Many construction focused landscape companies dream of opening a maintenance department so they can have the predictability of recurring revenue and ongoing repeat business. Meanwhile, many of the maintenance focused companies dream of having the highly profitable construction projects. In today's podcast, I interview the owners of an outdoor living company who closed their lawn care and pest control department and are now exclusively construction focused.
Steven Johns [00:00:31]:
He who chases two rabbits catches neither. Now, I'm not saying you can't run two different types of businesses or three. You know, we were just really laser focusing in on who our ideal client is. What does it feel like when everything goes exactly as planned? You ask that question a hundred times and that's how you write out your process, and that's how you write out what you want that experience to be.
Erika Johns [00:00:53]:
It all really rolls back to communication. People just want to feel heard. They just want to feel like you're on their team.
Steven Johns [00:01:02]:
One of my biggest revelations has been asking how, instead of the no.
Erika Johns [00:01:07]:
We are always changing. We are always making adjustments. We are always learning. And what worked yesterday may not work tomorrow.
Jack Jostes [00:01:15]:
Hey, everyone. Welcome back to The Landscapers Guide Podcast. Today I'm excited to interview Erika and Steven Johns, who run Envisioning Green, an exceptional outdoor living company based in Caseyville, Illinois, which is right outside St. Louis, Missouri. And Erika and Steven, thanks so much for coming on the show.
01:36 - Meet Erika and Steven Johns: The Story Behind Envisioning Green
Erika Johns [00:01:36]:
Yeah, thanks for having us.
Jack Jostes [00:01:38]:
So tell us a little bit. You guys are married. You have a kid and three dogs. You have this landscape company. Tell us a little bit about your background. How did you get into the industry and what do you do?
Steven Johns [00:01:49]:
I would say your typical landscape maintenance story, you know, neighborhood kid, mowing yards to make extra money. That's where it started. You know, I was fortunate enough to grow up in a subdivision, so houses were pretty close, mowing the neighbors yards, mulching the neighbors yards, planting shrubs. And it grew into an awesome business where now we just primarily focus on design, build, and get to work together.
Jack Jostes [00:02:15]:
That's awesome. And so how long have you worked together?
Erika Johns [00:02:20]:
It's coming up on eleven years in July.
Jack Jostes [00:02:26]:
And when did you get married? Before or after that? After starting.
Erika Johns [00:02:32]:
Yeah. We started working together in July of 2013 and got married, and we were already engaged. We got married in March of 2014.
02:42: Envisioning Green’s Approach to Goal Setting
Jack Jostes [00:02:42]:
So awesome. Well, very good. So one of the things I was curious about is your approach to setting goals at Envisioning Green. Can you share with me a little bit about that?
Steven Johns [00:02:54]:
I would say this year, even more than previous years, I think we had four separate offsites where we get our leadership team out of the office just to have uninterrupted as possible days to plan, goal set, and how are we going to get there? And just quite frankly, being candid and real with each other, what do we really want? What do we want to achieve? Do we want a big number on the wall, or do we want to be happy and profitable and then building our goals around those? And it's going to take, if you're real with yourself, it'll take more than a day. Like I said, for us this year, we were about three and a half going on four days outside of the office working on those goals.
Jack Jostes [00:03:42]:
And were those, like, all in a row kind of things? Or was it, did you meet once a quarter, or how did you get that done?
Erika Johns [00:03:51]:
We did it like once a week for a few weeks, approximately. There was, you know, a few weeks maybe that we were off. But, yeah, mostly it was like a weekly thing so that we could go back, kind of gather our thoughts, revisit the data or the numbers or pull some different numbers that maybe we had talked about in the meeting. And then we would circle back and come back and kind of, you know, it's interesting, whenever you're dealing with four different personalities, like we have on our leadership team, everybody has different ideas, and you're all very stuck on your own ideas. But then when you leave and you kind of sit with it for a minute, you may be like, oh, you know what? What they said was true. What they said really makes a lot of sense. So you gotta kind of do what we call a rest and digest and then come back to the table.
Jack Jostes [00:04:41]:
Yeah, I like that. So we implement Traction here at Ramblin Jackson. So we have quarterly rocks is what we call them. And when we're planning our rocks, I meet with our Director of Operations, and we typically have a meeting, and then we have a follow up one weeks later. And in between, I can collect some feedback from the rest of my team. So I agree. I like having some space in between there to think about it and get some feedback from people. So you mentioned you have a leadership team.
