People Over Profit: What That Really Takes

Here’s something I’ve been thinking about a lot lately—and a recent podcast episode just shoved it front and center again.

We talk a lot in this industry about growth.

About scaling.

About revenue and EBITDA, and enterprise value.

I’ve heard the phrase “We grew 20%+ last year” more times than I can count. But here’s the uncomfortable question we don’t ask enough:

At what cost?

In a recent episode of the Landscape Leadership® podcast, I sat down with our client, Michael Tomaino, the “Head Gardener” at LandCrafters Florida. And I’ve got to be honest with you—this one hit different.

If you’re expecting another polished “how we scaled” story, skip this article and video. Michael didn’t come on the show to show off. He came to call out what’s broken—and share what it really looks like to build a landscaping company that puts people first.

Flipping the Org Chart (Literally)

Michael runs a commercial landscaping company in the Tampa Bay area. They’ve seen impressive growth in recent years—but that’s not what he’s proud of. What makes LandCrafters different is how they’re structured and who they prioritize.

He literally puts himself at the bottom of the org chart.

“The people doing the work are the ones building this business,” he told me. “I’m just here to support them.”

And let me tell you—it’s not just something they say. I’ve been on their job sites.

I’ve met their crews, their account managers, their irrigation techs, and their office staff. The energy is real. You can feel the buy-in. No directing them to smile and "look like they enjoy working there" is required.

These folks are bought in because they’re seen, respected, and taken care of.

What Gets Us Fired Up

Here’s where the conversation really stirred me up. Michael shared stories that honestly made my blood boil.

Green industry pros with decades of experience told him that they are getting fired for asking for a $1/hour raise.

Companies offer 22-cent annual increases while bragging about triple-digit growth.

Salespeople from big-name companies telling Michael, “I’m burnt out. I don’t believe in what I’m selling anymore.”

And at the same time, we’ve got landscaping company owners patting themselves on the back at conferences, chasing valuations, and talking about exits.

It’s like we’ve become so fixated on building a sellable company that we’ve forgotten what makes a company actually worth buying.

Here’s something Michael said that stuck with me:

“The right person is a walking, talking SOP. You don’t need a manual if you hire people who live out the values.”

That’s leadership. That’s culture. That’s how you build a company people want to stay with—not just use as a stepping stone.

Employee Referrals > Indeed

Michael told me that they barely use job boards. Their team refers almost every new hire.

Why? Because they’re proud to work there. Because they’re not embarrassed to wear the logo at the grocery store or the beach (ask me how I know—I’ve got the LandCrafters hat and I wear it proudly).

If your people are hiding your brand in public, that’s a red flag.

If they’re bringing in friends and family? That’s the best recruiting KPI you could ask for.

What Culture Actually Looks Like

Let’s be real... "Company culture” has become a buzzword. Everyone says they have a great one.

But here’s how Michael defines it—and I couldn’t agree more:

• Daily recognition. Simple texts like “Great job!” and “That looks amazing!” go a long way.
• Clear expectations. Every team member has a defined role and an incentive plan tied to success.
• Internal promotion. Crew leads become account managers. Irrigation techs grow into leadership roles.
• Equal access. Everyone—from new hires to the exec team—gets the same health benefits and PTO.

LandCrafters also requires every employee to earn two new certifications a year (and pays for them). Why? Because investing in people pays off long-term.

Michael calls it "certainty of execution,"  and it creates confidence on both sides of the relationship. Employees know what’s expected. Clients know what to expect. And everyone wins.

Private Equity Isn’t the Enemy—But It’s Not the Answer Either

We also spent some time talking about the surge in private equity buying up landscaping companies. I’ve got friends on both sides of this trend—smart operators who’ve built great companies and gotten rewarded. And Michael isn’t against selling, either. In fact, he said something I think more people need to hear:

“Building a company worth buying is one of the most sustainable things you can do.”

But here’s the kicker: That only works if the business is healthy.

Right now, too many PE firms are buying companies with inflated numbers, shaky operations, and burned-out teams. Some of these deals are happening so fast and with so little due diligence that the acquirers don’t even realize they’ve bought a house of cards—until the accounts and employees start leaving.

As Michael put it, “Everybody wants to be KKR who created Brightview. But they’re not KKR.”

If you’re building to sell, great. Just don’t forget that your people,  not your balance sheet,  are what make your business valuable in the first place.

[RELATED PODCAST:  Building a More Valuable Lawn or Landscape Business - with Jeff Harkness of 3PG Advisors]

So What Does a Sustainable Landscaping Company Look Like?

Near the end of our conversation, I asked Michael what it really takes to build a company that lasts.
His answer was refreshingly simple:

Hire the right people—and pay them well.

• Recognize and promote from within.
• Create a culture people want to be part of.
• Put your team first, every time.

And maybe my favorite moment? He reminded me that brand isn’t your logo. It’s the sum of every interaction your team has—with each other and with your clients.

If those interactions aren’t consistently positive, no amount of slick marketing will save you.

My Challenge to You (and Myself)

I’ve been in the green industry for over 25 years. I started in the field. I’ve worked for great companies and some not-so-great ones. I’ve seen how a single toxic manager can kill morale, and how one empowering leader can transform a team.

And I’ll be the first to admit: I still get pulled into conversations about metrics and growth and revenue.

But what I loved about this conversation with Michael is that it brought me back to center.

• Are we building companies people want to work for?
• Are we treating our crews with dignity and fairness?
• Are we making decisions that prioritize long-term culture over short-term cash flow?

I don’t have all the answers. But I know this...

People over profit isn’t just a slogan. It’s a part of your company's DNA. And if you get it right, the profits follow.

Want to talk more about what this looks like in real life? Hit me up. Find me on LinkedIn or drop us a line at Landscape Leadership®. And be sure to connect with Michael Tomaino from Landcrafters Florida.

Let’s all build something that lasts!