Mission Statement (Industry / Our Clients)
We represent the best in the industry.
We Listen carefully to what our clients want.
We Design spaces that exceed expectations.
We Create projects that earn respect from homeowners and competitors.
Exceptional installations create opportunity.
Exceptional installations lead to higher value projects. Higher value projects = better resources (better pay, better equipment, and better advertising). Better resources produce better projects. That cycle continues only if every man commits does their best.
Our reputation is a reflection of who we are.
Do your actions represent who you are?
Mission Statement (Inside Our Company)
Inside our company, we build careers.
Great work and efficient teams create opportunity.
This cycle only works when employees step up to take ownership of time, quality, and communication.
Mistakes are acceptable when they are identified, communicated, and corrected; accountability strengthens the team.
Hiding mistakes only makes problems worse for everyone.
Every employee shares responsibility for protecting the schedule, the quality of our work, and the future opportunities of the team.
Work like this is a career, not just a job.
Vehicle & Equipment Structure: Management, Preservation, and Readiness
Our vehicles and equipment represent a major investment in the company. They are highly visible, expensive, and essential to daily operations. They exist to support production in combination with: Materials are our largest (uncontrollable) expense. Man hours (managable) are our second. Vehicles and equipment are third.
We will operate with (1) installation setups and (1) flex trailer setup for (residential maintenance, commercial maintenance, plant installation). Trucks and trailers are company assets and community property. Crews will restructure depending on the job. Each man is expected to care for the equipment in his possession and leave it for the next man the way he would want to receive it: clean, organized, and ready to work.
Each assigned manager is responsible for maintaining specific company resources — vehicles, trailers, tools, and equipment. Management means inspecting regularly, keeping inventory at proper levels, addressing repairs quickly. It also means holding others accountable when carelessness threatens the resource. Caring for these resources: reduces daily frustration, protects your income, and builds a community worth being part of for everyone.
Clean trucks, organized trailers, functioning lights, secure straps, greased equipment, and accurate maintenance logs are not busy work they are gestures of respect for one another. Every vehicle parked should communicate to neighbors who they should trust when it’s time to transform their home. Every piece of equipment that fails on site makes your day harder, your teammate’s day longer, and the work less enjoyable for everyone
When you leave equipment ready and organized at the end of your day you are setting your coworkers next days up to be good days. Care about your coworkers tomorrow in the same way you want others to care about your and your future.
Field Management: Authority, Leadership, and Accountability
Field Management: Authority, Leadership, and Accountability
Our strength does not come from owning expensive vehicles and equipment. It comes from how well we lead each other and how well we manage our resources.
In 2026, every man will be assigned two responsibilities:
(1) A leadership role in the field.
(2) A management role over specific company resources.
In the field, leadership drives production. Each man will be assigned ownership over specific construction activities and will be expected to lead when that category of work is active. Leadership means making decisions within your lane, directing helpers, protecting materials, and managing time. It is acceptable to make mistakes while learning and leading. It is never acceptable to hide mistakes. Problems surfaced early protect cost, quality, and trust.
Inside the organization, management protects the future. Each of us will be responsible for managing specific resources: time, money, vehicles, inventory, or equipment. Management ensures stability, reduces frustration, and preserves what we have worked hard to build. When issues arise within your area of management, they must be communicated early. Again, mistakes can be corrected. Hidden problems become expensive and make our future work days harder.
Scott retains final authority over cost, quality, safety, and client satisfaction. That responsibility cannot be delegated. Dividing leadership roles and management responsibilities among the five of us allows this team to care for our clients and for one another at a level no single person could provide alone. Together we are building a system that creates a more comfortable work environment and a brighter future for all of us.
Management Role: Jose
Site Project Manager
Man hours are the largest controllable expense on a project, second only to materials. While material costs fluctuate, additive payroll expenses (taxes and insurance) remain fixed. Production rises or falls based on efficiency. The goal of a strong Site Project Manager is not to force employees to “work harder,” but to ensure they (1) work smarter and (2) utilize all available resources effectively.
Utilizing resources (2) is primarily the responsibility of the leader of each construction activity, along with the individual responsible for logistics (Geo in 2026). However, (1) working smarter begins with assigning the correct men to each construction activity at the correct time to move the project efficiently toward completion.
The optimal number of men assigned to a construction activity is typically two. Some larger tasks may require three. Four men on a single task get in each others way & one man by himself needs to stop what he is doing to get tools and materials. The Site Project Manager’s responsibility is not to complete construction activities personally, but to assist others and regroup the appropriate leaders and workers as tasks are completed.
In addition to managing construction activities, managing overall time is critical. According to NIOSH Publication No. 2004-143, as work weeks approach 60 hours, inaccuracies increase and employees working more than nine hours per day face a higher risk of injury. A schedule of five 9-hour week days + a 5-hour Saturday (50 hours total) is safer and more productive than five 10-hour days totaling the same hours.