Jack Jostes [00:05:13]:
How many people overall work at Envisioning Green?
05:18 - Streamlining the Team Post-COVID
Steven Johns [00:05:18]:
It varies. We're also an EOS company and follow Traction, so our leadership team is based off that same, you know, philosophy. Our leadership team has four. And as far as the size of our company goes, I mean, we definitely shrunk and got smaller the last two years. We were growing in numbers of people year after year after year, especially the peak of COVID and then just being mindful and leaning out after COVID. I think we're about 12 to 14 now, plus or minus where right before COVID we were around 25. Erika, I'm not. Is that right?
Erika Johns [00:05:54]:
20/25? Yeah.
Jack Jostes [00:05:55]:
Yeah. That's interesting. So tell me, tell me more about that. So why did you, why did, why have you shrunk in the last two years? And was that intentional? Is that what you want?
Erika Johns [00:06:06]:
Yeah, it was. So, you know, there was that. There was the COVID boom. We also, Steven, briefly kind of touched on that earlier, is we had two different, actually three divisions. We had our lawn division, our pest division, and our design build. So obviously there were people involved in that, too. And then you have the COVID boom of everybody stuck at home. So they're investing more in their home rather than going on vacation and doing all that stuff.
Erika Johns [00:06:33]:
So it was just. It was crazy. And so after that, I think we just talked about this. It was 2021 when we had cycled out our maintenance division, like our lawn division and our pest division. And so that caused the decrease. And then we kind of realized that with that decrease, there were some overhead positions and overhead things that maybe needed to be cut as well. And then with the economy changing from COVID there was another decrease from, like, as install staff needed. And so that's kind of where that reduction has been as well.
Erika Johns [00:07:08]:
So part of it was intentional, part of it was economy related. But it's all been, honestly, for the best.
07:15 - The Surprising Impact of Reducing Services on Business
Jack Jostes [00:07:15]:
Well, that's great. So you went from doing lawn pest and design build, and now you're purely design build outdoor living. So what's it like? Because there's not as much recurring revenue or repeat customer. Maybe some people do their front yard this year and their backyard next year or vice versa. What's that like, going from having those recurring services to being project focused? Because many people are doing the opposite. They're like, Jack, I've got outdoor living, and now I want to do maintenance and stuff like that. So tell me a little bit. Like, what's it like having done the opposite?
Steven Johns [00:07:57]:
I'll say the bank doesn't like it as much. We just looked at something today. The bank's like, where's your receivables? Like, we have receivables, but they're progress payments. Right, but I go back to the book Traction, right? There's a quote in there that says “he who chases two rabbits catches neither.” Now, I'm not saying you can't run two different types of businesses or three, but we were just really laser focusing in on our core values and who our ideal client is, and before we knew it, we had multiple core values and multiple ideas of who the ideal client was in multiple client journeys, depending on, you know, which business they were being brought into, maintenance or construction. I mean, there's pros and cons to both, and it took a lot of intentionality and uncomfortableness, but also, I'm very happy with where we are now. There's a little bit more risk involved, but just really focusing on being laser focused on creating and designing exceptional outdoor spaces.
Jack Jostes [00:08:57]:
That's cool. So I commend you for making the big decision, because these are the kinds of things that I think people can take years, and maybe it was years in the making, maybe there were things before 2021. But sometimes people, I think, linger on with these departments, and they can kind of eat you alive if you don't get rid of the things that don't make sense in your business anymore.
09:26 - The Ego in Business: Bigger Isn't Always Better
Erika Johns [00:09:26]:
Yeah. And that's where we were at. It just didn't. It didn't make sense. And you know, we had an employee that was kind of overseeing that division that was like, hey, I'll go out on my own. And so it was kind of like a God wink, almost of like, okay, so we can still make sure these clients are being taken care of. He's not being, like, shoved out the door with nothing.
Erika Johns [00:09:46]:
He can kind of take these things over. He can do what he wants to do. And so it just. It kind of helped make the decision. It was still hard. That's mince words there, but it just, you know, when it's right, it's right. So it worked out.
Jack Jostes [00:10:04]:
So, you know, we talked about ego when we were we were planning for this, and some of the things that can play into our ego are things that you mentioned, like the number of vehicles we have and the number of departments that we have and all of these things where. Where, I guess, what's your mindset around goals, and how does ego maybe get in the way of it, and how do you prevent it from doing? That is really what I'm curious about.
