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Our Level Up series shares the strategies that help landscape and lawn care companies get to the next level.
While working for a garden center in college, Robyn Schmitz realized she felt the most fulfilled and passionate when she was helping design gardens for customers.
After switching her major from journalism to horticulture/landscape design, she got a job with another landscape company after graduating. Schmitz began to feel the desire to start her own business after observing a significant level of corner-cutting and poor treatment of staff.
āI can recall sitting down with a client to present a design, and I couldnāt look them in the eyes and make promises about quality or reliability because I didnāt believe the company would actually deliver with that integrity,ā Schmitz says. āThat moment of not blindly accepting the low standards being set for customers was when the motivation to start a business began.ā
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In 2010, with a Jeep and a desire to help both customers and employees, Schmitz started High Prairie Landscape Group, LLC, based in Edwardsville, Kansas.Ā
Schmitz says while they have company goals, they are not overly focused on top-line growth. She says net profit, staff retention rate, client satisfaction and retention scores, and team growth opportunities are some of the other signs of success. She says in order to perform well in these areas, they have to be āright-sizingā their organization.
āIād rather be an $8 million company earning 13% net than a $20 million company earning 5%,ā she says.
High Prairie will finish 2023 with an annual revenue around $6.3 million. Ā
Growing Their Niche
High Prairie specializes in serving high-touch, high-style residential clients who value fine craftsmanship and lasting beauty in their outdoor spaces. Schmitz says that part of their strategy of being high-end is constantly pursuing new or better ways of serving the people who are already part of their client base.
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āOver the years, weāve improved or added several services,ā she says. āOne key differentiator is that we donāt sub out most of our work. We design and build our pools, hardscapes, most structures, irrigation, and softscapes. This allows for a level of accountability, quality control, and synergetic scheduling.ā
One way they better serve their clients is through their customer portal, which theyāve had for about five years. Schmitz says the key to using a customer portal is understanding some clients will love it and others will prefer to receive an email.
āThe portal is a useful tool for communication, scheduling, and managing all financials,ā she sayd. āHowever, it should complement an automated system that also gives clients the option to use email or text for those same communications. Our system does both.ā
High Prairie also has a garden style quiz that serves as a value addition to clients. Schmitz says this tool is a fun way to approach their discovery meetings and contributes to the client experience with their team and processes.
The company has grown steadily over the years, and Schmitz says they have not reached the full potential of their market or organizational capabilities.
āOur boutique business model means that if we grow too fast and dilute our craftsmanship or culture, weāll lose our differentiator and ability to charge for that,ā she says. āTherefore, we must balance those things as we work towards an optimum balance of overhead leadership to production ability for higher profits.ā
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She says that the demand for comprehensive outdoor living environments continues to increase. Their pools are particularly popular because they build them in-house.
āWe are still growing,ā Schmitz says. āWhile some organizations have had a decline in pipeline volume and leads this year, our current pipeline is about three times what it was a year ago for opportunities.ā
High Prairie has also proactively added financing this year to ensure theyāre a viable option for a larger group of potential clients.
Keys to Success
Schmitz credits her companyās success to aggressive marketing and branding in every economy, creating an organization that expects and attracts excellence and taking the time to differentiate themselves from a saturated market.
However, she doesnāt begin to pretend theyāve done everything perfectly. Schmitz says she could write an entire book on challenges or mistakes theyāve made along the way. The key is to learn from those things to prevent them from happening again.
āSome of our current challenges include continuing to match our sales and production to our adding of layers of leadership needed to get to our next level of organizational maturity,ā she says. āWe are aware that weāll have temporary profit dips if we grow too fast or add overhead before weāve matched revenue and production.ā
She says NALP has been a keystone in her professional journey as she first got involved as a student and competed in the Student Career Days (now known as the National Collegiate Landscape Competition).
