00:00 – Family-Owned Values: Do What We Say We Will Do
00:00
Jack Jostes
What has continued on, that probably won't change?
00:03
Jeremy Miller
Yeah. So I would say hard work, right? Yeah, it's a hard working industry. We do what we say we're gonna do. I mean, that's kind of our motto is that if we come out and say that's what's gonna happen. And even if that makes us have to make it right and go out of our way to do things, that's what we've always done. And as long as I'm around, we'll always continue to do that.
00:21 – On Site in Grand Rapids: 60 Years of Miller Landscape
00:21
Jack Jostes
Hey, everyone. Welcome back to The Landscaper's Guide Podcast. Right now I'm in Grand Rapids, Michigan with Jeremy Miller, the owner of Miller Landscape, who in 2026 is celebrating 60 years in business. We just finished doing a video shoot here ahead of the SIMA symposium. How was the video shoot?
00:40
Jeremy Miller
It was great. It was a lot of fun, actually.
00:41
Jack Jostes
You have a great team. So I got to interview. We did some videos into the teleprompter for your sales. We did a design process, commercial management, and then an impromptu employee interview. And you were outside. And I don't know if you know this, but everyone kind of said the same thing. So Robert and I were thinking that means it's true. So they were talking about the family aspect at the company, and that was something that you wanted when we made your recruiting video intro that you mentioned. So I was curious, what does that mean to you?
01:14
Jeremy Miller
Well, I mean, I think it means, first of all, it starts off as were started. We're a family business. We were started by family members. We have a lot of family members that work with us. So that's the true part of it. But we also refer to our teammates as family members, our employees, some of the ones that you interview. You know, we consider each other family. I've seen a lot of these people's kids grow up and know a ton of their spouses and other people. So, I mean, I know a lot of people kind of talk about that jokingly, but I believe it really is true. I mean, we really consider ourselves a family.
01:40
Jack Jostes
I think it's true. I mean, you have people that have worked here for ranging from 5 to 23 years that came today. So I'm curious, so did you grow? Tell us, like, what is the Miller Landscape history?
01:53
Jeremy Miller
Yeah, yeah. So, you know, people always ask me, you know, so when did you start working? What was your first job? I said, well, when were old enough to hold a shovel. That's when we started working. Right.
02:00
Jack Jostes
And how Old is that.
02:02
Jeremy Miller
So that would probably been realistically, you know, coming around on job sites as a young boy at 8 or 10 years old. But honestly working around the yard, 11 or 12 and then, you know, out in the crews, in the fields at probably 14 or 15.
02:13
Jack Jostes
So that's amazing. So you grew up. What are all the different roles that you had in the company?
02:18 – From Irrigation Tech to GM: Finding Your Role in a Family Business
02:18
Jeremy Miller
So interesting. So my background was very strong in irrigation, so I was an irrigation technician. I grew our irrigation service department. And I think part of that was, you know, being part of a family business, you want to kind of find your own niche. And I saw that irrigation was something I could kind of grow on my own. And I did grow that and developed it into what would be like almost a standalone service business. But then I started realizing that there's so much more to this business if I got myself spread out a little bit more. And that's when I got into sales and supporting landscape designers and just doing whatever needed to be done around the business. But ultimately it came from moving from the irrigation world to selling to general managing, to continuing to build the team like you saw today.
02:57
Jack Jostes
Did you have any other siblings or anybody else working?
02:59
Jeremy Miller
I did. We've had multiple siblings. I still have two siblings working in the business right now. So I have two younger brothers that are actually twins that work and one of them is our facility manager and one of them is our fleet manager. So that works out very well. I think it's one of the things that's important in a family business is at some point in time everybody does kind of have to find their role because everybody can't do the same thing traditionally. So. And we've done a reasonable job of working through that. Obviously, like any family business, there can be some turbulent bumps, but I think we've gotten to a pretty good spot.
03:26
Jack Jostes
So what is continued on, that probably won't change.