Steven Johns [00:10:32]:
You know, I think I have more. No, I know I have more of an ego problem than Erika would. I mean, I think it's the normal I, you know, oh, we got ten new trucks and, you know, and just the flashiness and, man, it just, you know, just like our ideal client, a lot of times, the client that on the outside has it all struggles to make the final payment. Right. And it's just. And listen, we're not all the way there yet. You know, I think there's some decisions we've made in the past of overextending that we still, no pun intended, pay for now, but just really thinking. I remember two years ago, we each kind of create goals for even ourselves for the year.
11:14 - Finding Joy and Fun in Work Again
Steven Johns [00:11:14]:
One of my goals was to have fun again at work. Like, I just was not having fun anymore. Like, oh, cool, we got, you know, 15 or 20 trucks out there and all these brand new skid steers and mowers and 15 plow trucks and. But I wasn't having fun. It just became just building bills. You know, we were building up this huge, cool looking thing that was just really expensive and being okay with being profitable and happy, even if that meant scaling back a little bit.
Jack Jostes [00:11:47]:
Yeah, I can relate to that. In fact, just yesterday, I was talking with one of our employees who's new here, and then somebody, it was like a three person meeting with somebody who's been here a long time. And there was a time where we had this really big, expensive office, but nobody wanted to drive into my office. And I started hiring people out of state. And part of it was ego, and then part of it was like, I'm paying this enormous rent to have this office. And when I closed it, it was. It did kind of. I was like.
Jack Jostes [00:12:19]:
It felt like a step back. But when I didn't have those rent payments anymore, I felt pretty good. I'm curious, Steven, what makes you, what makes you happy at work? What's fun when you're working?
Steven Johns [00:12:35]:
Laughter, you know, is a good one. I mean, work is work, right? And I get it. And, you know, a lot of people say, how do you separate work from personal? I don't really think you can work's personal. Personals work. But it just. It was just always stressful, always not having enough money, always, you know, things. We were just pulled in too many different directions. And, yeah, just looking back at maybe when we were smaller and bigger smiles that seem more real.
Steven Johns [00:13:13]:
Right. Versus just, like I said, the fleet in the background, that really isn't making us happy.
Erika Johns [00:13:23]:
Well, and I think that before we were all at max capacity, we played practical jokes offices for birthdays. We, you know, a lot of that has gotten lost in the growth and in the, you know, in the overextension, like Steven referenced. I was laughing the other day. One of our, we used to have a gong that they would ring when they would make a sale. And that hasn't happened in a long time.
Steven Johns [00:13:48]:
Well, no, he rang it when you were here.
Erika Johns [00:13:50]:
That's what I was getting right. And, well, that just. That was something the other day that made me smile. Is he. One of our designers started ringing the gong again. And, you know, it was just kind of like a callback to, when it was more fun, you know, when we were doing more things like that. And so that, that's kind of what we had to realize is that we don't, we don't want to do this just to do this. We want to do it because we love it.
Erika Johns [00:14:17]:
We want to do it because it's something that we're excited about. And so that's kind of what we're trying to get back to the roots of with having less, doing less.
Jack Jostes [00:14:27]:
Yeah. And that, that makes it a more enjoyable place for your employees to work and, and that your, your clients will pick up on that, too. So I think having joy at work is really important and it does have, it may not have, like, I couldn't put it in my profit and loss sheet, but I can tell you that when we're having more fun, we're making more money. But then part of my mind is like, well, do I feel more relaxed because I'm making more money? But I think, I think, I think it's the. I don't know, they're related. So I'm glad to hear that you're having fun. We have a big ass bell. It's an eleven pound ship.
Jack Jostes [00:15:08]:
So this is our bell. And then I mail all of our Ramblers have other bells that they ring because that's our mission here, is helping small businesses ring the bell. And so we bring it and I don't know, could you even hear it over zoom? Oh, okay. Because sometimes the zoom audio sensors are like, oh, it's too loud and they like, cut it out. But anyways, that's cool. So you guys have been married over ten years and working together. So how do you balance both of those things? What? You know, many of our audience, many of my clients in the, in the landscape industry, married couples working together, and it, it can be challenging.
15:50 - Navigating the Dynamics of Marriage and Business
Jack Jostes [00:15:50]:
So I'm curious, what are some of the things that you figured out that you would share with other people?