It is the Site Project Manager’s responsibility to ensure the crew begins work at 7:30 a.m., begins cleanup early enough to leave the property in a respectful condition, and is off site by 4:30 p.m. The jobsite must always reflect professionalism and respect for the client.
Strong workflow leadership protects resources, protects schedule, and protects people; which improves opportunity for everyone.
Management Role: Jonthan
Shop, Yard, & Inventory Manager
An organized shop increases efficiency and decreases time & money wasted searching, replacing, and correcting preventable issues.
The responsibility of the [Shop, Yard, & Inventory Manager (Johnny)] is to maintain a clean, organized, and functional shop environment with fully stocked inventory items. The shop floor should be scraped clean by the bobcat but never swept as fine dust is continuously settled. Effort should be directed toward organization that improves workflow.
Coordinate with [Site Project Manager (Jose)] a day for you and [Logistics & Shopping (Geo)] to take a day off from the current project twice per month, time should be dedicated to hauling disposal materials and refilling bulk bins.
At the end of every commercial maintenance Wednesday inventory items must be reviewed, and a clear shopping list must be created for [Logistics & Shopping (Geo)] to coordinate purchasing. Shortages should be identified before they impact a jobsite.
The shop will now include a clearly defined staging area for broken tools and equipment. Items that can be repaired internally should be worked on at the end of At the end of every comercial maintenance wednesday. If repairs are beyond your abilities you need to either (a) coordinate with Scott for assistance or (b) take a work truck home for the day and bring them to the mechanic on your way. Broken tools are not to sit unaddressed in trailers or corners of the shop.
The goal of this role is to reduce frustration, prevent emergency purchases, and protect the long-term value of our equipment.
It is acceptable to ask for help. It is never acceptable to ignore known problems. Issues identified early are manageable. Issues left unattended become expensive.
Management Role: Giovanni
Logistics & Shopping
Materials are our largest expense, and production depends on having the right tools and supplies on site at the right time. Delays caused by poor staging, forgotten materials, or unnecessary store runs reduce efficiency and increase costs.
The responsibility of the [Logistics & Shopping Manager (Geo)] is to review the current jobsite to determine what tools, materials, and equipment are required the following day and scheduling the removal/delivery of equipment and materials.
Logistics requires communication. Geo must coordinate regularly with:
• [Site Project Manager (Jose)] regarding upcoming construction activities.
• [Shop, Yard, & Inventory Manager (Johnny)] regarding inventory levels and shortages.
• [Tool Trailer Oversight (Jorge)] regarding inventory levels and shortages.
• [Designers & sales people (Scott, Doug & Meg)] regarding upcoming projects for staging
Whenever possible, future jobs should be staged in advance. Shopping lists must be consolidated and timed efficiently to reduce unnecessary shopping trips. When a Menards or supply run is required for the current project you are to get those supplies as well as all outstanding inventory items needed by other managers at the same time.
Transportation of tools and equipment to and from the shop or mechanic also falls under Logistics. Clear communication is required so that equipment is never missing from site when needed and that replacement items are to be retrieved from the shop.
The goal of this role is to keep jobs moving without interruption. Proper logistics protects production time and reduces stress for everyone on site.
It is acceptable to overlook something while learning. It is never acceptable to ignore known shortages or delays. Issues identified early are easy to correct. Issues ignored become expensive. Strong logistics management makes for a calm and relaxed environment for everyone.
Management Role: Jorge
Tool Trailer & Vehicle Oversight
Our tool trailer is our secret weapon. Most companies run back and forth for forgotten tools, missing supplies, or broken equipment. That wasted motion turns small problems into frustrating days. What makes working here different is that our trailer is designed to have everything we need at all times. A fully stocked, organized, and properly maintained trailer allows the crew to focus on building instead of searching.
While time and materials are our largest job costs, vehicles and equipment are our largest investment. We reinvest profits into better trucks, trailers, and equipment so we can build higher-level projects in a way that makes our days smoother, more efficient, and more enjoyable.
The responsibility of [Tool Trailer & Vehicle Oversight (Jorge)] is to ensure trailers, trucks, and field equipment remain organized, stocked, and mechanically ready at all times. This includes:
- Keeping tools in working order
• Ensuring frequently used inventory items are fully stocked [Logistics & Shopping (Geo)]
• Identifying tools that need repair or rotation and notifying [Logistics & Shopping (Geo)]
• Monitoring on-site greasing and light maintenance
• Determining when equipment requires mechanic service and coordinating through [Logistics & Shopping (Geo)]
• Ensuring trailers and trucks remain clean, organized, and professional in appearance
• This includes cleaning out and wiping down all truck interiors.