03:30
Jeremy Miller
Yeah. So I would say hard work, right? Yeah, it's a hard working industry. Truth and honesty. You know, we take care of our customers, we do what we say we're going to do. That doesn't change whether we had five people working for us or we have 100 people working for us now. We do what we say we're going to do. I mean, that's kind of our motto is that if we come out and say that's what's going to happen. And even if that makes us have to make it right and go out of our way to do things. That's what we've always done. And so long as I'm around, we'll always continue to do that.
03:55 – What Changed: Roles, Core Values, and EOS/Traction
03:55
Jack Jostes
So what's changed? So I interviewed some of your people and especially some of the people who have been here for a long time said that you've rolled out traction, you've rolled out Eos, and through that you've actually created the core values and that seemed to maybe even weed some people out. So can you, what can you tell me about.
04:18
Jeremy Miller
Yeah, so even. Yeah, so traction and EOS is one of the biggest changes that we've made, but that's actually more recently, so backing up a little bit. Prior to that, one of the biggest changes we made was establishing roles. You know, you got to meet sales reps today and you got to meet directors of my departments. And you know, when were smaller, we all just kind of jack of all trades. We all did what we're going to do. So as we develop and how many.
04:40
Jack Jostes
People work at the company now?
04:41 – Scaling Past 20 to 100+ Staff: Structure Over Hustle
04:41
Jeremy Miller
So we'll peak out a little over 100, either at a snow event or in the middle of summer. And we have about 35 full time salaried employees.
04:48
Jack Jostes
Okay. Yeah. So when it was smaller. What do you mean? Like how many people worked here?
04:54
Jeremy Miller
So, you know, less than 20, I can remember. So.
04:56
Jack Jostes
Okay. Wow. So you've really grown it quite a bit.
05:00
Jeremy Miller
Yeah, yeah. I mean, quite a bit since. Yes, it's grown quite a bit over the years. So. And you know, I tell this story sometimes. We kind of stayed stagnant. You know, whatever happened really early on, I was too young to know. But as I started gaining understanding of the business and the finances, more importantly, you know, I noticed, I'm like, you know, we're doing okay, but we're kind of plateaued at this revenue that we really haven't gotten past. And I could start to see very quickly as more people wanted to become involved in the business. You know, we had to grow the business in order to not only make sure everyone that was already working for us had a good career, but we can continue to bring that on. And that's where things have probably really changed.
05:34
Jeremy Miller
When we, you know, brought on some sales reps and we started aggressively looking at things and putting systems and procedures in place. And then that led us to where we got to what I thought was a really good spot, but it still wasn't right. We were still having some problems with conflict and that's where traction in The US has really helped us. And we're in about. We're in over two years right now, and I really kind of feel like we're hitting our sweet spot with that.
05:55 – EOS and Conflict: Why Clarity Beats Comfort
05:55
Jack Jostes
Well, so it's interesting that you say that it has helped with conflict. I found that some people find that EOS has a lot of conflict because it requires you to keep a scorecard of how things are going. And looking at that with people, it requires you to have meetings where you're identifying, discussing, and solving issues. Have you found anyone that was maybe repulsed by that and by traction?
06:25
Jeremy Miller
100%, yeah. And quite frankly, our leadership team has changed and evolved over the couple years to get it dialed in to where everyone was on the same page. And most importantly, those people could handle and give constructive professional pushback if needed.
06:39
Jack Jostes
So, yeah.
06:39
Jeremy Miller
But, yes, it definitely brought some conflict out. And I think part of that comes from trying to get yourself into an environment where you can truly be transparent. You know, before. Before Traction, I was like, oh, yeah, we're transparent. We really weren't. And we didn't even realize that weren't as transparent until you get into the depths of what's happening and what's problems. And then again, being in a family business, there's a lot of benefits to being in a family business, but there can be some negatives, too, when it comes to holding each other accountable and who's acting in what role. And that really helped in our business. It helped us figure that out.