Erika Johns [00:15:55]:
I don't think of it as like a balance beam. It is definitely more of a teeter totter. You know, it's a lot of trial and error. It's a lot of, it's a lot of hurt feelings. I mean, just honestly, like, it's. You say something that I didn't receive well, I received something you didn't receive. I mean, it just, it just is.
Erika Johns [00:16:20]:
But I think that again. What we're trying to get back to as a couple is that we're team one. You know what I'm saying? Like, everything flows through our relationship. You can't really. We do try to kind of separate it a little bit, but the entire, like, the complete separation is not possible. And just kind of realizing that that is always going to bleed into your relationship. It's just something that I think you have to accept and just work with in your relationship.
Jack Jostes [00:16:52]:
Yeah, I agree. I don't think that they can be perfectly separated. And, hey, we're not at work right now. I don't think that that can work. One thing that has worked well with me and my wife is sometimes, like, it might be like, 9:00 at night, and I'm, like, on fire with this new big idea, and she's, like, almost ready to go asleep. And if I, like, I need to be. I need, like, hey, can I share something with you right now? And sometimes the answer is like, no, dude, I'm super stressed and I'm going to sleep. And sometimes it's like, yeah, let's talk about it.
Jack Jostes [00:17:28]:
So that. That has. That has been something that's worked for me because I tend to. I get ideas that literally late at night, and my wife isn't always thinking about business stuff at nighttime, so.
Erika Johns [00:17:43]:
And that's. Yeah, I think.
Steven Johns [00:17:44]:
Did you say your wife's name was Erika?
Erika Johns [00:17:46]:
It's very similar. This sounds very similar to me. Yes. Deja vu. But, yeah, I think a lot of it is asking the other person's capacity, you know, in that moment. It's just saying, like, do you have the capacity to take this on right now? Like, and being okay with the no? Sometimes the answer is no, and that's okay, but you can't know unless you ask.
18:07 - Client Experience: Setting and Exceeding Expectations
Jack Jostes [00:18:07]:
Tell me a little bit about, you know, client experience. What's the. What's your ideal? Like, if somebody were to. If a client were to describe, I hired. I hired, you know, Envisioning Green, and this was my experience. What would they say about it?
Steven Johns [00:18:23]:
One thing that we've really built a lot of our company around is, what does it feel like when everything goes exactly as planned? And you just. You ask that question 100 times. What does it feel like when everything goes exactly as planned? When a client calls, you know, when the project starts, when a new potential hire walks in the door? What are those steps? And, I mean, and that's how you write out your process, and that's how you write out what you want that experience to be. I know that's not the exact question you asked, but we got to start with, like, what do we want our clients to feel during these stages? And then, so from there, then we test, and hopefully that's the result that we get. We have a proven process or what we call our client journey that you mentioned right when we got on the call, Jack. But, I mean, I think that illustrates that journey or that intended experience as close as we can on a bullet pointed piece of paper.
Jack Jostes [00:19:24]:
I really like it. And being intentional about that question of how do I want people to feel during this is so important. And I think so many outdoor living companies focus, and we got to do great construction. We've got to build something. But how is the client feeling during the process is so important? Because that's what turns into Google reviews, referrals, really growing your, your brand. So tell me, like, how do you like. Construction is messy. It takes long.
Jack Jostes [00:19:55]:
There's weather, there's material shortages, there's price increases. There's, like, all these things that they're just not going to go well. Right. And we kind of signed up for it by doing construction. How do you. How do you, you know, so you've outlined the ideal client experience. How do you handle it when the inevitable happens to keep people feeling good?
Erika Johns [00:20:20]:
Well, you know, I think that it all really rolls back to communication. People just want to feel heard. They just want to feel like you're on their team, you know what I'm saying? And so I think that if you communicate, if you get in front of any potential issues where you're discovering it, you're bringing it to their attention, rather than the other way around. That nips a lot of things in the bud. I think the human nature is to kind of, like, hold it close and say, I'm just going to deal with this, and they're never going to know. But then they find out, and that's where it kind of starts the snowball effect. And so I think that if you can just kind of get ahead of things and communicate that with your clients and communicate honestly, I'd rather be over communicated with than under communicated, but that's just me. And just finding out how much they want to be involved in the process, I think is really important step, too.
Steven Johns [00:21:13]:
I was going to say, too, Erika, you know, to tie on to what she said, we have a new client expectations book. It's 50 pages. We have it on our website that we use. Well, it's not on our website. Clients can access it remotely, but we give them a copy all 50 pages might not be relevant to you, Jack, and your project. It might be only six pages, but it covers everything from stainless steel care for your kitchen to watering guides. But my point is, we're incredibly candid. There's photos in there of what it looks like after a day of rain.
