Year-End Reflections: The Highs and Lows of 2025 of Grunder Landscaping

In this episode, Marty Grunder and Vince Torchia recap what 2025 looked like for Grunder Landscaping Co. and the ups and downs that we saw. There were some great wins and also some lessons learned, all shared in our best effort to help other landscaping teams. ⭐️⭐️⭐️⭐️⭐️ Leave a Review for the Grow Show! ️⭐️⭐️⭐️⭐️⭐️  Subscribe to Our Youtube Channel! Episode Chapters: 00:54 - Landscape Pros Playbook Overview 01:48 - Reflecting on 2025: Wins and Learnings 02:19 - Platform: Culture and Growth 08:56 - People: Team Additions and Changes 18:02 - Process: Improvements and Challenges 21:14 - Profit: Financial Insights and Investments 26:56 - Looking Ahead to 2026 30:20 - Please Share & Subscribe! Resources:Virtual Sales Bootcamp   Grunder Landscaping Field Trips  The Grow Group    Grunder Landscaping    Marty Grunder LinkedIn   Stihl     Show Notes: We Added $4 Million and 40 People—Training Couldn't Keep Up – We grew a lot this year. We added $4 million in revenue and about 40 more people. When you grow like we have, you assume people know how to do things and you don't slow down enough to train them. We've gotta train better. We have a saying here that's trust the process, but you can say that as long as you understand the process. I think we have so many new people here, they don't understand the process. Landscaping Isn't Simple When You Do This Many Transactions – We often hear from people or the inference is that landscaping's a simple business. I don't think it is when you do the number of transactions that we do. Now in lawn care, some of those transactions are $80 lawn apps and you have weather to deal with and all these people and complicated projects. There's just a lot, and when you grow and add new people, it takes a while for them to understand how to do things. Our Peer Groups Give Us a Reality Check – The great thing about our peer groups is the barometer that we get out of almost 250 companies. That's closing in on one and a half billion dollars in collective revenue. When you're in those meetings and you hear what other people are dealing with, you realize you're not alone and you get perspective on what's normal versus what needs fixing. Cash Management Requires Daily Review—Not Just Systems – The biggest thing I've learned this year was accounts receivable communication with the team. Yes, it's centralized and yes, we have a process for how we do it, but just because you are not involved in that collection does not mean you just get to put your arms up and be like, well, I'm not getting involved in that. Everybody on the team has to understand who owes money, why they owe money, and what we're doing to collect it. Nothing will ever beat daily review of cash in, cash out, and AR balances. We've Learned More About Our Ideal Client This Year – We've done a fountain project, we've done a historical renovation of a property, we've landed more commercial snow work this year than ever before. We changed the mission statement to create opportunities for our team to grow and succeed. I think from a platform perspective, we are doing that through looking at our ideal client in a new perspective for the kind of work...