07:08
Jack Jostes
Well, I think that makes sense because having that role, clarity makes it easier to talk about the role and the scorecard number, whereas if you don't have those things when there's an issue, then it does maybe feel more personal.
07:21
Jeremy Miller
Yes, absolutely.
07:22
Jack Jostes
That's how I feel about Traction, at least. But I've had people come through my organization. Some people, as Traction says, get it, want it, have the capacity for it, and some people really don't. That's a challenge as a leader, because sometimes those are really good people, though, or they're really good at a certain task ask. But they can't really operate within accountability.
07:44
Jeremy Miller
Correct. And you know what's interesting about that is, as we talked early on, even when I was trying to figure it out, that, hey, we would, you know, if we invited people to potentially participate in the leadership team, and we said it's not mandatory, and that doesn't mean you don't have a place here, and we're going to kind of figure this out as we go, who really is a leader and who wants to put in the extra effort and we did. We started with a very large leadership team and have changed it two or three times to now we're down to four people on the leadership team. And it feels right now we're playing the roles the right way. We're all able to have those.
08:11 – Scorecard Metrics: Leads, Complaints & Google Reviews
08:11
Jack Jostes
So Even with a 100 person staff during peak seasons, your leadership team has four people?
08:18
Jeremy Miller
That's correct.
08:19
Jack Jostes
Including you?
08:20
Jeremy Miller
Four others, so five.
08:21
Jack Jostes
Including you? Four others, so five including you?
08:23
Jeremy Miller
Yes.
08:24
Jack Jostes
What numbers are in your scorecard that the whole company sees?
08:28
Jeremy Miller
So we have number of leads per week, we have customer complaints, we have Google Reviews, we have receivables over 60 days.
08:37
Jack Jostes
You have Google Reviews in there. How long have you had that?
08:41
Jeremy Miller
That's pretty new. I think we put that in at the end of last fall and we do a lot as a company to try to promote Google Reviews. And that's when it came to the leadership team. It's like, well, we should be monitoring this as a scorecard item also.
08:52
Jack Jostes
I agree. So I'm really glad that you have that. Why do you find it important?
08:57
Jeremy Miller
What I found is that in today's buying market, that's one of the first things that people go look to is Google Reviews. And maybe that was a little past where I started from or Google Reviews weren't as important, but now it's just critical that most of my clients and people that may come work for us and even vendors are looking at those reviews and saying, hey, is this a reputable company I want to deal with? Are they going to pay their bills? Are they going to do what they say they're going to do? So it's been pretty powerful.
09:19
Jack Jostes
Yeah, I'm glad to hear you say that because many companies are like, well, we've been in business for 60 years and we didn't have Google Reviews when we started and we don't need them now. Yes. And it's like, yeah, you do. You really do.
09:31
Jeremy Miller
You really do.
09:32
Jack Jostes
So what else has changed, I guess, that you're focusing on? So as we head into the 60th year, what's some of your vision for the company and where you're heading?
09:42 – Vision and Time Freedom: Growth Without Burning Out
09:42
Jeremy Miller
Continued growth. We're still in growth mode right now and again, we have a lot of key people on staff and that's part of that goal is to say, hey, let's keep growing this thing and getting it to where we want it to be. Scalability is very important to me. Time going back to that family thing, like to me time, my time is probably even More important than maybe even financial incentives.
10:00
Jack Jostes
So I like, for you personally, I.
10:02
Jeremy Miller
Think for me personally, and for a lot of my team members, too, but I only speak for me personally because I don't want to put those words in their mouth that as I've gotten to where I'm at in life, my time is more valuable to me than a dollar bill or a paycheck or whatever that is. And not that money's not important, because it is, but I found that's kind of that balance that we're taking. And as we progress forward, all, you know, the people that you interviewed today, other people on staff, that's just as important to them, too. And as they grow and they find they want to be able to place where they don'. Have to work six days, 12 hours a day, like we used to do back in the olden days. Right. Like time is more important.