At the end of the day when crew members start cleaning up the site you are to:
- Grease all equipment that was used that day and track on form
- Equipment with an hour meter should never go more than 6 hours between greasing [Tool Trailer & Vehicle Oversight (Jorge)]
- Oil and filters need replacement after every 75 hours
- 1 Tag with red tape [Tool Trailer & Vehicle Oversight (Jorge)]
- 2 send to shop staging area [Logistics & Shopping (Geo)]
- 3 [Shop, Yard, & Inventory Manager (Johnny)] service on a commercial maintenance Wednesday
- Cleaning out and wipe down truck interiors & windows
When equipment is properly cared for, the crew works more comfortably and the days are more enjoyable. Protecting our investments also ensures a higher resale allowing us to rotate out old equipment and purchase newer equipment that is less likely to break down on us
It is acceptable for things to break. It is never acceptable to neglect our investment.
Management Roles – Conclusion
Before 2025, none of these management roles were assigned. All responsibility fell on Scott while also running the business, managing finances, marketing, and working alongside the crew in the field.
In 2025, these roles were assigned to individuals, but still required regular reminders and oversight.
In 2026, the expectation is different.
Each role is to be managed independently, without reminders.
When four individuals take ownership of four separate responsibilities, these areas should be managed far better than one person could manage them alone.
This shift is what allows the company to operate more efficiently, reduce stress, and create more opportunity for everyone.
Lorem ipsum dolor sit amet, consectetur adipiscing elit. Ut elit tellus, luctus nec ullamcorper mattis, pulvinar dapibus leo.
Field Leadership Overview
Each field leadership role is tied to a specific type of work that our clients purchase (pavers, planting, drainage, etc.). Most projects are a combination of these services.
Our goal is to sell, schedule, and install the right mix of work so we use our time, equipment, and manpower as efficiently as possible, based on the weather through out the season.
Just as management roles are more effective when divided between multiple people, leadership in the field should also be divided.
No one person can effectively lead every part of a project. Instead, each employee should take leadership a specific construction activity and support their co-workers when they lead another construction activity.
The Site Project Manager (Jose) is responsible for organizing the crew and adjusting manpower, but the work itself should be led by the person responsible for that construction activity.
This will allow multiple tasks to comfortably move forward at the same time, improving efficiency, maintaining quality and lowering the overall stress shared by the entire crew.
Leadership Role: Giovanni
Dirt Work
Whenever possible dig: driveways, patios, and pools one week ahead of the crews arrival
Benefits:
- Reduces number of men on construction site
- Steady workflow
- Better use of equipment in the middle of other projects
- Company Goal:
- More specialty work for our crew members to execute in smaller groups
- More chill days across multiple sites
- More specialty work for our crew members to execute in smaller groups
Lead Employee: Geo
# Employees: 2
Timing: More than 1 week ahead of the crews arrival
- Coordinate with Logistics (Geo) to ensure trucks, tools, and materials are loaded the night before
- Excavator (Geo) digs and fills trucks
- Second employee runs laser and runs full trucks with haul-off
- Step 1 of excavation: Read plan and paint hole with Designer (Doug)
- Bring: 24 Steaks, (3) string line, (4) cans of spray paint ((2) colors), (2) cloth tape measures, (2) metal tape measures
- Step 2 of excavation: Dig
- (2) 750’s
- (2) dump trailers
- 8 tons of 3” stone
- (1) wacker 1550 compactor
- Laser level or barometric lever
- Track loader
- Straight bucket & tooth bucket
- Step 3 of excavation: Compact 3” stone into soil to reduce mud from future rain
______As soon as possible prep and grade all soil on site as soon as possible
Benefits:
Prevents delays for sod, seed, and plantings
Keeps all finish work ready to install
Maintains continuous workflow across crewsCompany Goal:
Have all finish surfaces ready ahead of install
Maximize efficiency by eliminating last-minute prep work
- Step 1 of excavation: Read plan and paint hole with Designer (Doug)
Leadership Role: Jose
Patios and Driveways
Patios and Driveways
When bundled into full-site transformations, they create both stability and opportunity.
Benefits:
- They provide acceptable daily profitability
- Steady workflow
- Predictable scheduling.
Marketing:
- Employees: Scott, Meg
- Sales Goal:
- 8 – 12 Patios
- 2+ driveways
- We compete on process, preparation standards, and durability. Not low prices.
