requirements under the Endangered Species Act (ESA). Although I am feeling much better about how this effort will impact the landscape industry, it is still the biggest change in how we utilize pesticides since the federal pesticide statute, the Federal Insecticide, Fungicide, and Rodenticide Act (FIFRA), was amended in 1972.

We will not be able to train everyone in one fell swoop, either. This is one of those topics in which you’ll have to hear about it a few times to get a handle on what’s required. If you happen to be part of a state association that hosts a winter training event and you’d like to have someone do a session on ESA compliance, drop me a line. I’m happy to help. 

<p>The post Why turfgrass pros must never stop learning: From Ophiobolus patch to ESA rules first appeared on Landscape Management.</p>

For a brief period each year, a naturally occurring ice bridge creates a path that otherwise does not exist. It isn’t permanent, but it returns season after season when the conditions are right. 

In my opinion, the H-2B program has its own version of an ice bridge.

For landscaping companies that provide both snow removal and green industry services, a legitimate winter H-2B program can create a seasonal pathway that carries an experienced workforce into spring and beyond. 

Spring hiring starts in winter

Congress limits the number of new H-2B workers that may be admitted each fiscal year to 66,000 under the regular statutory cap. Those visas are divided equally into two groups: 33,000 workers for employment beginning between Oct. 1 and March 31, and another 33,000 workers for employment beginning between April 1 and Sept. 30.

For years, demand has far exceeded the number of available visas, particularly for the April allocation. As a result, many employers submit complete, well-prepared petitions and still fail to receive workers simply because the cap has already been reached.

Understanding the ice bridge 

Imagine a company that performs snow removal throughout the winter and landscape maintenance throughout the spring and summer. Instead of treating those as two completely separate hiring events, the company plans both seasons together.

The employer first hires H-2B workers for its legitimate winter need. Because their H-2B employment begins during the first half of the fiscal year, they are counted against the H-2B cap at that time.

When winter ends, the company’s work naturally shifts to spring responsibilities. Rather than replacing its entire workforce, the employer may be able to continue employing many of those same H-2B workers through the appropriate H-2B filings. Since those workers have already been counted against the H-2B cap during that fiscal year, they generally do not need to be counted again during the same fiscal year.

That is the ice bridge. The snow season creates a temporary connection that carries experienced workers from one legitimate seasonal need into another.

Why this matters

Many people assume the greatest benefit of this strategy is avoiding another trip through the spring cap. While that can certainly be priceless, I believe the real value is much bigger.

Instead of spending the busiest weeks of spring interviewing, training and troubleshooting, employers can begin the season with crews that already understand how the business operates. That continuity translates into better service, greater efficiency and a stronger customer experience.

The ice bridge is ultimately about building a workforce, not simply obtaining visas.

The bridge must form naturally

One of the reasons I like the Mackinac analogy is that no one can force an ice bridge to form. The conditions have to be right, and the same is true here.

A company can’t create a snow division simply to obtain cap-exempt workers for landscaping. The winter need must be genuine and independently qualify under the H-2B program. Employers should be able to demonstrate recurring seasonal demand.

Likewise, the spring landscaping position must independently satisfy the H-2B requirements. Each application must establish its own temporary need and comply with the program’s recruitment, wage and filing requirements.

The bridge can last longer 

Another part of the H-2B program that many employers overlook is that this strategy is not limited to a single winter and spring.

An H-2B worker may remain in H-2B status for up to three consecutive years through qualifying extensions and petitions. That means an employer may continue working with experienced employees over multiple seasons rather than annually rebuilding a new workforce.

Think about the Mackinac ice bridge again — each spring, it melts away. But everyone knows it will likely return the following winter if conditions are right.

The same concept applies here; the bridge is temporary, but the strategy is recurring. Companies that plan ahead can continue bringing back experienced workers year after year, creating continuity that extends well beyond a single season. 

<p>The post How the H-2B ice bridge can carry winter crews into spring hiring first appeared on Landscape Management.</p>

“Equipment downtime probably has the largest effect on a landscape contractor’s bottom line,” says Lenny Mangnall, marketing product manager at Beatrice, Neb.-based Exmark Manufacturing. “Not only does it affect productivity, but repairs due to neglect can be costly.”

Industry pros and fleet technicians share their insights and best practices to address common mechanical pinch points to ensure full equipment productivity until winterization.