Steven Johns [00:21:40]:
There's photos in there of what it looks like the day after we excavate for a big patio because clients don't realize, and I tell them all the time, that your yard is going to be messed up. Like we are going to mess it up. You know, it's a construction site and it will be destroyed. And here are some things and some ways that it might look during that time. But also when we leave our job site, we also know this is your home. This is where your kids will play. This is where we let your dogs out. So we will also take as much care as possible that you have, you know, somewhere where your kids can play safely on the weekend in the midst of our project.
Steven Johns [00:22:19]:
But here's kind of what to, what, what to expect. Clients don't really know most of the time what to expect in the middle.
22:26 - How Economic Changes Impact Client Budgets & Expectations
Jack Jostes [00:22:26]:
I agree. You know, they've. They've probably never hired anyone like you, and they probably never will again. Right. I mean, I think, unless, I mean, I'm. Most of the time people are doing an outdoor living project on their forever home, and they probably, you know, they, maybe some of them have done it before, but probably not. So I think telling them upfront is really important. And then showing them those photos is a whole other level because now they can visualize it.
Jack Jostes [00:22:55]:
Because it's one thing to hear, hey, your yard's going to be muddy. And it's another thing to see that sopping wet mud yard that you're describing. So there's a saying that bad news gets worse with age. And I think that's absolutely true in business. It's especially true in construction. So I'm curious, you had mentioned you had a question for me about client budgets and how those things are changing. Can you share that question and we can kind of talk through it?
Erika Johns [00:23:29]:
Yeah, I mean, I just am curious to see what your experience has been with the economic changes and kind of like what clients budgets and expectations are. Because I know you mentioned, we talked about before that you work with people across the country. So I'm just kind of curious to see what you think about that.
Jack Jostes [00:23:44]:
What my experience has been within the last year is it varies regionally. It varies. Like, I have clients in Colorado and Texas and North Carolina and South Carolina and Florida. And I haven't seen them saying that that much has changed. You know, I think that the COVID boom that you talked about, I think, was felt across the country. People couldn't travel, they couldn't go to weddings. They, for whatever reason, they spent more money on their landscape.
Jack Jostes [00:24:15]:
And since 2020, 80% of the United States dollars were printed. So 80% of all of the dollars that are in circulation were printed within the last four years.
Erika Johns [00:24:27]:
Wow.
Jack Jostes [00:24:28]:
So, like, we've never had any. We've never done that before. And we're feeling it as a country. So I'm seeing it just doing basic stuff like groceries or, like, eggs or, like, ground beef. I think that there's a big impact there just in everyone's normal life expenses. And then certain states, I think, have been impacted more than others. And I have seen that in Illinois and Pennsylvania is another one, or New York, so. And that was last year.
Jack Jostes [00:25:06]:
What I'm saying is, based on last year, I kind of think if you asked me this in June, even like, two months from now, I might have a different answer for you. Because we're heading into May and the time of year where the searches on Google go up. And if we look at the searches for landscaping, we can go all the way back since 2004 and see that there's generally a peak in May. Right? So it's like, oh, it's May. Oh, it's. It's winter time. No one's looking for us. Oh, it's May.
Jack Jostes [00:25:37]:
And look, it never goes down to zero, by the way. It's just that the top of the peak is in May and the low point is in December. And so it was kind of steady. And then it was like, COVID, right. And it was at an all time high in 2020. And so then from that peak, it's like a 30% decrease to where it was last year. So last year, I think people felt like. I think they noticed it more than ever because we had two or three years of just, like, insane demand.
Jack Jostes [00:26:17]:
So it's back to roughly where it was before the pandemic. And then that's why I'm saying, like, hey, let's talk after we have the May data and see where it's at.
Steven Johns [00:26:28]:
We're feeling a big increase already from last year.
Jack Jostes [00:26:32]:
You think it's busier than last year?
Steven Johns [00:26:35]:
Oh, yeah. Just our sales numbers alone are 240. I just did it yesterday. It's like 248% higher. Now, listen, it's only April 1, right? So it's those numbers can be skewed, um, every year when it's only been a couple months. But we didn't sell a $500,000 job in February. You know, I mean, we've sold the normal size jobs, but we're about 240% higher this year than last year in April.