- Company Goal:
- Higher pay for employees
- Better equipment to make our lives easier
- Company Goal:
Sales; Employees: Scott, Doug, Meg
Scheduling, Permitting; Employees: Doug, Meg
Installation:
- Lead Employee: Jose
- Responsibilities:
- Ensure that the base was excavated to the correct depth
- More than 8” for pavers
- More than 9” concrete
- Coordinate with: [Excavation Geo]
- Ensure no more than 2” of base is compacted at any one time
- Ensure that no less than 6” of base is installed for pavers
- Pitched correctly
- Ensure that no less than 5” of base is installed for concrete
- Ensure sand/screenings/chip are even
- Pitched correctly
- Bricks are laid correctly
- Confirm patterns and borders with designer 1 day before
- All cuts are marked and confirmed with designer sales person before made
- Concrete is formed and confirmed with designer/sales person before concrete is ordered
- Teach different employees different concrete finishing skills to enable us to effectively split up the team to pour larger jobs over less days
- Teach and manage employees throughout the concrete finishing process
- Do as little finishing yourself as possible in order to give you the as effectively supervise
- Teach and manage employees throughout the concrete finishing process
- Jose is to assign roles in concrete finishing and do not do any finish work until all employees have clear responsibilities
- Ensure that the base was excavated to the correct depth
Leadership Role: Jorge
Retaining Walls
Although not sold as a stand alone product retaining walls are often a part of most projectsInstallation:
- Lead Employee: Jorge
- Responsibilities:
- Check grade, discuss, plan, & mark all step downs as grade changes
- Determine if wall has a concrete footing or not.
- If footing is required work with:
- [Excavation] (Geo) to dig and drill footings/piers
- [patios & Driveway lead (jose) to prep, fram, & finish
- If standard wall
- Excavate
- 10” + thickness of one 1.5 bricks
- Compact 8” of stone 2” at a time
- If footing is required work with:
- Start wall at lowest elevation point
- Level screenings and ensure more than 1.25 bricks are below grade
- Step up once more than 1.75 bricks are below grade
Leadership Role: Jorge
Plantings (Front Yard Makeovers + Other)
When bundled into full-site transformations, planting projects increase overall profitability and elevate the finished product.
As a standalone product they can be more chaotic as the logistics take as much effort as the install
Benefits:
- Highest percentage daily profitability
- Fast installation pace
Marketing:
- Employees: Scott, Meg
- We compete on design quality, plant health, and long-term growth planning, not price per plant.
- Sales Goal:
- Front yard makeovers / Privacy Plantings: 18 – 24
- Include some plants on ALL projects
- Company Goal:
- Higher pay for employees
- Better equipment to make our lives easier
- Sales Goal:
- We compete on design quality, plant health, and long-term growth planning, not price per plant.
Sales, Employees: Scott, Doug, Meg
Scheduling, Employees: Doug, Meg
Installation:
- Lead Employee: Jorge
- Responsibilities:
- 48 hours prior to install coordinate with: Scott, Designer (Doug), & Logistics (Geo) to ensure that materials will be on site on time
- Responsibilities:
- Confirm layout with designer(Doug) before digging
- Verify spacing and mature size considerations
- Ensure preparation is correct
- Cut bound roots
- Don’t plant too high or too low
- Ensure clean bed lines and defined edges
Ensure someone waters every plant every day from the time the plants arrive on site until the day we complete the project
Leadership Role: Giovanni
Drainage (Water Management)
Benefits:
Strong percentage profitability
Can be bundled with hardscape and planting projects
Can be used to balance the schedule and keep everyone busy during bottlenecks or between larger projects.
Marketing, Employees: Scott, Meg
- While not visually exciting, it prevents costly failures and protects long-term project integrity.
- We compete on proper installation & professionalism
- Sales Goal: 3+
- Company Goal:
- Higher pay for employees
- Better equipment to make our lives easier
Sales, Employees: Scott
Scheduling / Permitting, Employees: Scott
Installation, Lead Employee: Giovanni
- Responsibilities:
- Ensure all materials, ply wood, & tools are loaded the day before or prepped to be quickly the next morning
- Responsibilities:
- Confirm lay out with Scott
- Paint path
- Use ply wood for entire run to minimise clean up
- Verify pitch with laser before backfill
- Ensure proper stone depth and fabric wrap
- Double check slope and document with photos before back fill
- Backfill and compact properly to prevent settling
- Clean up to prevent call backs and ensure quick payment
- Meet with inspector if necessary
Leadership Role: Jonathan
Inspections
Employee: Jonathan
It is important to have someone that understands the job there to greet an inspector and answer any questions they may have. Scott often does this job however in the case that Scott is unavailable there should be someone on site available. In 2026 I want Johney present with Scott during all inspections and to step up whenever Scott is not on site for an inspection.
Pools (Bundled Full-Site Projects)
Pools have the highest contract value but lowest profit margins. When bundled with demo, hardscape, and planting, they stabilize the schedule and let us complete multiple other profitable services without remobilizing. They also add portfolio photos to market and differentiate us to attract higher-budget, larger projects.
Benefits:
Large contracts fill many production days
Fewer clients required to fill the calendar
Allowing us to sell more services on one site
Reducing setup and break down through out the season
Reducing stress
Only sold with full-site transformations
Marketing, Employees: Scott, Meg
We compete on full site design and installation; not just pool installation.