10:33
Jeremy Miller
And being able to schedule your time and spend time with your other family, that's not your Miller landscape family. That's important, too. Right. So. So my vision is to continue to grow, to continue to.
10:43
Jack Jostes
Sorry to interrupt.
10:44
Jeremy Miller
No, you're fine.
10:45
Jack Jostes
That's a key thing, because some landscape companies say we're family at work, but then they expect you there 12, 14 hours a day. Right. Don't you see that in the industry?
10:59
Jeremy Miller
And were that way.
11:00
Jack Jostes
You're saying that. So there was a period where you were like that.
11:03
Jeremy Miller
I mean, I think maybe not to the extreme that I've seen in the industry, but there was certainly a point in time when we thought the best thing you could do is just put more hours and work harder, work longer, and that will fix that. And, yeah, this is just part of the industry. Like, you know, you talk to landscapers all over the country, and there's a lot of people, they're just like, hey, this is what we do. This is our time of year. We got to get it while the getting's good. I'm sure you've heard all those phrases, and it's important, but it's also just as important to be able to say, hey, we can be just as busy and do just as much revenue and not work those crazy hours and still give people time with family.
11:30
Jeremy Miller
And it's an interesting mix, but to me, it's important.
11:32
Jack Jostes
It is. And it's also hard, though, because of the weather, you know, because when there are weather events or it's super rainy and you can't work, then you do need to make hay when the sun is shining. And I Don't know. It's hard. I'm just acknowledging. But the point that you value it and you're. That's part of your vision moving forward, I think is interesting.
11:52
Jeremy Miller
Well, and again, I think, you know, there's a lot of great places to work.
11:55
Jack Jostes
Right.
11:55
Jeremy Miller
And I have to keep being an attractive place to keep my employees. They're here and to attract new ones. And that's what they talk about. Right. When you're. When you're getting ready to interview and talk to somebody, hey, what's it really like? This is what it says on the website, but what's it really like when you get in there? And I hope that what you heard from my employees today is the same thing that they're telling everybody, and I feel pretty confident that it is. So.
12:13
Jack Jostes
Well, like I said, I think so, because they all said very similar things.
12:18
Jeremy Miller
Good.
12:19
Jack Jostes
So where else are you heading? So you're wanting to scale and you're wanting to have this family, this time component. That's interesting. I have a business coach, Jason Swank, who. He's a digital agency coach, and helps people create a time goal every year. So a lot of people, you know, you get into planning your goals, and you're like, oh, I want this revenue and this profit and this many leads. And I think the time component is really important because once it's gone, you can't get it back.
12:51
Jeremy Miller
It's a good point. I can go get more leads. Right. I can go get more trees, I can go buy more loaders, but I can't get more time to go do any of that stuff.
12:57
Jack Jostes
What would you like to spend your time doing?
12:59
Jeremy Miller
You know, I like to travel. I like to spend time with my immediate family. And, you know, kind of an interesting point, growing up from where I grew up, compared to the way that I grew up with my kids, it was different. Like, my dad didn't get to spend as much time with me as I got to spend with my kids. And I'm not complaining about that. I think that was part of the generational, was part of our industry.
13:18
Jack Jostes
Yeah.
13:19
Jeremy Miller
But I do like to look at that and say, hey, I can do things differently and still get the same, if not better results.
13:23
Jack Jostes
Well, I had. I think this is the, like, pain of every man, is that this feeling of, like, oh, I didn't spend enough time with my kids because I was just talking with my dad, and he's like, oh, I wish I had done more. And I'm like, but, dad, like, did you spend more time with me? Than your dad spent with you. And he's like, oh my gosh, so much more because he's like, I'm doing all these things with my kids and I'm like, yes, I think that's just kind of life.
13:49
Jeremy Miller
It is, it is.