Erika Johns [00:26:59]:
Yeah. And our appointment, I mean, we booked double the amount of appointments. Like, it's. Yeah, it's. It's definitely trending. Yeah.
Jack Jostes [00:27:05]:
Well, so I'm curious, how much of what is the weather like this year versus what was it like last year? Do you remember?
Steven Johns [00:27:12]:
Pull up Google trends.
Erika Johns [00:27:16]:
So we. I think that last year was because we look at kind of like, what our. Like, what our guys worked, what our billable hours were, and what our non billable whatever the guys worked. And we've worked a lot more this year, like, and we've been much more intentional about working only when it's nice this year than we were last year, and we still worked more. So I think, weather wise, it's been a lot nicer.
Jack Jostes [00:27:39]:
Okay, so it has been nicer.
Erika Johns [00:27:42]:
I think so. I feel like it rained a lot last year in, like, February, March.
Jack Jostes [00:27:48]:
Well, so, Steven, what was maybe one more thing on the topic of goal setting that you wanted to share with today's listeners?
Erika Johns [00:27:54]:
Yeah.
Steven Johns [00:27:55]:
I would say one of my biggest revelations has been asking how instead of the no, you know, recently, it sounds crazy, I think, already saying it out loud, but we implemented, or we're implementing an unlimited PTO option for our team. And my gut reaction is no. Like, we can't do that, right? But instead of maybe the no, when we're in our goal setting meetings, how. That's intriguing. Like, how could we do that? You know? Tell me more instead of being so quick to say no.
Jack Jostes [00:28:28]:
Yeah, I'm really curious to hear how that goes, because what I found, and I think this, again, varies on who. Who you're talking to, is that a lot of companies that have that unlimited time off, the employees end up taking less than if they had a certain number. So, I don't do it partly because, you know, we. We do different things. Like, we have a four day workweek during three months of the year, during our slower time of year. So that's one thing. We have a winter break, and then we have a different PTO policy. And when I've counted it, our people take more time off than they do at the unlimited companies.
Jack Jostes [00:29:11]:
But I don't know. It's one of those things. You just got to pick it and try it and listen to your people. And I understand where the fear could come from. Oh, everyone's going to be gone during May, June and July when we need to be building things.
Erika Johns [00:29:23]:
Well, yeah, I think it's just, for us, it was just the flexibility, the flexibility factor of it for our designers and stuff, if they're not here, they're not making money, you know, I mean, you know, for the commission positions and stuff, it's like they need to be here during those peak times. And quite frankly, we found that one of our designers, he was like on vacation. He's like answering emails and making calls and stuff because they know that this isn't, it's not a limited time. It's not a, it's not something that they only get so much of. And so for them, the flexibility of it so far has been, has been beneficial. So we'll see. Again, we are not, we are always changing. We are always making adjustments.
Erika Johns [00:30:06]:
We are always learning. And what worked yesterday may not work tomorrow. And so it's just, it's just kind of a learn as we go.
30:16 - Where to Connect with Envisioning Green
Jack Jostes [00:30:16]:
Well, good. Well, I hope to talk to you guys again and see how, how your goals are going and what's happening with, with your new unlimited paid time off. So where can folks listening connect with you guys if they want to network with you?
Erika Johns [00:30:30]:
So our website's always a great spot, Envisioninggreen.com. And so then if you want to reach either one of us, just use our first name dot last names. Mine would be Erika.johns@envisioninggreen.com and Steven's would be Steven.Johns. So you can reach either one of us directly that way or just check out our website.
Jack Jostes [00:30:48]:
Well, Erika and Steven Johns from Envisioning Green, thank you for coming today. I'll put your contact info in the show notes. And thanks so much for coming and sharing your story on The Landscaper's Guide.
Steven Johns [00:31:00]:
Thank you, Jack.
Jack Jostes [00:31:01]:
Hey, it's Jack Jostes and thanks for watching The Landscaper's Guide Podcast. Check out our show notes for some additional resources and make sure that you like and comment on today's episode. Be sure to subscribe to our YouTube channel for additional sales, marketing and leadership inspiration to grow your snow and landscape company.
Show Notes:
Watch the full episode + see the transcript at: https://landscapersguide.com/podcast/
Tell us where to send your beef jerky: https://landscapersguide.com/toolbox
Check out Envisioning Green’s website: https://envisioninggreen.com
Connect with Steven & Erika Johns: erika.johns@envisioninggreen.com, steven.johns@envisioninggreen.com