Goal:
- Bundle pools into larger projects
- Maintain schedule stability
- Secure our reputation as the best choice for higher value projects
Sales, Employees: Scott, Doug, Meg
Scheduling / Permitting, Employees: Doug, Meg
Logistics & Excavation & Trenching:
Lead Employee: Giovanni
# Employees: 2
Timing: More than 1 week ahead of the crews arrival
- Coordinate with Logistics (Geo) to ensure trucks, tools, and meterials are loaded the night before
- Excavator (Geo) digs and fills trucks
- Second employee runs laser and runs full trucks with haul-off
- Install sub pump in slotted bucket 19” below bottom elevation
- Compact 1” of (¾” or 3”) stone into pool base
- Day 1 of excavation: Mark pool, Equipment pad, path of plumbing and electrical
- Bring: 24 Steaks, (3) string line, (4) cans of spray paint ((2) colors), (2) cloth tape measures, (2) metal tape measures
- Day 2 of excavation: Dig pool
- (2) 750’s
- (2) dump trailers
- 8 tons of clean stone
- (1) wacker 1550 compactor
- Laser level or barometric lever
- Track loader
- Straight bucket & tooth bucket
- 1,000 water tote
- Day 3 of excavation: Dig Equipment pad, 4’x6’x18” vault, & all trenches
- Day 1 of excavation: Mark pool, Equipment pad, path of plumbing and electrical
Pool Walls:
Lead Employee: Jorge
# Employees: 2
Timing: More than 3 days ahead of the crews arrival
- Coordinate with Logistics (Geo) to ensure trucks, tools, and materials are loaded the night before
- Ensure delivery of all pool parts has occurred
- Coordinate to have both parts kits on site
- Have (2) impact guns with 9/16 sockets
- (2) 9/16 wrenches
- Review pool wall layout
- Organize pannels
- Erect walls
- Level all walls
- Check, adjust square of all walls, document with photos and text to Scott
- after bottom collar is poured
- ½ way through back fill
- Before top collar is poured
Underground plumbing & electric:
Lead Employee: Scott
Lead Employee in Training: [TBD]
# Employees: 2
Timing: More than 2 day ahead of the crews arrival
- Install all fittings on pool walls
- Layout bottom drain
- Run all suction & return lines
- Run conduit for lights
- Install bonding wire
- Order concrete for bottom collar
Bottom collar, Equipment pad, pool crete, & Top collar
Lead Employee: Jose
# Employees: 2
Timing: Progressive
- Pour bottom collar +/- 10” over and out from bottom of wall
- Frame equipment pad
- After bottom bonding wire inspection prep top collar
- Pour top collar and equipment pad on same day
- Install pool floor whenever there isn’t work for everyone on site
- Day 1:
- ¾” stone leveled 2” lower than pool floor
- Extra 1” low in center
- 4:1 dry sand and mortar mixed in wheel barrow and spread 1” below pool floor
- Extra 1” low in center
- Wet to activate
- ¾” stone leveled 2” lower than pool floor
- Day 2:
- Mix pool crete mixed in mixers
- Install 1” up on walls
- Extra 1” low in center (to prevent wrinkles)
- Day 1:
Backfill
Lead Employee: Giovanni
# Employees: 1
Timing: After bottom collar, underground plumbing, Electric, Bonding, Draintile sump vault
- Confirm square of pool walls with (Jorge)
- Before back fill
- ½ way through backfill
- Confirm bonding wire with (Scott)
- Expose after backfill
- Confirm sump vault (Scott)
Auto Cover & Equipment
Lead Employee: Scott [new employee to be trained]
# Employees: 2
Timing: Progressive
Pool Floor
Lead Employee: Jose
# Employees: 2
Timing: Progressive
Liner
Lead Employee: Johney
# Employees: 2
Timing: Progressive
- Fill 1,000,000 gallon tote at the beginning of the day
- Set liner
- Fill 6 “ deep
- Install bottom drain
- Fill until shallow end is 1’ full
- Install all fittings
- Confirm fittings with scott
- Set all shop vacs
- Fill next day
- Work all wrinkles through out filling
Leadership Role: [TBD] (looking for volunteers)
Pergolas & Pavillions (Bundled Full-Site Projects)
Many clients are looking for shade structures and coordinating with carpenters weakens our client relationship and compromises our schedule. Many kits are available that will allow us to easily assemble pergolas and pavilions (https://www.pergolakitsusa.com/).