13:51
Jack Jostes
Right? And, and also like, look, we're making a video and we've met on Zoom. Like all these, all this stuff that we get to do now just wasn't available for our dads.
14:03
Jeremy Miller
I don't think it really wasn't. Yeah, yeah. So it is interesting. And again, and I think I can speak for you, that doesn't mean it was bad. It's just the way it was. Right. It's just. But that also doesn't mean we can't evolve and change things and make them differently. So. Yeah, you know, one of the examples I'll give you is, you know, I would have a tough time getting my dad to show up to my sporting events. I coached both my boys baseball teams at the same time just because that was really important to me. And he looked at me and said, I'm glad that you're doing that, you know, so it was just an interesting evolution. And I think the industry as a whole is also evolving. Maybe not as fast as other industries and in certain segments might not be.
14:37
Jeremy Miller
But I talk to a lot of people who have this kind of same conversation and are starting to think the same things now. I also talk to a lot of people who are struggling to try to find a way to get out of that day to day grind where they're just grinding out 12, 13 hours a day. But I see a shift coming.
14:50 – The 10-Year VTO to $20M, Seats and Hiring to Get There
14:50
Jack Jostes
So do you have a Vision Traction Organizer?
14:53
Jeremy Miller
We do.
14:54
Jack Jostes
What's on it for your 10 year vision?
14:57
Jeremy Miller
10 year vision is so we're going to be a $20 million company with possible second location and then a lot of filled in positions, you know, we, I think, you know, I'm going off memory here, Jack. So I think that was two more sales reps, you know, two more account managers, possible more project managers, channel partners and service partners to help us grow that revenue. But that's the ultimate goal.
15:21
Jack Jostes
20 million.
15:21
Jeremy Miller
20 million is our ten year plan.
15:23
Jack Jostes
Where are you now?
15:24
Jeremy Miller
Just under seven.
15:25
Jack Jostes
Cool.
15:26
Jeremy Miller
Yeah. So I think it's doable. It's aggressive, but doable. And the team of people that you met here, they think it's doable. So that's probably even more important.
15:32
Jack Jostes
When I'm curious, did they ever have a bigger vision of what the company could be than what you did?
15:39
Jeremy Miller
No, they actually struggled with the goals that we laid out.
15:42
Jack Jostes
Oh really?
15:43
Jeremy Miller
Oh yes. They had a hard time. They had a hard time even visualizing the three year goal until we worked through the process a few times and went through that. And I don't know if maybe you remember your first couple Traction or EOS meetings, but I think the term they used was the big hairy, audacious goal or something along those lines. And I had a hard time getting my head wrapped around it, but I also was more confident in it. And then they've helped me, we've helped each other support how that's possible. And it can be tough to picture what that looks like. So.
16:10
Jack Jostes
So I have a number of people who've worked with me for over five years and I was going through this vision conversation with them and I was like, curious, how big do you think the company could be someday? And my number was actually where we're at now. And their number was five times that number. And so I was blown away. I had some of the opposite reaction from my people, like, oh yeah, we could be 10 million, 15 million. And I think were on like 1.5 at the time. So that was just an interesting experience. But then sometimes I roll out big ideas and people are like, well, how am I going to do all of this? And I'm like, we're going to hire more people. And they're like, sometimes I forget to say the quiet part out loud.
16:54
Jack Jostes
Like, and we're gonna do, you know, we're gonna do, we're gonna hire other people or whatever it is to support the vision.
17:03
Jeremy Miller
Yes, yes.
17:04
Jack Jostes
So I've had both experiences where sometimes people are like, jack, you're thinking too small. Or sometimes they're like, are you crazy? How am I gonna do all this?
17:14 – Decisions by the VTO: Getting Out of the Comfort Zone
17:14
Jeremy Miller
Well, and another interesting story about that is, you know, it took us a while to get into that where, hey, every decision should be leading towards that. I hear that around the office now. I know were talking about taking on a potential job that was a little bit out of our area. And I can remember someone saying, well, hey, will that decision affect our 10 year goal positively or negatively? And I thought to myself, wow, this is really starting to set in. And people are really starting to make decisions off that.