āFor us, the NALP has always been a beacon for professionalism and learning,ā she says. āAs I was starting the business, we used to have access to past webinars and educational events on the website, which I used regularly. Other resources the NALP has provided over the years included example organizational charts, lawn applicator training programs, and several of their books from the bookstore.ā
Schmitz says the largest impact NALP has had is the networking and relationships sheās formed with fellow members.
āEven when we were just starting out, we were part of the Trailblazer program where we visited Joel Hafner at Fine Earth Landscapes in Maryland,ā Schmitz says. āNone of that would be possible without the NALP.ā
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Another aspect that has aided Schmitz in her journey is her prior experience working on landscape crews for maintenance and installation.
āTo me, there is no more valuable experience in helping me relate to our teams and provide empathetic leadership than knowing Iāve been exactly where they are,ā she says. āToo many people want to jump straight to management without gaining the experience and wisdom that comes from doing the work.ā
She says that her designs were better because she understood the complexity of building and maintaining these landscapes. Schmitz says her bidding and expectations were also more realistic.
āAs far as being someone others want to follow, I think a lot of respect can be garnered when a leader steps in and rolls up their sleeves,ā Schmitz says. āThere is nobody, in any role in our organization that is āaboveā doing the work. Weāre all valuable members of the team.ā
Working with Her Spouse
Prior to joining High Prairie as CFO in 2016, Schmitzās husband Bret was working as a CPA. She says that even before he came on full-time, he was a pivotal part of their team.
āHe wanted to help grow this special organization and deserved to be as involved as he wanted to be,ā Schmitz says. āIt was scary at first because he took a significant pay cut to join our team, but weāre so incredibly proud of what our team has built together since those days.ā
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Schmitz says working with her spouse is rewarding and complicated. They are both passionate about the company and gifted in their own strengths.
āBret and I are a classic visionary/integrator combo,ā Schmitz says. āHe is gifted with executing of tasks and creating financial tactics and Iām gifted with strategic initiatives and coaching teams. Together, we balance each other.ā
On the downside, Schmitz says they struggle with setting boundaries between work and home because they arenāt great at shutting off their business minds.
āIn addition, I think the stresses during challenging times can be felt on a larger scale when both spouses are feeling the same strains,ā she says. āIronically, we had more time to catch up during the day when Bret was a CPA and I was running the business. Now, weāre both equally busy, so we donāt often get to catch up until the end of the day.ā
Recruiting and Retention
High Prairie has 42 year-round employees and their only seasonal team members are interns. Schmitz says that like marketing, you must have multiple tactics to attract the ideal team member. They start by being an organization that attracts high-integrity overachievers.
Schmitz is actively involved in many teaching initiatives at nearby colleges and universities and participates in industry initiatives as well. High Prairie also makes it easy for their employees to be master recruiters themselves. They carry career cards with links to High Prairie job applications on them. She adds that having excellent job descriptions with clear perks and benefits is also key to recruitment.
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Schmitz says they have industry-leading staff retention, which allows them to build a healthy culture and stable workforce.
āImagine trying to control quality or train if youāre perpetually losing large chunks of your team,ā she says. āThat would be a nightmare for both leaders, team members, and clients.ā
Schmitz says the first step is hiring wisely.
āWe decline over 80% of applicants if they donāt fit our team or culture,ā she says. āThis creates a team who are very proud of the high-caliber people they work alongside every day. Theyāre proud to be an HP Pro.ā
As the company grows, Schmitz says you cannot compromise on who you hire, no matter how desperate you may feel.
āAs soon as you start compromising, the caliber of your team can decrease rapidly,ā she says. āIt takes years to build a healthy culture and minutes to ruin it.ā
They also retain their staff by having clear career paths with pre-determined skills and pay levels. Employees can access personal and professional development coaching through their proprietary green industry leadership course they created called āDiscovery Squad.ā Ā
Schmitz says they donāt compromise on their standards and re-enforce them at every opportunity.
āYou canāt over-communicate whatās going on in the business, what growth means, and how finances are being used for opportunity or stability,ā she says.
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