Benifits:
- Sold as part of a larger patio installation
- More predictable scheduling (eliminating sub-contractors)
- More days on site
Marketing:
- Employees: Scott, Meg
- Sales Goal:
- 2+ carpentry features in 2026
- ½ our patios including pergolas or pavilions in 2027
- Company Goal:
- More specialty work for our crew members to execute in smaller groups
- More chill days across multiple sites
- More specialty work for our crew members to execute in smaller groups
Sales; Employees: Scott, Doug, Meg
Scheduling, Permitting; Employees: Doug, Meg
Installation:
- Lead Employee: [TBD] (looking for volunteers)
- Responsibilities:
- Mark the location of all posts with designer
- Ensure all posts are drilled in the proper place
- Ensure all posts are poured level and correctly laid out on center
- Read assembly instructions
- Assemble pergola/pavilion kits with a second employee
Leadership Role: Jonathan
Commercial Turf Mowing
Commercial turf provides recurring revenue. While margins are lower than installation work, consistent income streams are necessary to finance equipment, manage the office, advertise, and ensure stability for all employees.
Benefits:
- Predictable scheduling
- Recurring contracts
- Secures winter work
- Long-term account growth
Marketing:
Employees: Scott, Meg
Sales:
Employees: Scott, Meg
Goal:
Grow summer accounts from the current 6 hours per route (one partial day) to 24 hours ((3) 8 hour routs) by 2029, so commercial maintenance no longer only breaks even as a means to secure winter work, but also generates profit.
Scheduling: Fixed Wednesday / Saturday
Employees: Johnny + TBD (rotating Scott/Geo with new “Helper” starting in summer)
Lead Employee: Johnny
Responsibilities:
- Check oil and air filters in all equipment at the start of each day
- Maintain a 10+/- day schedule for all routes
- Mow turf, line trim beds, and blow off hard surfaces at each visit
- Apply granular fertilizer and spray weeds as scheduled
- Trim shrubs at select locations once per year
- Grease all equipment and refill gas and 2-cycle fuel in all machines and cans at the end of each day
This work may run alongside full-site projects. Employees will forfeit that project’s daily bonus but earn one for this work.
In 2026, turf mowing is 6 hours; working 7:30–4:30 with shop work still earns a full bonus. As mowing grows, we’ll keep one day under 6 hours for shop work.
Projected Growth and Future Scheduling:
Leadership Role: [TBD] (looking for volunteers)
Residential Plant / Bed Care
Residential plant and bed care is in demand by high end landscape clients, and most maintenance crews lack proper plant knowledge. While smaller than installs, it provides steady, lower-stress recurring work for (2) workers.
Benefits:
Recurring hours – Stronger client relationships – Supports long-term plant success for clients – Happier Clients – More referrals for other projects
Year 1 Marketing:
Employees: No one
Year 2 Marketing:
Employees: Scott, Meg
Sales:
Employees: Scott, Meg
Year one Goal:
Learn the proper way to care for landscape plantings and beds. Plan:
- Get trailer from shop and work with scott at his house every saturday from 7 – 9 am
- Must prepare truck and trailer the night before and get to the shop early as scott has to leave for appointments by 8:30am
- Get trailer from shop and work with Doug at his houses every 3 weeks
Year 2 Goal:
Acquire (6) clients in order to:
- 1 day per week
- visit 2 sites per day at a frequency of once every 3 weeks
- 3 routs, 2 clients each, each rout repeating every 3 weeks
Company Goal:
- More specialty work for our crew members to execute in smaller groups
- More chill days across multiple sites
Lead Employee: [TBD] (looking for volunteers)
Responsibilities:
Maintain defined bed edges
Hand-weed and apply pre-emergent as scheduled
Monitor plant health and report issues early
Light pruning and shaping where appropriate
Remove debris and leave properties clean and professional
Identify upsell opportunities (mulch refresh, plant replacement, enhancements)
This work may run alongside full-site projects. Employees will forfeit that project’s daily bonus but earn one for this work.
Coordinate with:
[Logistics – Geo] for material staging
[Shop & Yard – Johnny] for equipment readiness
Leadership Role: [TBD] (looking for volunteers)
Parkway Trees / Privacy & Special Tree Projects
Many homeowners want a tree in their parkway, need a replacement tree, or want added privacy — but these projects are often too small for a full installation crew. In the past, we have turned these opportunities down. With more responsible guys and our current equipment, we no longer need to.
Benefits:
Immediate: Flexible scheduling for a couple independent workers
Long term: Scalable toward a future planting-only crew
Marketing:
Employees: Scott, Meg
Promote parkway trees, replacement trees, and privacy plantings as accessible upgrades.
Sales:
Employees: Scott, Meg
Goal:
Create a flexible “Tree & Special Projects Crew” that can install up to 8 trees per day at up to 4 locations. Over time, this group can grow into a dedicated planting crew, allowing the main install crew to focus on hardscape.
- More specialty work for our crew members to execute in smaller groups
- More chill days across multiple sites
Installation:
Lead Employee: [TBD] (looking for volunteers)
Crew Size: 2 men
Equipment Loadout:
(2) MT-100’s with forks
Auger
(2) large buckets
(4) shovels
Broom & blower
Pickup truck with dump insert [or] a dump truck
Flat trailer with tools and up to 8 trees
This work may run alongside full-site projects. Employees forfeit that project’s bonus but earn one for this work. Schedule 4–8 trees per day across 2–4 sites, and all trees must be planted to earn the bonus.