17:34
Jack Jostes
And so how did they decide on that?
17:36
Jeremy Miller
We decided that it would be worthwhile chasing it because it's a little bit out of our comfort zone. But there's no way we're ever going to get to that 10 year goal. Without getting a little out of our comfort zone.
17:42
Jack Jostes
That's good. I like that.
17:43
Jeremy Miller
Yeah. And I was happy with it because it wasn't me saying it, was somebody else saying it. And it helped remind me. And, you know, going through that, being transparent and saying, hey, I need to be held as accountable as you guys do, so let's work on this time together. So that's been. It's been fun, it's been interesting, and it's been challenging, certainly, but it's a great process.
17:59
Jack Jostes
So good.
18:00
Jeremy Miller
Yeah. How many landscapers are you working with, roughly? I know that can't be an exact number.
18:04
Jack Jostes
I work with around150.150. That varies. Some of them are like legacy clients, where we're just, like, hosting and maintaining their website. And then some clients are like you, where we're in the first year or two years of working together and we're building a lot of. And then one of my clients, I just launched his third website. We helped him sell his first company. He moved across the country, opened another landscape company, and now he has a. He loves golf and he designs golf course. So that was his third business. So right now it's interesting. Like, I've been in business 16 years, and clients that I've had for 10, 12 years are coming back around and saying, hey, we're doing this new thing, or, we need. We need to do this.
18:53
Jack Jostes
It's kind of like my landscape clients in some ways, where they're like, hey, we did a backyard for somebody five years ago, and now we're doing their front yard. And so I'm having that experience. Or they're innovating or they're acquiring companies or those types of things.
19:08
Jeremy Miller
Yeah. Modernizing, doing video shoots.
19:10
Jack Jostes
All good stuff, right? Yeah.
19:12
Jeremy Miller
Yeah. What's your average expect? Like, what's your average time with a client? So, like, when you get someone in your funnel, do they stay with you for a year, three years, five years?
19:19
Jack Jostes
As far as lifetime value? Four and a half years.
19:22
Jeremy Miller
Four and a half is about four.
19:23
Jack Jostes
And a half years. But I also have some clients who have worked with me for 10. That's also only eight of the 16 years have been solely focused on landscape. The first eight were, like, maybe 30% was landscape and home service. And that kept growing and growing. And then about eight years ago, we're like, we're going all in on landscape.
19:45
Jeremy Miller
Yeah. Do you ever regret that decision?
19:47
Jack Jostes
No.
19:47
Jeremy Miller
Good.
19:48 – Why RJ Specializes in Landscaping + Training “Green Industry 101”
19:48
Jack Jostes
I don't, actually. I continually find new joy in it. And one of the things I just created was Green Industry 101, and it's an online course at my company where people can go through training to learn what. What is a retail garden center and how is it different from a plant nursery? What is wholesale versus retail? Some of the, like, basic lingo that you might take for granted, I've just found that I bring in. We call them Ramblers, the ramp, the people who work here. And they have a lot of different technical skills. Some of them. Actually two of my account coordinators worked at landscape companies, but then some people don't. So I created a course all about the landscape industry. And so I'm continually finding ways to train people faster.
20:38
Jack Jostes
And if I wasn't specialized in the landscape industry, I'd have so many different things I'd have to try and teach them and it would be all over the place.
20:48
Jeremy Miller
Would you say it's. I've heard a lot of people say this and you've worked in other industries, Would you say it's fair that most landscapers are pretty upbeat, friendly people and good, down to earth people? And that's a very broad question, but I've heard that over and over again.