Micro failures

It’s the small stuff that causes big problems, triggering downtime and grinding a crew to a standstill. That’s why David Mango, fleet mechanic at Omaha, Neb.-based Sun Valley Landscaping, pays particular attention to high-wear components on landscape equipment, including belts, pulleys, idler bearings, filters, hoses, fittings, fuses and switches. On battery-powered equipment, he monitors charging hardware and connections.

Mango relies on detailed maintenance history records and accumulated engine hours to identify potential pain points.

“If I know a particular component typically starts showing problems after a certain number of hours, I don’t wait for it to fail in the field,” he says. “I inspect it and, when appropriate, replace it proactively.”

Choking hazard

The magnitude of dust, chaff and other airborne contaminants skyrockets as late summer turns into fall and cool-season grasses rebound. Equipment pros recommend paying close attention to air intake, radiators and equipment filters to mitigate persistent clogging and potential thermal overload.

Exmark’s Mangnall highlights air and fuel filters for added attention. He recommends checking air filters twice a day, tamping them out to remove loose debris and replacing them when they become unserviceable.

“Blowing the machine off (with a backpack blower) after each job not only helps reduce the potential for weed seed and pests to travel from one jobsite to another, but it allows crews to get rid of the debris before it’s had additional time to pack in and collect moisture, making it harder to remove,” he says.

He also recommends keeping an eye on fuel levels because debris tends to accumulate at the bottom of the tank.

Pieces and parts

Mango doesn’t stock everything. Instead, he maintains parts that have historically had the greatest potential to stop production or have lengthy procurement lead times.

“I use maintenance history and equipment commonality to establish critical inventory levels,” he says. “If we have multiple machines using the same belts, filters, bearings, sensors or other components, those become especially important to have on hand.”

Mango avoids parts emergencies by keeping strong ties with suppliers and using approved backup sources when possible.

Discipline at dusk

While peak summer offers up to 15 hours of usable light, autumn’s compressed daylight schedule leaves zero room for error. As daylight fades, routine equipment inspections are often rushed or skipped entirely.

Bob Marks, president of EMI Landscaping in Macungie, Pa., insists discipline at dusk protects productivity at dawn.

A 30-minute repair deferred until morning directly robs the crew of prime daylight hours they cannot recover in a late-season evening. To prevent morning maintenance bottlenecks, Marks routes all gear through a structured, indoor evening audit. His shop provides overhead lighting and full tool access so crews can service equipment, inspect wear items and stage for the next day. 

To stay efficient, Mangnall suggests crews spend two to three minutes between jobs auditing equipment. This identifies problems early so technicians know what to fix back at the shop.

<p>The post Fall equipment maintenance tips to keep landscape crews running strong first appeared on Landscape Management.</p>

COMPANY Lifescape Colorado

DETAILS Transforming a busy, disconnected landscape, this refined design replaced an oversized water feature, hot tub and outdoor bar with a calm, timeless garden. Layered textures and varying shades of green accented with white blooms enhance the home’s architecture, while the redesigned front yard establishes elegant privacy and a clear sense of arrival.

Transforming the backyard was a heavy lift — literally. With no equipment access, every large stone, mature plant and all construction material was moved by hand. “It required careful planning, additional manpower and a lot of coordination,” says Michael Hupf, previous president of Lifescape Colorado and now Mountain Region president for Mariani Premier Group.

Rather than trying to reinvent the property, the design team focused on complementing the home’s architecture. “We echoed the existing materials by using Colorado Buff stone throughout the project and reused one of the original water features in a completely new way,” Hupf says.

Extending the same restraint used in the stone’s layout, the team took a decidedly minimalist approach to the plantings. “One of my favorite details is how simple the planting palette is,” he says. “We relied on repetition instead of variety. Masses of boxwood, yews, hostas, hydrangeas and peonies create rhythm throughout the garden, and subtle differences in texture become much more noticeable because the palette is restrained.”

This rhythmic approach to the landscape design carries over to the home’s entryway, according to Hupf. “I also love the small front courtyard. It isn’t a large space, but the stone bench, gravel and evergreen plantings create a quiet moment that completely changes how you experience the home before you even reach the front door.”

The firm secured a gold award from the National Association of Landscape Professionals’ 2025 Awards of Excellence program for this project. 

<p>The post Denver garden redesign trades excess for timeless restraint first appeared on Landscape Management.</p>