Leadership Role: Revolving
Commercial Snow Removal
Snow removal protects year-round commercial relationships and provides off-season revenue. While unpredictable, it strengthens long-term contracts and keeps equipment and employees working through the winter.
Marketing:
Employees: Scott, Meg
Position snow as a reliability service — response time and consistency over lowest price.
Sales:
Employees: Scott, Meg
Goal:
Maintain and selectively grow commercial snow accounts within the areas we already service so that one or two men can handle salt events efficiently while still servicing all accounts within required response times.
Scheduling:
Weather dependent
Coordinated by Scott & Meg via text communication
Salt Events:
Event Leadership Rotation:
Jose → Geo → Johnny → Jorge → Scott → Matt → Restart
Event Partner (sidewalks and farther locations):
Johnny → Jorge → Geo → Jose → Matt → Scott → Restart
Plow Events:
Five employees deploy while one rotates off or substitutes for a sick employee.
Rotation:
Johnny → Jorge → Geo → Jose → Matt → Scott → Restart
Benefits:
Snow removal covers winter costs and adds hours so employees get more 40-hour weeks, reducing reliance on lower-paying unemployment. Sharing the work keeps it fair. Growing snow work increases winter income and if snow accounts tripled could fund 4 more full size work trucks that could be used for personal use as well.
Bonusses
Production Bonus System
Full-time positions are careers, not just jobs. Our compensation structure is designed to provide long-term stability and opportunities that exceed typical landscape industry positions. These opportunities only exist when everyone works together to consciously manage efficiency, deliver high-quality work, maintain the schedule, and avoid callbacks.
Bonuses will be earned when projects are completed on schedule and without quality issues. They are not rewards for rushing work. Callbacks will void the bonus for that project. They are rewards for working efficiently, communicating early, and supporting the team.
How Bonuses Are Earned
Projects are scheduled Monday through Friday and assigned a set number of production days. Employees earn one bonus hour for each scheduled day of a project when the job is completed on time or early. To qualify:
- Employees must clock in and out on site
- Standard work hours are 7:30 a.m. – 4:30 p.m.
- A full day equals 9 hours on site (8.5 hours paid after lunch deduction)
- A half day equals 5.5 hours on site (5.5 hours paid if lunch is skipped)
- (7:30 a.m. – 1 p.m.) or (11am – 4:30pm)
- 2 half days = 1 full day for bonus calculation (11 hours paid out)
- Smart weather-based start and end times increase hourly pay while protecting bonus pay.
Saturday ½ days may be used to recover rain days or get ahead of schedule.
- Efficiently managing Saturdays for ½ days will increases hourly pay while protecting bonus pay.
Manpower
Projects are scheduled around four full-time crew members.
A helper may be added when needed. Helpers are not eligible for bonuses and do not reduce bonus opportunities for the full-time crew. Scott’s assistance on site is also not counted toward scheduled manpower.
Projects may be intentionally mixed or overlapped so manpower can shift between jobs to handle logistics, excavation, or work through bottlenecks without stopping progress. When the crew splits and only two full time employees remain on a jobsite, that day counts as one-half day toward that project’s schedule. This allows employees to move between projects without unfairly reducing bonus eligibility. Employees are encouraged to adjust roles and manpower throughout projects in order to keep work moving efficiently and protect the schedule.
Seasonal Schedule & Bonus Payout
The construction season runs approximately April 14 – October 31.
April 7 – 14 is used to prepare equipment and stage materials.
Nov 1 – Nov 21 is used for fall clean ups, to finish projects, service equipment, and prepare for winter operations. These weeks are not removed from payroll. They are used to maintain equipment and prepare for snow operations so the next season begins smoothly.
Production bonuses accumulate during the construction season and are paid out after the season ends as 40-hour paychecks during the winter months. This extends the number of weeks employees receive full pay and reduces the time spent relying on reduced pay unemployment checks. Employees who participate in snow operations will also receive 2 additional winter paychecks in december. Bonus pay, if earned for all jobs + Snow pay; could create a season that ends before Thanksgiving with full time pay continuing until Christmas
The Goal Of The Production Bonus System
- Empower full time employees to efficiently manage time to:
- Increase individual earnings
- Create better-paying jobs for everyone
- Generate profits to be used for better equipment.
- Extend full time income into more weeks of the winter
- Provide clients with projects that are:
- Built correctly the first time
- Completed on schedule
- Installed by a stable, well-equipped team
- Provide a reliable job for everyone:
- More efficiency = more profits = better equipment = better days
- Empowered workers are better team members = better days
- Happy clients = more referrals = more hours available
Retirement Savings
Retirement Savings Program (IRA Match)
Employees under 30 that participate in this program starting today (2026)
could be millionaires before they turn 60
Scott Flanagan Landscape offers a retirement savings match to help full-time employees build long-term financial security. Employees who choose to contribute to an Individual Retirement Account (IRA) will receive a dollar-for-dollar company match up to $3,000 per year. When the employee contributes $3,000, the company contributes an additional $3,000, creating a total annual retirement investment of $6,000.
