Our Level Up series shares the strategies that help landscape and lawn care companies get to the next level.
Saluda Hill Landscapes, based in Lexington, South Carolina, has carved out a niche for themselves by primarily serving homebuilders. The company has experienced steady, but fast growth since starting in 1991.
“Builder landscaping remains our most in-demand service,” says Wendell Furtick, owner and founder of Saluda Hill Landscapes. “Our ability to provide efficient, high-quality landscaping for large-scale residential developments has been a key factor in our success.”
Furtick got his first taste of the landscape industry during his college internship with BrightView, which was still Brickman back then.
“That experience opened my eyes to the depth and impact of this field, and I quickly fell in love with the industry,” Furtick says. “I enjoyed the mix of business, creativity, and hands-on work, and I knew early on that this was the career path I wanted to pursue.”
After college, he started working for a large regional landscaping company in the Southeast. From there, he transitioned to a smaller, locally-owned garden center and landscape company.
“Experiencing these different company sizes — large, medium, and small — helped me see the strengths and challenges of each,” Furtick says. “That perspective gave me the confidence and vision to eventually start my own business.”
Saluda Hill currently has an annual revenue of $32 million. Furtick says they don’t have any set number in mind for their ideal company size. His goal is to continue expanding in a way that aligns with their culture, values, and ability to deliver high-quality work.
“Success for us is more than just revenue — it’s about fulfilling our mission, fostering a thriving team, and continuously growing in a meaningful way,” Furtick says. “A growing customer base is important, but true success comes from creating opportunities for our team, maintaining strong relationships, and making a lasting impact in the industry.”
Keys to Success
Furtick attributes his company’s success to their culture, connections, and creativity and logistics. He describes their culture as one that prioritizes people empowerment.
With 60 percent of their revenue coming from builder landscaping, Saluda Hill has strong relationships with builders, which have helped establish their reputation in the industry.
“We were able to build relationships with homebuilders by first working with developers who were already involved in new neighborhood construction,” Furtick says. “Those initial connections helped us get our foot in the door with builders, and from there, we built trust and proved our value through the quality of our work.”
The company also provides commercial services to land developers, general contractors and other property managers.
In the past, the company provided residential grounds maintenance. As their focus has shifted to builder and commercial landscaping, they moved away from this service. However, 20% of the revenue still comes from their residential design/build work.
“We continue to value the strong relationships we’ve built in the residential sector,” Furtick says.
Furtick says their ability to be resourceful and efficient gives them a competitive edge. Their vertical integration like owning and operating their own sod farm, nursery, and shop is one example of this advantage.
He says their growth has always been intentional and they are constantly looking for opportunities to expand while ensuring they maintain their quality and culture.
“We continue to expand strategically, making sure our team and infrastructure grow along with demand,” Furtick says.
Furtick says being an NALP member has been eye-opening and inspiring for their team. He says attending the conferences has broadened their perspective on the scale of the industry.
“The online resources and conferences have been particularly helpful,” Furtick says. “They provide insight into industry trends, best practices, and leadership development, all of which have contributed to our growth.”
Recruiting and Retention
Until recently, Saluda Hill struggled with developing people and finding high-quality candidates to join their team.
“As we’ve grown, we’ve put more emphasis on leadership development and attracting top talent,” Furtick says.
Furtick says their positive, growth-oriented workplace attracts and retains skilled team members. Currently, they have 145 employees and utilize the H-2B program to supplement their team during the peak season. The company uses a mix of methods to recruit new hires.
“We rely on referrals, industry connections, and local outreach to find great talent,” he says. “We also leverage online recruiting platforms such as Indeed and LinkedIn to bring in skilled workers who align with our mission.”
He says retaining these talented individuals starts with having a strong team culture, support from management, and growth opportunities.
“We focus on building a workplace where people feel valued, appreciated, and excited about their work,” Furtick says. “We provide opportunities for professional development, recognize hard work, and make sure our team members know they are a vital part of our success.”
Furtick acknowledges that growth can sometimes make a company feel impersonal, which is why they work hard to prioritize relationships.
He says by creating opportunities for personal and professional development, it fosters a culture of excitement and momentum rather than stagnation.
“At the end of the day, we love what we do,” Furtick says. “This industry is exciting, rewarding, and — most importantly — fun. We are intentional about fostering a growth environment where people feel empowered, and we believe that who we are as a company sets us apart.”
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