Dana Groh

Making the mental transition from being a landscaper to a business owner was a challenge. Initially, stepping out of the field was driven by the need to focus on starting a family with three young boys. This shift in priorities meant taking on more administrative work than I could manage amidst the chaos of raising three boys. Someone had to tackle the endless to-dos of running a business beyond the jobsite.

Truthfully? I didn’t love the admin work. I often fumbled through, figuring things out one day at a time. The confidence that came naturally to me in the field was nowhere to be found in this new role. Sometimes I wondered, “Do people still see me as a landscaper, or has that part of my identity faded because I’m no longer out there doing the physical work?”

We were scraping by financially, and the pressure was mounting. There were weeks when we had to scramble to deposit checks in time for payroll. One day stands out: We went to the bank to request more credit, confident we had the revenue to justify it. The answer was no. Thankfully, a friend referred us to another bank, which took us on, but even then, the struggles continued.

Everything changed when we started working with a business consultant who was also a friend. I vividly remember him saying, “I need you to be ready for me to be hard on you sometimes, to ask the tough questions.” I was ready for the challenge. He held me accountable, often asking thought-provoking questions and testing my resolve. It was time to take MSC (Minnesota Sodding Company) to the next level.

Over the next five years of working with him, I learned more than I ever thought possible. This was when the light bulb went off — the importance of working ON your business rather than just IN your business became crystal clear. We also invested in software during this period. Before, budgeting was non-existent, and estimates were made. Implementing systems and software gave us confidence and structure. For the first time, we had a budget, a defined estimating process and an organized invoicing system. These changes allowed us to hire more people because the systems were in place to support them.

When our business consultant retired, I felt the loss of having someone to guide those high-level, 10,000-foot discussions. About a year ago, I was introduced to peer groups. Joining one has been invaluable. It provided me with industry friendships, insights into other companies’ operations and ideas for pushing MSC forward.

Everything shifted once I gained confidence in understanding the numbers and what they were telling me. MSC’s trajectory evolved in ways I couldn’t have imagined before. Becoming a business owner requires resources, and these are my biggest must-dos:

• Continue to educate yourself
• Find friends in the industry
• Work with consultants — they’ll help in ways you can’t imagine
• Learn, study and know your numbers
• Take time to look at your company from 10,000 feet

Be willing to put yourself out there and ask for guidance and help. There is so much to learn beyond field knowledge. Slowly but surely, my self-doubt started to fade. I stopped questioning whether I was still a landscaper and embraced a new identity: a landscaper at heart who has grown into a co-owner of a thriving business.

Isn’t it incredible how your career evolves over time? My 20-year-old self would never believe where I’ve ended up. But here I am, grateful for the journey and ready for whatever comes next.

Women in Landscaping is a column brought to you in partnership with the National Association of Landscape Professionals. Dana Groh is an active member of the National Association of Landscape Professionals Women in Landscape Network (powered by Stanley Black and Decker) which provides a forum for industry professionals to support each other’s professional growth. The Network is free to all industry professionals.