21:02
Jack Jostes
So I was recently cleaning out my journals. So I use Moleskine journals, and I have over 20 of them, and I need to just throw them out because my wife's like, no one's gonna wanna deal with this, you know, if you pieced out someday. And I'm like, yeah, I guess you're right. I guess I don't need them. So I've been kind of going through them and taking pictures of things that were important. Most of them are like my daily agenda, and there's like, nothing interesting. But one of the things I was writing about in 2017 was that I wanted to work with people who love what they do, who want to grow their business and who get results from what I do. And so at that time, I had a lot of clients who maybe didn't love their business.
21:49
Jack Jostes
And honestly, some of them didn't get great results from what I do. But landscapers, generally, they get to work outside with plants and they build things and they're. I don't know, they're just easy to work with.
22:02 – Working With “Salt of the Earth” Clients, Regional Nuance, AI & Tech
22:02
Jeremy Miller
Yeah, that's good. That's good. Down to earth is what I've heard a lot.
22:05
Jack Jostes
Down to earth people.
22:06
Jeremy Miller
Yeah. Salt of the earth.
22:08
Jack Jostes
Salt of the earth people, for sure. The landscape industry, I mean, it's pretty vast. I mean, we have clients. Right now we're at the Snow and Ice Management symposium, and I'm going to Be in Texas and Arizona. So I have clients all over the country. And the plants they grow. Does it freeze or not? Is kind of like a big deciding thing. Because if it doesn't freeze, you're probably not doing snow, you're not doing sprinkler blowouts. So there's all this. To me, there's so much to continue to learn and then adapt what we do regionally.
22:44
Jeremy Miller
Yeah. Well, and then obviously the industry is constantly evolving. I mean, you look at what you guys do, the technology and the modernization that you're bringing, and then we talk about AI and measuring tools. I think there's a class coming up at the seminar tomorrow about AI in the snow world. So I think from my perspective, that's one of the things I like about this industry is there's so many different avenues. You know, whether you're in maintenance or project and you're building something beautiful. Right. Would you rather come in and put in a waterfall on a patio or put somebody's roof shingles on? That's what I always say. It's like it's got to. Some other industry's got to be tough to sell because we get to sell this beautiful end.
23:13
Jack Jostes
Well, that's why I enjoy running a marketing company for it because we get to build websites and the photos are. Now, not everyone has great photos, but generally what they're building looks awesome.
23:25
Jeremy Miller
Yeah. Well, even if it's not a great photo, the content's great. And then you get a great photo and it's even better. So that's interesting.
23:31
Jack Jostes
Cool. Well, Jeremy, I'm excited to interview you on the show when you've broken $20 million. Yes. Right. That'll be fun. Thanks for coming and doing video with us.
23:41
Jeremy Miller
My pleasure.
23:42
Jack Jostes
Thanks for. It's been fun.
23:43
Jeremy Miller
It has been fun. Thanks for the experience. I appreciate it.
23:45
Jack Jostes
Cool. Jeremy. Hey. Thank you.
23:46
Jeremy Miller
Thanks, Jack.
23:48 – Closing + How to Book a 15-Minute Marketing Brainstorm
23:48
Jack Jostes
Well, we had a blast interviewing Jeremy Miller from Miller Landscape and he runs it. Can you believe that 60 years next year is an incredible accomplishment? So congratulations, Jeremy. And hey, I love working with family owned landscape companies around the country. So if you're listening and you run a family owned landscape company and you're looking to grow your sales, but you're not really sure if your sales process is dialed in, if your marketing is working for you, reach out to us for a 15-minute marketing brainstorm call. We'll talk with you about who is your Hell Yes Customer. How has that changed over the last five years or 60 years? And what do you want in the future, and we'll give you ideas about which marketing will help you get more of those leads finding you online.
24:36
Jack Jostes
So go ahead and book your call at landscapersguide.com/brainstorm.
Show Notes:
Watch the full episode + see the transcript: https://landscapersguide.com/podcast/
Tell us where to send your beef jerky: https://landscapersguide.com/toolbox
Check out Miller Landscape: https://www.millerlandscape.com/
See upcoming live and virtual events: https://landscapersguide.com/events