Employees may establish their own IRA account or Scott will assist in opening a Vanguard individual retirement account. Once the account is established, the employee manages their own contributions.
To qualify for the annual company match, employees must submit 12 months of account statements showing their total contributions for the year. The company contribution will then be made as a single payment in December.
This program is designed to reward employees who are thinking long-term about their financial future. Employees should understand that retirement accounts are meant for long-term savings. Withdrawals from the account will reduce future company matching contributions by the same amount withdrawn.
sfl will increase the contribution match by 1.5% every year until the first withdrawal is made
The goal is to help career employees build a retirement account that earns enough interest to live on without touching the principal allowing them to pass the full account balance down to their children.
Growth Plan
2026: The Year of Personal Development
In 2026, we are building a team defined by leadership, accountability, and growth.
Scott holds final responsibility for cost, quality, and client satisfaction. Each man is expected to take leadership of their construction activity and responsibility for the resources they manages. Clear roles protect standards. Clear communication protects trust.
This is a career opportunity, not just a job. Growth comes from learning to manage time, maintain quality, and take responsibility for outcomes.
Equipment breaks and things go wrong, mistakes and problems are expected and acceptable when they are identified, communicated, and corrected, that strengthens the team.
Hiding mistakes creates bigger problems and makes the job harder for everyone.
Our 2026 goal is to:
Take ownership. Lead in the field. Create opportunity.
Are you ready to take ownership of your future at sfl?
In 2026
We will operate with (1) installation setups and (1) flex trailer setup for (residential full service maintenance, commercial maintenance, plant installation, draintile). Trucks and trailers are company assets and community property. Crews will restructure depending on the job. Each man is expected to care for the equipment in his possession and leave it for the next man the way he would want to receive it: clean, organized, and ready to work.
Lorem ipsum dolor sit amet, consectetur adipiscing elit. Ut elit tellus, luctus nec ullamcorper mattis, pulvinar dapibus leo.
Additional Services & Crew Flexibility
The additional services we are scheduling this year (residential maintenance, commercial maintenance, plant installation, and draintile) are designed to allow the crew to break into smaller groups when it is more efficient.
When a larger construction project reaches a point where fewer men are needed, the employee leading that construction activity will remain on site with one full-time employee and a possible helper. At the same time, a smaller additional service project will be scheduled, allowing another employee and one additional crew member to leave and complete that work independently.
Employees who leave the main project will not earn bonus for that day on the larger job, but will instead be eligible for bonus on the smaller scheduled project.
Trailer Utilization
The maintenance trailer is currently used about once every 10 days and sits unused the rest of the time. Expanding these additional services (residential full service maintenance, commercial maintenance, plant installation, draintile) allows us to better utilize the equipment and assets we already own.
To support this, the maintenance trailer will be fully reorganized to handle both maintenance and installation-related work more efficiently.
Maintenance Trailer Reorganization
We are restructuring the maintenance trailer to match the efficiency of the construction trailer.
- Right side will be reworked to store weed whackers in front of drain tile pipe and long-handled tools
• Left and center will remain for ladders and hedge trimmers, with mowers stored underneath
• Trailer capacity will shift from 3 mowers to 2 mowers
• Front of trailer will be converted to short-handled tool storage, with a shelf above for saws and augers
• A gas can shelf will be added between the front setup and pipe storage
This setup allows:
- Mowers in → full service maintenance (residential + commercial)
• Mowers out → room for side cutters and dethatchers for planting work
The goal is to make the trailer more organized, more flexible, and easier to work out of every day.
Growth Plan: Services, Equipment, and Opportunity
In 2026, we are expanding additional services (residential full service maintenance, commercial maintenance, plant installation, draintile) to better utilize our equipment, create more consistent work, and give everyone the opportunity to grow as leaders/teachers. The maintenance trailer will go from being used occasionally every other week, to regularly every week, with the goal of supporting enough work to add one helper to the team.
If 2026 goes well, the goal for 2027 is to add a third trailer/crew focused on planting projects. This would allow us to operate:
- One crew focused on pavers and hardscape
• One crew focused on planting and front yard projects
• A smaller team handling maintenance services 2–3 days per week
If we are successful, we will continue investing in equipment, including adding an F-250 for the employees who take ownership of managing these additional services to use for both work and personal.
The long-term goal is that by 2029 we are running three independent crews during the season, with enough winter work for additional F-250’s to plow and salt.
At that point, leadership-level employees will have the opportunity to manage their own work, justifying additional vehicles for both work and personal use.
