Analysis of an entrepreneur

First comes who, then comes what. Successful entrepreneurs and managers are able to assemble teams as they pursue their objectives. Somewhere along the way, they implement systems to monitor and control the processes required to achieve their ends. However, it’s the core values, ethics and morals of the leader that drive, empower and determine the success of the organization.

Brian Connors moved from Michigan to the mountains of Northern California in 2001 after working for seven years in the field installing irrigation and landscape lighting systems. Like many of my clients, his move west was in pursuit of new career opportunities combined with his desire for adventure and to explore the Sierra Nevada mountains.

Getting started

For two years he worked as a landscape and hardscape foreman to support his outdoor hobbies but when he was let go toward the end of 2003, he obtained his California landscape contractor’s license shortly thereafter and Peak Landscape became a reality. Realizing that labor sourcing was going to be a key challenge, Brian began focusing more time and energy on getting great workers and not as much time getting work. The objective was to provide a great career opportunity in a destination work place, not just a job for a season. A key component of this was the internal referral program where team members could earn up to $900 for each person that they brought on board. Over the years this amount has grown to $2,400 per great team member.

Key turning points

Brian is a huge proponent of constant improvement. Purchasing and developing a yard in 2014 centralized operations and provided more efficient delivery of products and services. Ten years later, the company bought an industrial condo to further improve efficiency. In addition to upgrading facilities, looking beyond the company and taking advantage of outside resources was another key development in Brian’s management acumen. Working with Steve Cesare to fine-tune company HR and team building functions was another outside resource that provided expertise in a key area. I started working with Brian in 2016 when we implemented detailed budgeting and precise pricing of products and services. Brian also attended a few of our Jackson Hole, Wyoming, Brainstorming Meetings around this time where he met like-minded landscape contractors and gained additional resources.

Building the management team

Brian knew that he needed a solid management team for the company to grow. It is this team that has allowed Peak Landscape to grow an average of 10% to 25% annually. The first key member to join the team was Brian’s cousin, Ryan O’Connor. He moved from Michigan to California in 2006 and took on the vital role of operations manager in 2012. His can-do attitude sets the example for the other team members to follow. Next was Stephanie Craven, who filled the critical role of office manager and controller in 2008. At first she was part-time, but by 2012, she was on board full-time. Her attention to detail and work ethic hold the back office together and provide the support needed by the field. Peak Landscape’s reputation for top quality work, being a great place to work, excellent pay and benefits, and its referral program attracted numerous other key employees like Foreman Alejandro “Red” Castillo, Construction Manager Jordan Land, Maintenance Manager Erin Pickering, Irrigation Manager Karl Moody, Labor Coordinator/Foreman Edel Herrera and too many others to mention. However, it’s Brian’s leading by example, commitment to his team and pursuit of excellence that holds the team together. “Running a high-end 65 to 70 person landscape business in a weather-driven seasonal (7 to 8 months) where 90 hour weeks are the norm is not for everyone…,” he says. However, he’s doing what he loves and it’s that passion that holds his team together.

Constant improvement

In an environment where “Mother Nature is my biggest business partner,” Brian realizes that he and his team cannot afford to become complacent. Everyone has to be constantly upgrading their skill set and taking care of clients. “I try to read as many books as possible, listen to podcasts daily, read industry-related magazines, attend industry events, conferences, workshops and get around other landscape business owners as much as time permits,” he says. The success of Peak Landscape is a by-product of its team, systems and core values that permeate the organization. Someone once said, “It takes about 20 years to become an overnight success.” While Brian and his team have been successful from the very beginning, Peak Landscape’s success has taken a lot of time, planning and hard work. It’s no mystery as to what causes such success. It’s the core values, ethics and morals of the leader that drive, empower and determine the success of the organization. And it’s these character qualities that emanate from the very top. You could even say that they emanate from the Peak.

Travels with Jim follows Jim Huston around the country as he visits with landscapers and helps them understand their numbers to make smarter decisions. He can be reached at: jhuston@jrhuston.biz.